Annual Report 2004–05

Contents

Introduction 3Who we are, what we do, our highlights and context

Our performance overview 10Key service data, achievement highlights and future challenges in brief

Our priority initiatives 13The detailed context, achievements and future plans for our business streams

Our regions 40Highlights in service delivery and data on service levels across NSW

Our corporate initiatives 53Details about our governance and corporate functions that support service delivery

Financial statements for the NSW Department of Ageing, Disability and Home Care 78

Financial statements for the Home Care Service of NSW 114

Appendices 137Detailed information on selected topics including a statistical appendix which brings together data on the Department

Glossary of terms 208

Index 210

Communication objective This Annual Report is to bring our clients, their families and carers, our stakeholders and the general community up to date with our performance for the financial year 1 July 2004–30 June 2005. It will be tabled in the New South Wales Parliament on 30 November 2005.

© November 2005

Letter to the Minister

The Honourable John Della Bosca MLC Special Minister of State Minister for Commerce Minister for Industrial Relations Minister for Ageing Minister for Disability Services Assistant Treasurer Vice President of the Executive Council

Parliament House Macquarie Street Sydney NSW 2000

Dear Minister

I am pleased to submit for presentation to Parliament the Annual Report of the Department of Ageing, Disability and Home Care (DADHC) for 2004–05.

The Report was prepared under the provision of the Annual Reports (Departments) Act 1985 and the Annual Reports (Statutory Bodies) Act 1984.

Yours sincerely

Brendan O’Reilly Director-General 31 October 2005

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NSW Department of Ageing, Disability and Home Care Annual Report 2004–05 1

01 IntroductionWho we are The Department of Ageing, Disability and Home Care is one of the largest human services organisations in NSW. We provide support and services to more than 1 million older people, people with disabilities and their carers in NSW. In 2004–05 the Department had a total budget of $1.4 billion and employed more than 12,000 staff.

We are committed to ensuring that older people, people with disabilities and their carers are valued, lead independent lives and have the opportunity to participate fully in community life.

Our clientsSome of the ways we support older people include:

■ providing support at home with personal care, domestic support, meals and home maintenance

■ providing respite

■ providing community transport

■ providing community nursing and allied health services

■ promoting active ageing through Seniors Week and Seniors Card

■ raising community awareness about issues that affect older people

Some of the ways we support people with disabilities include:

■ providing early intervention programs for children and young people

■ providing accommodation in group homes and residential centres and supporting people with disabilities to live independently in the community

■ providing programs that develop independent living skills


■ helping people with disabilities become active in their communities through social groups, work and other activities

■ promoting awareness, acceptance and inclusion of people with a disability through programs like International Day of People with a Disability

Some of the ways we support carers include:


■ delivering training for parents of children with an intellectual disability

■ providing support in managing challenging behaviour

■ providing support groups and networks

■ supporting programs that raise awareness about the importance of carers and encourage the general community to offer them greater support and understanding

Our stakeholders We work in partnership with a wide range of other organisations to deliver the best possible services to our clients. Our stakeholders include:

■ 900 non-government and local government service providers that we fund to deliver services on our behalf (more information about funded organisations can be found in Appendix 24 on page 160)

■ non-government organisations

■ local, State and Commonwealth government agencies

■ peak bodies and industry groups representing older people with disabilities and their carers

■ community agencies and organisations

■ regulatory bodies

Legislation and agreements We administer the following Acts:

■ NSW Disability Services Act 1993 – which provides for the funding and provision of disability services; sets out the terms and conditions on which non-government organisations receive funding and provides for decisions made by the Minister under the Act to be reviewed by the Administrative Decisions Tribunal

■ Home Care Service Act 1988 – which established the Home Care Service of NSW, provides that the Director-General manages the service, and that it is subject to the direction and control of the Minister

■ Youth and Community Services Act 1973 – which provides for the licensing of residential centres (licensed boarding houses) for people with disabilities

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The Minister for Disability Services also administers the Guardianship Act 1987 – which provides for the guardianship of people with disabilities, the appointment of guardians, the making of guardianship and financial management orders, the Guardianship Tribunal and the Public Guardian. The Guardianship Tribunal is responsible for day-to-day administration of the Act. The Tribunal is independent of the Department.

Two Commonwealth – State agreements govern most of our services and funding:

■ the Commonwealth, State and Territory Disability Agreement which in 2004–05 involved $1.052 billion. NSW contributed 82% or $864 million. The balance, 18% or $188 million, came from the Australian Government. This is a broad based agreement that sets the national framework for the delivery, funding and development of services for people with disabilities. In recent years the NSW contribution under this agreement has continued to grow as a percentage:– 2003–04 it was 78.5%– 2004–05 it was 82%– 2005–06 it is likely to be 82.5%

■ the Home and Community Care Agreement which is a joint Australian, state and territory government agreement to deliver services to frail older people, people with a disability and their carers. In 2004–05 NSW contributed 40% of the funding under this agreement or $166 million while the Australian Government contributed almost $248 million.

Our organisationThe following section provides information about the role of our:

– business streams

– central office

– regions

– associated organisations

Our business streams The Department has four business streams responsible for managing the services we deliver to clients.

1. Accommodation and Respite – runs the group homes, residential facilities and respite centres that the Department operates.

2. Community Access – is responsible for managing the intake of clients to the services we operate and for programs that help people with disabilities participate more actively in community life. This includes day programs where adults with disabilities learn social, work and independent living skills, early intervention programs for children with disabilities as well as therapy and behaviour intervention programs.

4 NSW Department of Ageing, Disability and Home Care Annual Report 2004–05

In 2004–05:■ we operated 296 group homes for people with disabilities

■ we provided services to 64,000 people with a disability aged less than 65 years

■ we provided services to 149,000 older people

■ we operated 13 large residences for people with disabilities

■ we operated 46 respite centres as well as offering in-home respite

■ we provided more than $800 million to fund 900 non-government and local government providers to deliver services to clients on our behalf

■ more than 1.19 million older people, people with disabilities and their carers participated in our major programs and campaigns including Seniors Card, Seniors Week, International Day of People with a Disability and the Premier’s Christmas Gala Concerts

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3. Home Care – the Home Care Service of NSW helps older people and people with disabilities to continue to live independently in their own homes by providing domestic support, personal care and respite for carers in their own home. This business stream also operates the Attendant Care Program, which delivers up to 34 hours a week of care to people with disabilities who need high levels of support.

4. Service Development and Planning – manages our relationships and contracts with the more than 900 services providers that we fund to deliver services to clients on our behalf. Service Development and Planning also monitors the quality of the services we fund and deliver directly.

More information about the role of the Department’s business streams is provided in Section 3.

The Department also has an Office for Ageing which is responsible for advising the NSW Government about ageing policy.

Our central officeThe Department’s central office is located in Sydney. It is responsible for developing statewide policies and programs for the business streams identified above and for providing corporate support for the rest of the organisation.

More information about corporate support initiatives is provided in Section 5.

Our regionsOur services are delivered through our eight geographical regions and the Statewide Aboriginal Region. They are responsible for:

■ delivering services directly to clients

■ referring clients to other community services

■ working in partnership with the service providers we fund to deliver services to clients on our behalf

As part of actions to continually refine and improve our operations, the Department consolidated its four metropolitan regions into two in early 2005–06.

More information about the regions is provided in Section 4.

Associated organisationsThe Department also administers the operating costs of the NSW Disability Council and the NSW Guardianship Tribunal. These bodies are directly responsible to the Minister for Disability Services and are not subject to direction by the Department.

The Disability Council provides advice to the NSW Government on issues affecting people with a disability, their families and carers. The Guardianship Tribunal is a legal entity that protects the interests and welfare of people with disabilities by making decisions on their behalf. The NSW Disability Council and Guardianship Tribunal prepare annual reports independently of the Department.

Our strategic context The Department’s strategic focus during 2004–05 built upon activities initiated during 2003–04. To ensure that our services and programs were sharply focused, well-structured and set the direction for longer-term improvement we also began to reposition the Department’s system so that:

■ supports are provided before families reach crisis

■ a wider range of care and support models are available to better meet the needs of people with disabilities

■ access to services is prioritised on the basis of need

■ purchasing and accountability arrangements give greater emphasis to quantity and quality of care

■ a planned and collaborative approach is taken to development and improvement of services


Business Plans. These plans specify activities and performance levels to be met as well as resourcing required to achieve the objectives, strategies and service levels specified. These planning documents are updated annually.

Performance monitoring and review are core parts of our business planning cycle. The Department’s Management Board monitors budget and performance against plans monthly and reviews performance half yearly. The Department reports to the community, our stakeholders and the NSW Parliament through this Annual Report and the parliamentary estimates process.

This Annual Report is structured to report on achievements by the Department’s business streams, business units and regions and the contributions they make to achieve broader corporate goals. Section 2 provides an overview of performance by business stream, highlighting achievements against PMIs, containing key data on services and outlining broad future directions. Sections 3 and 5 provide background information for business streams and business units and detail achievements, service data and future challenges. Section 4 focuses on the achievements and outlook for each of our regions in providing frontline services.

The Department’s overall corporate direction is outlined in Future Directions, a public document launched by the former Minister for Ageing and Minister for Disability Services in August 2004. Future Directions sets out the strategies that the Department will pursue to maintain a sustainable program of support for people who need assistance and the consultative arrangements that the Department uses to ensure it works in partnership with stakeholders.

Future Directions identified a range of Priority Major Initiatives (PMIs) to address the key challenges facing our service system in 2003–04. Their implementation formed the major focus of our work during 2004–05. The PMIs are listed, by Business Stream, in Section 2, and details on the achievements for each PMI during 2004–05 can be found in Sections 3 and 5.

The Department has integrated business planning and budget building processes to ensure financial resourcing is available for our planned services, priorities and activities. The Department’s Corporate Plan identifies accountability and performance indicators for the PMIs, service delivery and other specific programs captured in Future Directions.

Future Directions and the Corporate Plan are underpinned by more detailed operational and project planning at the local level including Regional and Directorate (business stream and business unit)


Minister’s forewordSince taking responsibility for the portfolios of ageing and disability services in January 2005, I have had the opportunity to meet with many people with disabilities, frail older people, their families and carers. I have heard first-hand about the issues they face on a daily basis and I have found their situations very moving. I have also met with peak ageing and disability groups and service providers and have been impressed with their commitment to providing the best possible services.

Clearly we need to improve access for people with disabilities to mainstream services; significantly increase assistance to families and carers; and provide better specialist services for people in greatest need.

This annual report outlines the progress and achievements made in 2004–05, a year which has seen the implementation of important reforms regarding key ageing and disability issues. The year also brought with it the expansion and improvement of services, made possible by funding of $1.4 billion, an 8.6 per cent increase on the 2003–04 budget of around $109 million.

Some of the 2004–05 budget highlights included:

■ $2.7 million to increase services for families with a child with a disability who need extra support ($30.6 million over four years);

■ $10.3 million in emergency response funding, bringing this budget to $61.8 million and enabling the Government to better respond to people with a disability who need immediate assistance;

■ $3.2 million to make respite services more flexible and accessible, through in-home and centre-based services;

■ a Home and Community Care (HACC) budget of $414 million saw 180,000 people provided with support through HACC programs;

■ the Home Care Service delivered in excess of 3.8 million hours of support to approximately 52,000 people at a total expenditure of $177 million;

■ $455 million made it possible to provide long-term accommodation for approximately 5,000 people with a disability, and

■ information and support initiatives for older people were delivered through the Ageing Program, backed by $4.5 million.

A discussion paper on accommodation models for people with a disability was released in January 2005. With this, I hope to encourage a fuller debate about alternative support options that will better meet the needs of people with a disability who are ageing and those with high and complex medical needs. I plan to further this work in 2005–06 to develop a more flexible, responsive and sustainable support system for people with disabilities, their families and carers.

With regard to school leaver programs, the reforms in 2004–05 highlighted differences among service providers and in May I announced that we would tender Community Participation programs for 2006. It was very clear to me that we need to ensure day programs provide at least 18 hours of quality care for people with disabilities. I am confident that further work on the process will ensure that young people with significant disabilities will have long-term security and ongoing support.

I am keenly aware that the late sign-off of the HACC State Plan for 2004–05 by the Commonwealth Minister delayed the allocation of much needed new services. Now that the money has been released, non-government organisations will be able to provide important services to frail older people and people with a disability living in the community.

I would like to acknowledge the commitment and expertise of DADHC staff, service providers and of our various industry advisory committees for their insight and support. I look forward to continuing to work together to tackle the challenges and opportunities in the coming year.

Next financial year, I will present a plan for the future of disability services. This will be informed by an examination of population trends and an assessment of the most effective ways of assisting people at key stages in their life. This plan will lay a path to meet growing demand in ways that are sustainable.

It is my intention to help families to care for the people they care so much about.

John Della Bosca MLC Minister for Ageing Minister for Disability Services

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Director-General’s messageWith the NSW Department of Ageing, Disability and Home Care now in its fifth year, I believe we are moving closer to seeing a more sustainable service delivery system that is more responsive to the needs of older people, people with a disability and their families and carers in NSW. This said, I acknowledge that there are many people who require more support and it is evident there is a lot more work to do.

As the Department funds and delivers services, we face a number of challenges such as an ageing population, growing demand for services and the changing needs of our various client groups.

This year we have worked hard to respond to these challenges and pressures with increased long-term funding and open and effective partnerships with community stakeholders and client groups.

This report for 2004–05 outlines a year of solid achievement and progress in our 20 priority major and corporate initiatives.

Ageing highlights■ Seniors Week celebrated its 24th year, with over 235,000 people attending Seniors Week activities that thanked them for their contributions to family and community life

■ Future Directions for Dementia Care and Support progressed, with funding of $2.458 million per annum

■ a Forum on Ageing was hosted on 28 September, gathering 160 representatives from both the government and disability sectors. This has informed the development of the Action on Ageing Framework 2005 – 2010

Disability highlights ■ enhanced our support program for children, young people and their families by progressing work under the Improving Services for Children, Young People and Families Action Plan

■ reforms to post school programs commenced, bringing the 2004–05 expenditure to $61 million. An additional $6 million was secured later in the year, which will result in better long-term security for school leavers with a disability

■ pilots were carried out with 74 non-government service providers across the state as part of the integrated monitoring project

■ closure of large residential centres continued, with the relocation of 272 residents to community accommodation since 2000

■ initiating discussion on accommodation models for people with a disabillity. Over 180 submissions were received from clients, parents and stakeholders on expanding the accommodation models available to meet the needs of people with a disability resulting in the Minister hosting round tables to progress the ideas received

As the Department funds and delivers services, we face a number of challenges such as an ageing population, growing demand for services and the changing needs of our various client groups


■ intake systems for new clients were improved, with eight regionally based information and referral services established, to receive requests to the Department for support and to prioritise applicants’ needs assessment

■ developed and launched statewide a campaign and program of events to celebrate International Day of People with a Disability. More than 17,000 people with disabilities, their families, friends and carers celebrated across NSW

■ an integrated approach to vacancy management was developed to manage the placement of clients in both Department and NGO-operated group homes. This ensures people in greatest need have priority of access to accommodation support

Our corporate initiatives A number of organisational improvements have taken place in the Department over the last 12 months, to see resources are more efficiently managed and to prevent the duplication of systems and effort. These improvements allow us to better serve the clients we are here to support.

Examples include:

■ the re-developed Client Information System (CIS) – allowing the Department to more consistently manage clients’ needs across all support programs

■ implementation of the SAP/HR system – which rolls several staff management programs and systems into one

■ established better financial management, improving accountability controls to ensure each unit operates above a stringent bottom line

■ recalculated grant contracts to ensure funding bases are accurate and consistent across the Department’s 9,000 contracts with more than 900 service providers

■ improved quality and efficiency of DADHC accommodation services, ensuring more efficient budget management, stabilising costs and bringing services within benchmark

■ undertook a recruitment program including approximately 400 permanent residential support workers, 120 network managers and key positions in central office

■ 28 Local Support Coordinators now work across 52 local government areas, primarily in rural and regional locations

■ improved consultation with our stakeholders. Consultation with clients, families, service providers and peak groups continued to be a key theme this financial year, with stakeholder forums, regional consultations and the ongoing information exchange with our expert advisory groups

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You will notice in this report we have a strong regional presence. Our four business streams – Accommodation and Respite; Community Access; Service Development and Planning; and Home Care – are well established, benefiting people and communities at the local level.

The year also saw the progression of work with other agencies on projects that address some of the pressures across the human services sector, such as support for people with challenging behaviours who are involved in the criminal justice system, people with mental health disorders, high and complex medical needs and young people with a disability under parental care of the Minister for Community Services who turn 18 years of age.

The outcomes and milestones outlined in this report are a direct result of the dedication, effort and commitment of all the Department’s 12,000 staff in partnership with our many service provider and government stakeholders. I would like to sincerely thank staff and stakeholders across NSW for their ongoing support to older people, people with a disability and their families and carers.

I have set an ambitious agenda for 2005–06, in which we will be closely monitoring our performance and continue to improve our business. I believe this is crucial if we are to achieve better services and supports for our clients. We’ll be advancing more of our priority major initiatives – consolidating improvements to reporting and data collection and gaining a better understanding of unmet need resulting in better planning for the future.

I look forward to a year ahead where I believe we will be well positioned to meet the challenges.

Brendan O’Reilly Director-General


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02 Our performance overviewACCOMMODATION AND RESPITE

Key Service Provision Data1,284 clients1 in 296 group homes1

1,248 clients1 in 13 large residential centres1

1,569 clients1 in 46 respite centres1

3,086 clients served by 335 community living organisations

2,626 clients served by 185 respite organisations

COMMUNITY ACCESS

Key Service Provision Data8,753 clients served by 74 community support teams

701 clients in 34 day programs

3,611 clients served by 180 post-school program organisations

5,917 clients served by 221 community engagement program organisations

10,587 clients served by 171 therapy, prevention and early intervention organisations

1,396 clients served by 28 local support coordinators

HOME CARE

Key Service Provision Data10,000 clients receiving 1,384,356 personal care hours of care

40,000 clients receiving 1,665,924 domestic assistance hours of care

4,300 clients receiving 464,623 HACC respite hours

2004–05 Achievement Highlights■ significant workforce restructuring in group homes and large residential centres

■ public debate on flexible accommodation models facilitated

■ 59 clients relocated from large residential centres to community-based accommodation

■ accommodation model established for Integrated Services Project for clients with challenging behaviour

■ Quality and Safety Framework introduced to ensure quality services and safety for clients and staff at DADHC-provided accommodation and respite services

2004–05 Achievement Highlights■ models for new services in support for children developed in consultation with stakeholders

■ Quality Improvement Plan for services supporting children completed

■ training in statutory obligations and Children’s Standards in Action undertaken

■ systems to improve and monitor assistance for people with very high support needs developed and implemented

■ two new school-leaver programs, the Transition to Work and Community Participation programs, introduced

■ regional Information and Referral Service established

■ Vacancy Management Committees established in all DADHC regions to operate across NGO and DADHC-managed group homes

2004–05 Achievement Highlights■ Performance Audit by NSW Audit Office identified overall positive performance and Action Plan implemented for recommended improvements

■ HACC Standards Action Plan implemented

■ single client intake and assessment process for the Attendant Care Program and High Need Pool implemented

■ High Need Pool guidelines implemented

■ Home Care Advisory Board re-established

■ Motor Accidents Authority pilot project for people with newly acquired spinal cord injury progressed

■ 100 new Attendant Care Program places approved and filled

■ new Enterprise Bargaining Agreement for Home Care staff negotiated

Key Challenges 2005–06■ attraction and retention of a workforce that meets the needs of DADHC and its clients

■ development of new accommodation models and vacancy management systems

■ implementation of the Quality and Safety Framework across all regions

Key Challenges 2005–06■ improvement of the Community Participation and Transition to Work programs

■ development of a three year CALD Action Plan

■ implementation of intake and assessment initiatives to improve access to service

Key Challenges 2005–06■ introduction of new statewide client fees policy

■ implementation of quality assurance framework and business reform strategy to identify efficiencies and reduce unit costs for services

■ completion of review of contract management arrangements with non-government service providers

Also see pages 14–19 Also see pages 20–25 Also see pages 26–29

Our Business Streams


CORPORATE INITIATIVES

2004–05 Achievement Highlights■ more than a quarter of a million seniors participated in NSW Seniors Week events

■ more than 17,000 people with disabilities, families, carers and friends attended events across NSW for International Day of People With a Disability

■ Forum on Ageing conducted

■ Older People, NSW 2004 publication launched with ABS

■ Planning for Later Life Forum held

■ dementia awareness resources for Aboriginal people and communities developed

■ new Feedback and Complaint Handling Policy developed

■ Code of Conduct and Ethics and Protected Disclosures Policy endorsed

■ costs for fixed line and mobile telecommunications reduced

■ new SAP systems introduced to improve business performance, including SAP HR/Payroll for central office, regions and Home Care, SAP Financial for Home Care and SAP OHS across the Department

■ new integrated Client Information System designed and configured for deployment in September 2005

■ WorkCover premium for 2005–06 reduced by 8.3%

Our Other Areas

Quarterly planning and performance information specific to each Priority Major Initiative can be found on our website at www.dadhc.nsw.gov.au/dadhc/About+DADHC/Priority+Initiatives.htm

Data used in the Annual Report comes from a variety of sources, including CSTDA MDS, DADHC Survey, HACC MDS and RDCD. These data sources are defined and explained in the Glossary of Terms on page 208. The acronyms ATSI and CALD which appear in some graphs and tables are also defined in the Glossary. The data presented in Section 2 are based on a count across the full 2004–05 year except for figures marked with1 which reflect data as at 30 June 2005.

SERVICE DEVELOPMENT AND PLANNING

Key Service Provision DataCSTDA Services$467 million for 11,500 DADHC clients

$473 million for 19,000 clients of 451 non-government and local government organisations

HACC Services$140 million for 38,000 DADHC clients

$259 million for 162,000 clients of 582 non-government, local government and other state government organisations

2004–05 Achievement Highlights■ HACC State Plan 2004–05 signed by State and Commonwealth Ministers

■ 45 boarding house residents moved to more appropriate accommodation

■ review of Youth and Community Services Act 1973 completed

■ Integrated Monitoring Framework prepared for implementation

■ supports to providers improved through resolution of viability issues and consolidation of contracts

■ on-line register for funded services completed

■ DADHC/FaCS Bilateral Workplan under CSTDA approved and progressed

■ transfer of funding and reclassification of four employment services from Australian Government completed

Key Challenges 2005–06■ establishment of a new HACC agreement and potential changes to Commonwealth/State arrangements for supporting older people

■ continuing implementation of the CSTDA Bilateral Agreement

■ implementation of the National Disability Administrators’ Work Plan and research requirements

■ improvement of the HACC and CSTDA Minimum Data Sets

Key Challenges 2005–06■ support and monitoring of achievements against NSW Action on Ageing Framework 2005–10

■ continued improvements in workforce support, management and planning

■ full implementation of the Client Information System and Electronic Records and Data Management solution

Also see pages 34–39 Also see pages 30–33 (Office for Ageing) and pages 53–77 (Corporate Initiatives)


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03 Our priority initiativesThe following section is a report on the Department’s Priority Major Initiatives, achievements and challenges and priorities for 2005–06 reported against each business stream.

They are:

■ Accommodation and Respite

■ Community Access

■ Home Care

■ Office for Ageing

■ Service Development and Planning

Also included is information about other programs, projects and developments undertaken by the business streams in 2004–05.

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The provision of accommodation support for people with a disability and respite for their carers is the major part of the Department’s direct services. As the largest provider in NSW, we provide accommodation support to more than 2,500 people and respite to more than 620 people per day every year.

This represents approximately 60 per cent of the accommodation and centre-based respite care services funded in NSW. To provide these services across the state, the Department operates 296 group homes, 13 large residences and 46 centre-based respite centres at a cost of $329 million in 2004–05.

The Department develops support options and leads service provision for people with high and complex needs, including those requiring health care support and people who are in contact with, or at risk of being involved with the criminal justice system. This work includes ongoing improvements to behaviour intervention services.

We also lead the development of innovative accommodation models, policy setting and benchmarking across the sector. The Department is looking at future accommodation models that will broaden accommodation support options, and increase flexibility while still delivering legislative requirements. Our priorities for policy setting include meeting the needs of clients with challenging behaviour and clients with complex needs and meeting the nutritional needs of all clients.

Accommodation and Respite


A new management and support structure was implemented in the Department’s group homes. There are now 120 networks across the state, most consisting of two to three group homes, managed by a full-time network manager. Work continues on implementing local initiatives to improve client outcomes and operational productivity.

In 1998 the former Minister announced a program to relocate people from Large Residential Centres (LRCs) to more appropriate community-based housing arrangements. Stage 1 of the Closure of Large Residential Centres (CLRC) program began in 2000 and was more than 70% complete by June 2005. This included the relocation of 272 people into the community, as well as the closure of five DADHC operated LRCs and two non-government residences. The DADHC operated LRCs that closed were:

■ Strathallen, Goulburn

■ York Road, Bondi Junction

■ Woodstock, Albury

■ John Williams Respite, Wahroonga

■ Marsden Rehabilitation Centre, Parramatta

The non-DADHC LRCs to close were:

■ CRAM, Wollongong

■ Jennings, Parramatta

There are 121 clients involved in Stage 1 yet to be relocated. This is either because the timing of their

relocation depends on the availability of suitable properties or because their complex needs require the development of new approaches to their support.

Priority Major InitiativesDADHC-Operated Accommodation Services

Key elements

Key elements included:

■ developing policies to support DADHC-operated and funded accommodation services. For example, Individual Planning for Adults in Accommodation Support Services; Palliative Care; Support of Clients with Epilepsy; and Management of Clients’ Personal Finances

■ improving management of DADHC-operated accommodation services leading to improved accountability for clients, improved productivity, a skilled and stable workforce and sustainable work practices

■ implementing strategic asset management to acquire appropriate accommodation and achieve minimum standards in condition and design across accommodation settings

■ implementing vacancy management across the non-government sector and the Department to ensure accommodation services are effective

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SResidences& Hostels

Accommodation support type

Num

ber

of

clie

nts

(‘000

)

GroupHomes

In-home/other

DADHC-funded

DADHC-provided

0

1

2

3

4

Clients in Accommodation Support, by sector 2004–05DADHC provides accommodation support mainly in the form of 24-hour care in large residences and group homes. Non-government organisations provide a range of accommodation services focusing mainly on group homes and in-home or drop-in support. Data Source: CSTDA MDS, DADHC Survey, RDCD.

Clients in Respite Care, by sector 2004–05DADHC is the main provider of centre-based respite in NSW. Non-government organisations are the main providers of flexible and in-home respite. This graph applies to CSTDA-funded services. HACC-funded respite is not included.Data Source: CSTDA MDS, RDCD.

Respite type

Num

ber

of

clie

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(’000

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Centre-based

Flexible/combination

In-home/other

DADHC-funded

DADHC-provided

0

5

1

1.5

2

2.5


■ regional Vacancy Management Committees were operated from August 2004 to support placement of eligible clients in non-government and DADHC accommodation service

Closures of Large Residential Centres

Key elements


■ developing models of care and support for people with complex needs relocating to the community

■ continuing the capital acquisition and management program to relocate clients in Stage 1 of the program

■ completing the relocation of clients involved in Stage 1 of the program

Achievements for 2004–05

Key achievements included:

■ new models of care and support for people with high and complex needs were developed

■ broad consultation on the suitability of proposed models of supported accommodation

■ complex needs models were validated and costed options developed

■ 59 clients were relocated to community-based accommodation



■ managing Client Finances in DADHC Residences policy which was finalised in November 2004 and Individual Planning for Adults in Accommodation Support Services in October 2004. Policies on Support for Clients with Epilepsy, Managing Client Health and Palliative Care will be finalised in late November 2005 following final consultations

■ Stage 1 restructure of nursing services was completed, introducing new management and support structures for large residences and new nurses’ award, including the June 2005 Award increase

■ an agreement was negotiated with the Public Service Association of NSW in principle on the rostering of staff and use of agency staff in group homes and respite services

■ a Condition and Compliance Audit of group homes was completed in September 2004 and results incorporated into our ongoing Repairs and Maintenance Program

■ Group Home Design Guidelines were endorsed by the Department’s Operations Executive and implemented statewide since March 2005


People with High and Complex Needs

Key elements


■ developing new models of support for people with complex health care support needs

■ developing new models of support for people with severe and complex challenging behaviours or who are ageing

■ developing the Behaviour Intervention Service (BIS) by making new resources fully operational



■ the scoping and development phase of the Integrated Services Project for clients with challenging behaviour was begun

■ received and incorporated feedback from stakeholders into policies for Promoting Community Participation for People with Complex Health Care Needs, Care and Support for Adults with an Intellectual Disability and High Levels of Complex Behaviour and Care and Support for People with an Intellectual Disability who are Ageing

■ models for the care for people with high levels of complex behaviour were developed and costed

■ models of care for people with additional health care needs, developed and costed with further validation to be undertaken in 2005-06

Challenges and priorities for 2005–06During 2005–06, the Accommodation and Respite business stream will continue to support DADHC’s regions by leading projects designed to reduce the costs associated with operating accommodation services, improve the quality of support and care we deliver to clients and facilitate access to a range of appropriate accommodation models designed to meet the needs of people from across the spectrum of disability types.

Specifically, the business stream will deliver the following major projects:

■ implementation of the outcomes of the Roster Review and Nurses Settlement Strategy to improve staffing ratios and the efficiency of DADHC-operated group homes and large residential centres

■ development of new accommodation models to expand the range of options to meet increasing demand for services and to support the reprovision of large residential centres, meet the needs of people exiting the criminal justice system and address challenges in the delivery of respite support

■ development and refinement of vacancy management systems for DADHC-operated and funded group homes and respite services, which reflect the nature of the demand for accommodation services and the currently funded mix of services

■ improvements to the Department’s delivery of quality accommodation support services by well trained and supported staff

■ implementation of the three-year Integrated Services Project for People with Challenging Behaviours

■ statewide implementation of the Quality and Safety Framework in group homes, respite services and large residential centres operated by the Department

■ development of a further module for Group Home Design Guidelines for clients with high levels of complex behaviour, to be completed by October 2005

We also lead the development of innovative accommodation models, policy setting and benchmarking across the sector.


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Other developmentsThe Accommodation and Respite business stream undertakes a significant amount of policy development and dissemination. In 2004–05, the Department:

■ completed and released policies about Individual Planning for Adults in Accommodation Support Services in October 2004, Response to the Death of a Client and Reporting Reviewable Deaths in February 2005; and Client Wills and Estates in March 2005

■ progressed review of policies on Decision Making and Consent, Response to Assault, Abuse and Neglect, Reporting Procedures for Adults in DADHC-Operated and Funded Services, Palliative Care, Managing Client Health, Supporting People with Epilepsy and a revised Framework and Guidelines for Development and Review of Client Policies in DADHC business streams, all of which are due for by December 2005

■ progressed policies for Management of Clients’ Personal Finances and Household Operating Accounts, due to be finalised in second quarter of 2005–06


Models of Government supported accommodation for people with a disabilityThe Department makes a significant investment in supported accommodation services, providing supported accommodation through three major models:

■ group homes

■ large residential centres

■ in-home support

For more than a decade these models have been the major options available for most people with disabilities, regardless of their specific support needs. While they have largely met many people’s support needs, for others these models have not been sufficiently flexible.

A greater demand for supported accommodation, the need for increased flexibility as individual needs change over time and our identification of models capable of achieving community participation are the main drivers for our investigation into alternate accommodation models.

The Department released the discussion paper Models of Supported Accommodation for People with a Disability in December 2004 to stimulate discussion and attract written submissions. The paper describes a sample of models of accommodation support that are being used today for a variety of people. (The Minister for Disability Services, John Della Bosca, convened two roundtable discussions with small groups of representatives from peak organisations, service providers and key stakeholders in early 2005 to consider the themes and dilemmas presented in the submissions to the discussion paper.)

Integrated Services ProjectA three-year pilot program for high need clients with challenging behaviour, the Integrated Services Project aims to deliver integrated services that better manage clients’ behaviour and improve the capacity of local services to support the client in the future. The project is time limited with clients moving through the program in 12 to 18 months, receiving intensive case management, behaviour intervention and accommodation support during that period. Both the wellbeing and stability of the client and the capacity of the service system to deliver the necessary services are being addressed.

The model of accommodation used by the project includes initial access to a short-stay assessment unit which will be located at Rydalmere followed by intensive support in community-based dwellings, each housing between one and four people, in metropolitan Sydney.

In 2004–05, the Department established a project management committee including representatives from relevant government departments whose services will contribute to the project, including NSW Health and the NSW Department of Housing. The committee provides for senior interdepartmental oversight of the project including the client intake process. The committee has also agreed on an evaluation framework that will deliver a cost benefit analysis and independent consideration of the extent to which the project achieves its objectives at an individual client and organisational level.

In the year ahead, an assessment unit will be established in the grounds of the Rydalmere Centre in Sydney, enabling full implementation of the Integrated Services Project. The first intake of clients will commence in September 2005.

Pilot of the Inclusive Communication and Behaviour Support ProgramThe pilot program for Inclusive Communication and Behaviour Support delivers simple, proven techniques for communicating with people with disabilities to increase their participation in their homes and the community.

The Victorian Department of Human Services has implemented this program across most of its regions: assaults have decreased by up to 70% in the regions that have participated.

The training is delivered by a Speech Pathologist with extensive experience in direct service delivery in group homes and large residences who:

■ visits the workplace across all shifts to meet staff and residents

■ tailors the training to suit local needs

■ delivers two days of off-the-job training

■ provides practical material to use in the workplace

■ visits worksites 6–8 weeks later to follow up implementation.

The Department is testing the efficacy of the program by piloting it in Hunter Region (one network and one unit of the Stockton Centre) and Metropolitan North Region (one network), approximately 90 staff are included. Options for extending the training will be explored in the first quarter of 2005–06.

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Through regional services it has responsibility for managing the intake, referral and assessment of clients and ensures services are co-ordinated, timely and of a high quality. The business stream also manages programs and initiatives to support families and carers and to promote access especially for people from culturally and linguistically diverse backgrounds and Aboriginal communities.

A major focus of Community Access is on the improvement and extension of services for children and young people, guided by the Department’s Improving Services for Children, Young People and Families Action Plan. Initiatives in 2004–05 included the development of new programs for children and young people with a disability and their families to prevent the unnecessary placement of children and young people into voluntary care.

Community Access works within a framework of prevention and early intervention. Prevention activity reduces the risk of problems occurring within families as they raise their child with a disability. Early intervention focuses on detecting issues early and assisting families to resolve these issues before they escalate into unnecessary crisis. To deliver prevention and early intervention strategies Local Support Coordinators have been expanded in rural

Community Access leads policy, programs and services for children, young people and adults with a disability. A range of policies and programs are aimed at supporting families as they raise their child or young person with a disability. For adults, Community Access aims to bridge the gap between school and vocational choices, promoting independence and community connection.

Community Access


Services Provided by Community Support Teams 2004-05Community Support Teams provide a range of services to our clients. Almost half of these are therapy services.

Data Source: RDCD

and regional areas to help individuals and families access a greater range of community support services (mainstream and specialist) and to become more involved in activities in their local communities.

The Department recognises that each person’s needs are different and is therefore working to find better ways to match services to individual needs. In 2004–05 Community Access introduced two new post school programs to better meet the individual needs of young school leavers with a disability. The Transition to Work program was developed to improve the work readiness and employment outcomes of school leavers who are able to transition to work within one to two years. Community Participation is a longer-term program that better caters for school leavers who require an alternative to paid employment and focuses on skill development and assisting people to participate in community activities and local interest groups. Work is also being undertaken to better assist people with very high support needs through the Emergency Response Program.

A joint action plan, developed in collaboration with 18 multicultural organisations to improve services for people from culturally and linguistically diverse backgrounds, was also implemented and evaluated

along with a continuing commitment to strategies included in the Department’s Ethnic Affairs Priorities Statement (see Appendix 7).

As part of these broader system-wide improvements, a new regional model has also been implemented to better co-ordinate the intake of clients into our services, the assessment of their needs and the management of service vacancies. The new client contact arrangements and information and referral services means people with a disability and their families are now able to get the support and information they need more quickly and easily.

Services provided by Community Support Teams 2004-05

Therapy 44% Other Services 15%

Assessment 17%

Case Management 18% Behaviour Support 6%

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Total Number of Clients in Post School Programs 2004-05Data Source: DADHC Community Access Branch

Post SchoolOptions

Transition to Work

CommunityParticipation

0

500

1000

1500

2000 1,372

1,547

692

Grant Funding for Post School Programs 2001-02 to 2004-05Data Source: DADHC Community Access Branch

01-02 02-03 03-04 04-05

30,000

35,000

40,000

45,000

50,000

55,000

60,000

65,000

Fun

din

g ($

’000

)


Priority Major InitiativesSupport for Children

Key elements


■ developing a range of new programs to improve services for children and young people and to prevent the risk of them being placed in voluntary care (see box on next page)

■ developing the skills and knowledge of our staff, to improve the delivery of services for children and young people

■ undertaking Accreditation with the Office of the Children’s Guardian

■ training for non-government organisations to improve the implementation of Children’s Standards in Action

■ implementating the recommendations of Early Childhood Intervention Coordination Program (ECICP) review



■ stakeholders were consulted about new models of service for children and their families

■ a conceptual framework of prevention and early intervention was developed

■ the Alternative Family Based Care service for children with a disability who are no longer able to live with their own families was established

■ DADHC staff and non-government service providers were trained on how to implement Children’s Standards in Action

■ our Quality Improvement Plan was submitted to the Office of the Children’s Guardian as part of our work towards becoming an accredited out-of-home provider for children and young people under 18 years

■ operation of the Memorandum of Understanding between DADHC and DoCS was improved

■ the new outcomes framework for the Early Childhood Intervention Coordination Program was implemented

■ participated in ongoing discussions with NSW Health about the review of the NSW Carers Statement

Emergency Response Program

Key elements


■ developing greater financial accountability across the program and within regions

■ monitoring the cost and quality of services being received by each child and young person in an out-of-home placement


■ working to improve the consistency of decision-making within the Emergency Response Program through the development of business rules

■ improving the financial management of high-cost support arrangements by seeking more sustainable relationships with service providers and improving systems for transitioning clients to lower support services when needs change



■ draft business rules for the Emergency Response Program were developed

■ monthly regional reporting processes to improve advice and planning were implemented

■ a pre-qualification arrangement was completed for all providers in contractual arrangement

■ Service Description Schedules were incorporated into the accreditation process for the Department to become a designated agency to provide out-of-home care

Post School Programs

Key elements

The key elements included:

■ developing and implementing the Transition to Work and Community Participation programs

■ identifying and engaging eligible providers to deliver new services and programs

■ facilitating the process for 2004 school leavers

■ consulting with current providers and service users to facilitate transition to new programs



■ two new programs, Transition to Work and Community Participation were implemented for 678 school leavers in February 2005 and 1,561 former ATLAS (Adult Learning, Training and Support) participants in April 2005 following announcements of changes to the ATLAS program

■ 137 providers were selected to provide these two programs across the state

■ funding was increased by $1.4 million in November 2004 and a further $6 million in May 2005

Improving outcomes for families who have a child or young person with a disability

During 2004–05 we carried out extensive research to identify proven methods to support families with a child or young person with a disability. This research informed the development of a framework that describes the range of supports that families may require as they raise their child with a disability. The framework emphasises the importance of a broad range of interventions as well as the need to acknowledge and build family resilience.

The framework has allowed the Department to strategically focus the $30.6 million committed in 2004 so that the service system provides a comprehensive range of supports for families and children with a disability.

They will include new intensive supports predominantly provided in the family’s home. New approaches will also be introduced to provide practical support to families at an early stage to prevent further crises. Twenty new case worker specialist positions will be established to support DADHC staff working with children and their families.

Both the framework and associated service outcomes were the subject of extensive consultation with peak child welfare, family support, advocacy and disability organisations, as well as large non-government organisations. An evaluation framework has been developed to quantify outcomes for families with children with a disability, and will be implemented with the introduction of the new services.

Community Support Teams 2004–05

Number of clients who recieved services from Community Support Teams 8,753

Number of services provided by Community Support Teams 20,659

Service completion rate 61%1

Number of service requests which have not been allocated (as at 30 June) 3,1032

Data Source: RDCD

1 Represents the proportion of services provided by Community Support Teams during 2004–05 that were completed. Remaining services are either currently being provided, or have not yet been allocated to a CST.

2 Represents the number of services that clients are waiting to receive. Clients may request more than one service.


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■ guidelines and performance indicators developed for the Community Participation and Transition to Work programs in consultation with stakeholders who represented the interests of people with a disability and service providers

■ two new funds implemented to assist people with very high support needs and service providers acquire specialised equipment and undertake minor building modifications. More than 330 people with very high support needs were assisted and $308,572 was allocated to assist with 78 requests for equipment and building modifications

Improving Services for People from Culturally and Linguistically Diverse Backgrounds

Key elements


■ evaluating our Culturally and Linguistically Diverse Action Plan and recommending strategies to progress our work in the area

■ developing the Department’s Ethnic Affairs Priority Statement (EAPS) reports for 2003–04 and EAPS Implementation Plan for 2004–05



■ a review was completed of 14 multicultural access projects funded by the Department to improve access to services by clients from culturally diverse communities, which will inform development of our 2005–06 Culturally and Linguistically Diverse Action Plan

■ our EAPS implementation report for 2003–04 was submitted to the Community Relations Commission, which showed the Department has achieved an improved rating against EAPS standards

■ our EAPS implementation plan for 2004–05, which links together the Department’s corporate planning, business planning and senior executive accountability for EAPS outcomes was submitted, to the Community Relations Commission

Prevention and Early Intervention

Key elements


■ planning future resource allocation and developing new operational policies to support our Community Support Teams (CSTs), which are multidisciplinary teams delivering support to people with intellectual disabilities

■ developing options for expansion of our statewide Behaviour Intervention Service (BIS)

■ supporting the Department’s accommodation and respite services in implementing new approaches to caring for people with challenging behaviour

■ negotiating the transfer of Diagnosis and Assessment teams to NSW Health



■ new directions in supporting people with an intellectual disability involved in the criminal justice system developed

■ Diagnosis and Assessment Teams transferred to NSW Health from 1 July 2005

■ the roll out of Local Support Coordinators in regional and rural NSW completed

■ resource allocation analysis for the provision of Community Support Teams completed

Intake and Assessment

Key elements


■ developing and implementing a coordinated information, assessment, vacancy management and referral system

■ developing options for improving our information and advocacy services

■ redeveloping our client contact arrangements through a new information and referral service



■ an Information and Referral Service was implemented in each region from September 2004, training 30 customer service staff from across NSW and developing a policy handbook, processes and software for analysis of contact and response data

■ Vacancy Management Committees were established in all DADHC regions from August 2004 to support placement of clients in non-government and DADHC-operated accommodation services

■ options for improving our information and advocacy services were developed


Challenges and priorities for 2005–06The Community Access Directorate will improve outcomes for people with a disability and older people and their families through the development of new policies and strategies to guide delivery, improved program management and increased service monitoring and performance. It will seek to deliver value for money through the establishment of evidence-based cost benchmarks and service models that are better matched to different types and levels of need. Specific improvement initiatives are listed for each unit within the branch, with the nine priority initiatives for the directorate being:

■ improving the Community Participation and Transition to Work programs and responding to recommendations from the Inquiry into Changes to Post-School Programs for Young Adults.

■ improving our work in supporting people from culturally diverse communities through developing a thee year CALD Action Plan

■ establishing new services to expand the support provided to families with children with a disability

■ developing new after care arrangements to assist young people with a disability who have been in the care of the Minister for Community Services until the age of 18

■ progressing our work with other agencies to assist people with an intellectual disability involved with the criminal justice system

■ supporting the work of Community Support Teams in case management

■ progressing a range of intake and assessment initiatives to improve access to service

■ finalising DADHC implementation projects to support the Better Service Delivery Program

■ repositioning the Emergency Response Program to improve program monitoring and regional capacity to allocate funds to assist people in crisis where there are no other options within the service system

The new client contact arrangements and information and referral services means people with a disability and their families are now able to get the support and information they need more quickly and easily.


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In 2004–05 the Home Care Service of NSW provided services that helped 52,000 older people and people with disabilities, to continue living independently in their own homes.

Home Care is the largest single provider of home and community care services in NSW. In 2004–05 Home Care employed more than 4,000 staff who delivered more than 3.6 million service hours to our clients.

Generally the Home Care Service provides clients who need support with:

■ domestic services;

■ personal care; and

■ respite care.

The majority of funding for Home Care comes from the Home and Community Care (HACC) program, a joint initiative by the NSW and Australian Governments.

There are 33 Home Care branches delivering services to clients across the state and eight additional Aboriginal Home Care branches providing a wide range of services specifically for Aboriginal communities.

A Referral and Assessment Centre receives between 150–200 enquiries from people referred to the Home Care Service for support every day and is responsible for assessing the type of services they will need.

The vast majority (83%) of Home Care’s clients receive less than 10 hours in support per four-week period, while 12 per cent receive between 10–28 hours per period and four per cent receive between 29–59 hours per week. Around one percent of clients receive 60 or more hours of service per four week period and this group is referred to as the High Need Pool.

Home Care


The Home Care Advisory Board ensures that a wide range of views is represented and provides the Department with ongoing advice. The board is chaired by the Department’s Director-General, Brendan O’Reilly and includes seven representatives from the aged care, disability, health, consumer advocacy and service delivery sectors.

An Audit Office report on the Home Care Service was released in October 2004. Much of Home Care’s work over 2004–05 has largely focused on responding to the findings of this report while continuing to improve Home Care’s client service standards and cost effectiveness.

Priority Major Initiatives

Key elements


■ developing a policy about Home Care’s position as a service provider

■ improving performance reporting arrangements, including improving assessment of service quality and value, financial performance and internal and public reporting

■ developing a better understanding of Home Care’s costs to improve cost effectiveness and sustainability

■ reviewing contract management arrangements with non-government service providers to ensure that they comply with NSW Government regulations and that the Department receives value for money

■ building stronger stakeholder relationships



■ the Home Care Advisory Board was established and met four times. Membership is listed in Appendix 2 on page 139

■ the Home Care Managers’ State Conference was held in April 2005

■ a working group was appointed to manage a major review of contract management arrangements with service providers which will be completed in 2005–06

■ Client Service Agreement was updated

■ stronger stakeholder relationships were built

■ a new three year contract with the Department of Veterans’ Affairs was signed to enable Home Care to continue to deliver services under Veteran’s Home Care

Average percentageof CALD clients 9%

Average percentage of ATSI clients 4%

87%

Home Care Clients Average Percentage of ATSI and CALD 2004–05Data Source: Home Care Service of NSW

Hours of Service Provided by Home Care for each service type 2004–05In 2004–05 a total of 3,612,980 hours of care were provided to 52,000 Home Care clients comprising the main types of care depicted in the figure above. An average of 35,466 clients received service in any one month during 2004–05. Of these, 81% (28,583 clients) were aged over 65 years.Date Source: Home Care Service of NSW

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Hours of Service Provided by Home Care for Each Service Type - 2004-05

Personal Care 38%

Other ServiceTypes 3%

Respite 13%

Domestic Assistance 46%


Key elements of work conducted under this Priority Major Initiative were consistent with the recommendations made in the Auditor General’s Performance Audit on Home Care. In responding to the report a number of projects were developed including:

■ developing a position paper addressing Home Care’s role as a government service provider, targeting services, access to services, equity and service mix which will be released in 2005–06

■ developing a policy to conduct regular reviews of clients and the services they receive which will be implemented from July 2005

■ drafting a consistent and transparent statewide fees policy which is currently being finalised

■ providing a Client Relations Officer who provides clients with one point of contact when they have an issue they want addressed about a service

■ having the Client Relations Officer deliver quarterly reports on calls from clients to help identify systemic issues

■ completing an internal review of the Referral and Assessment Centre which highlighted the need to better communicate its role to internal and external stakeholders and implementing improvements to the system as a result

■ developing a fact sheet about the role of the Referral and Assessment Centre which was released in March 2005

■ improving performance reporting arrangements, including improving assessment of service quality and value, financial performance and internal and public reporting

■ developing a better understanding of Home Care’s costs to improve cost effectiveness and sustainability

Personal Care

A $7 million expansion in the Attendant Care Program made it possible to add 100 new places, bringing the total number to 314. Work under the Personal Care Priority Major Initiative in 2004–05 focused on building on this major expansion.

The Attendant Care Program and High Need Pool provide in-home support for people who need a high level of personal care. In 2004–05 there were 314 people in the Attendant Care Program and these programs were drawn together under new arrangements that improved the Department’s ability to manage vacancies and provide a single intake process for this client group.

Work continued on the pilot transition program being delivered in partnership with the Motor Accidents Authority to support people with spinal cord injuries caused by motor vehicle accidents.Percentage of Home Care Clients in Monthly

Service Hour Bands - 2004-05

> 10-20 hours 9% > 20-28 hours 3%

0-10 hours 83%> 28-60 hours 4%

> 60 hours 1%(High Need Pool)

Percentage of Home Care clients in monthly service hour bands 2004–05Data Source: Home Care Service of NSW

Home Care Funding by Source 2004–05Data Source: Home Care Service of NSW

Home Care Funding by Source - 2004-05

Attendant Care Program 3%

Other 8%

Community Options 2%

Home and CommunityCare Program 87%


Key elements


■ managing the Attendant Care Program and High Need Pool and introducing a single screening process for both programs

■ increasing the number of approved Attendant Care Program providers

■ participating in a pilot program with the Motor Accidents Authority to support the transition of people with newly acquired spinal cord injury

■ developing a Direct Client Payment pilot project which will allow clients to have more direct control over the services they receive

■ coordinating the Expert Advisory Group on Physical Disability



■ stakeholders were consulted to help Home Care develop and implement a new set of guidelines for the High Need Pool which clarify what services are available, eligibility requirements and roles and responsibilities

■ High Need Pool and Attendant Care Program waiting lists were reviewed and available capacity was allocated

■ seven additional Attendant Care Program service providers were approved, taking the total number of providers to 29

■ the Expert Advisory Group on Physical Disability was convened and met quarterly to provide advice on a number of policy issues relating to clients with disabilities

■ a single intake and assessment process was established for the Attendant Care Program and High Need Pool, simplifying the process for clients and their families

■ a Memorandum of Understanding was signed with the Motor Accidents Authority to provide interim funding to support participants in the pilot project

■ preliminary work was completed to trial direct funding for people in the Attendant Care Program

Challenges and priorities for 2005–06In the next 12 months one major focus will be implementing recommendations from the Auditor General’s report including:

■ introducing a consistent, transparent and equitable statewide client fees policy

■ developing a statewide client survey

■ implementing a quality assurance framework to ensure high quality client services

■ implementing a business reform strategy to identify efficiencies and reduce unit costs for services

■ introducing a limited waiting list at the Referral and Assessment Centre for people with medium to high support needs who want to access Home Care services

In addition, the Home Care Service will:

■ complete the review of contract management arrangements with non-government service providers sub-contracted to deliver Home Care services

■ pilot electronic referrals from health services as part of the Better Service Delivery Program

■ plan the implementation of the new Client Information System into the Home Care Service in 2006–07, which will include ReferralLink and to enable electronic referrals across agencies

The Direct Funding Pilot project for clients in the Attendant Care Program will be implemented and evaluated.


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The Office for Ageing (OFA) provides advice to the Department and the Minister on strategic issues relating to the ageing of the population, and in particular to advise on whole-of-government strategies to address ageing issues.

Older people form a larger proportion of the NSW population than in previous decades and this proportion is projected to increase. In 2003, there were 889,500 older people in NSW, 13 per cent of the state’s population. By 2016, the population of people aged 65 years and over is expected to outnumber the younger population1 (people aged 0–14 years) for the first time in the history of NSW.2

People aged 65 years and over are a diverse group, with many involved in a range of activities in their communities. Furthermore, gender, Aboriginality, cultural and linguistic diversity, income, and physical and mental health are factors that contribute to different experiences of ageing by older people. Most consider themselves in good health, although increasing age brings with it a greater risk of frailty or poor health.

The vast majority of older people live in private dwellings with only six per cent in residential care. While around three quarters of this age group are reliant on the age pension for income, their high levels of home ownership mean they have higher assets than younger age groups. Mobility is very important for older people to maintain independence

Office for Ageing

1, 2 Source: Older People NSW 2004, Australian Bureau of Statistics and NSW Department of Ageing, Disability and Home Care


and to participate in social and community life. As they have lower car ownership than younger age groups, access to public transport becomes a more significant issue for them.

A key focus for the OFA in 2004–05 was to develop the Framework for Ageing in NSW – Action on Ageing – a five year whole-of-government policy framework and action plan for 2005–10 to improve opportunities for older people to remain as independent and healthy as possible. Action on Ageing identifies the government departments with responsibility for specific future commitments in relation to supportive and inclusive neighbourhoods and communities; consumer protection, information and advice; and health and lifestyle choices. One major step in developing the framework was the Forum on Ageing hosted by the NSW Government on 28 September 2004. Complementing work on the framework were a number of taskforces, work on dementia, intergenerational projects and the Seniors Card program. In May 2005, the Seniors Card program was transferred to the Corporate Communications Unit within the Office of the Director-General. See page 60 of this Annual Report for more information on the Seniors Card program.

Priority Major InitiativeSupport for people who are ageing

Key elements


■ initiating and coordinating a whole-of-government approach to ageing

■ encouraging best practice approaches to ageing through policy development

■ developing a broad stakeholder base by working collaboratively with a range of partners

■ developing the NSW Action on Ageing Framework for 2005–10

■ implementating NSW Future Directions in Dementia 2001–06 in partnership with NSW Health

■ planning and conducting the Forum on Ageing in September 2004

HACC Clients by Age Group 2001–02 to 2004–05As the NSW population ages, the number of people aged over 65 who access HACC services as a whole is increasing. Data Source: HACC MDS

Num

ber

of

clie

nts

by

(‘000

)

under 65

65-79

80 +

01-02 02-03 03-04 04-05

0

10

20

30

40

50

60

70

80

Action on Ageing identifies the government departments with responsibility for specific future commitments in relation to supportive and inclusive neighbourhoods and communities; consumer protection, information and advice; and health and lifestyle choices.

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under 15

15-64

66

7

1,0

15

2003 2016

0

200

400

600

800

1000

1200

0

200

400

600

800

1,000

1,200

Peo

ple

Ag

ed 6

5 an

d O

ver

per

10

00 p

eop

le in

oth

er a

ge

gro

ups

Projected Growth in Population aged 65 and overThis graph shows the number of people aged 65 and over per 1000 people aged under 15, and per 1000 people aged 15-64, for 2003 and projected to 2016. In 2003, there were 667 people aged 65 and over for every 1000 people aged under 15 in NSW. This figure is expected to increase to 1015 by 2016. A similar, but small, effect will occur in terms of the population aged 15-64.

Data Source: Australian Bureau of Statistics




■ the Forum on Ageing was conducted in September 2004 to provide input into the NSW Action on Ageing Framework. Following analysis of 281 submissions a report on the forum was published and is available on the Department’s website

■ a joint publication with the Australian Bureau of Statistics, Older People, NSW 2004 was launched. It makes use of the latest statistical information and covering the areas of population, health, mobility, skills, interest and community participation, living arrangements and financial security

■ $82,240 was provided to Alzheimer’s Australia NSW and the Dementia Advisory Services to deliver 200 events across NSW in Dementia Awareness Week in September 2004

■ Parliamentary Friends of Dementia was launched in September 2004 to raise awareness within the NSW Parliament of issues affecting people with dementia

■ 17 Local Dementia Planning and Service Development Networks were reviewed with feedback provided to improve coordination and service planning

■ a cross-cultural dementia working group was established to develop and support a range of initiatives to promote awareness and service access for culturally diverse communities

■ dementia awareness resources for Aboriginal communities including the Worried About Your Memory? brochure were developed and launched

■ non-government training programs in working with people with dementia were funded along with a project to develop a training program for HACC workers working with people with younger onset dementia

■ contributed to the development of the National Dementia Framework which will provide an opportunity to coordinate a strategic, collaborative and cost-effective response to dementia across Australia

■ secretariat and policy support were provided to the Ministerial Advisory Committee on Ageing (MACA), which held consultations in Ballina, Sydney, Wyong and Erina during 2004–05. Refer to the Appendices for more details about the MACA

■ discussion papers on mature age unemployment and older people living in residential parks were produced

■ the Planning for Later Life Forum was facilitated, which maintained and updated the Planning Ahead

Proportion of NSW population aged 65 years and over (a) – 2002

Tamworth ■

■ Tweed Heads

Grafton ■

■ Coffs Harbour

■ Port Macquarie

■ Newcastle

■ SYDNEY

Dubbo ■

■ Ballina

■ Wollongong

Orange ■

Bathurst ■

Goulburn ■

■ Batemans Bay

Wagga Wagga ■

Griffith ■

■

■

■ Broken Hill

Albury

Queanbeyan

19% or more

15% to less than 19%


Less than 12%

Percent of total population(NSW average = 13.2%)

0 200

Kilometers

(a) Mapped by statistical local area.

Source: ABS data available on request, 2002 New South Wales Estimated Resident Population


Tamworth ■

■ Tweed Heads

Grafton ■

■ Coffs Harbour

■ Port Macquarie

■ Newcastle

■ SYDNEY

Dubbo ■

■ Ballina

■ Wollongong

Orange ■

Bathurst ■

Goulburn ■

■ Batemans Bay

Wagga Wagga ■

Griffith ■

■

■

■ Broken Hill

Albury

Queanbeyan

Proportion of NSW population aged 65 years and over (a)(b) – 2014

Kit, containing information about Powers of Attorney and other useful advice on guardianship and advance health care directives

Challenges and priorities for 2005–06A significant focus for the Office for Ageing in 2005–06 will be to build strategic and analytical capacity and to identify and address a select number of whole-of-government issues. These include:

■ continuing to support and monitor achievements against the NSW Action on Ageing Framework 2005–10

■ collaborating with the Premier’s Department and non-government peak bodies to identify strategies to attract and retain older workers in the public sector and in the community services sector, and to improve the skills of human services staff in working with clients as they age

■ examining and addressing the needs of older people in disadvantaged communities, including Indigenous, rural, culturally diverse and public housing communities, in collaboration with our regions and key government agencies

■ identifying the special service and access needs of people with a disability as they age, and development of alternative models for service delivery, in partnership with Service Development and Planning

Ageing Grants ProgramThe Department began a review of the role of The Ageing Grants Program, (approximately $5 million per annum) during 2004–05. In 2005–06 this work will be completed, to enable a clearer and more integrated approach to funding of peak bodies in both ageing and disability, and to focus the Ageing Grants program on seed funding for innovative projects and applied research linked to the Office for Ageing’s broad strategic priorities.

19% or more



Less than 12%

Percent of total population(NSW average = 16.2%)

0 200

Kilometers

(a) Mapped by statistical local area.

(b) Projected population based on series II assumptions

Source: ABS data available on request, Population Projections, 2002 to 2101


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In addition to delivering a wide range of services to our clients directly, the Department also funds 900 non-government and local government service providers to deliver services to older people, people with disabilities and their carers. Almost half the Department’s annual budget is spent funding non-government agencies to deliver services to our clients.

Within central office the Service Development and Planning business stream is responsible for:

■ developing and reporting on services delivered under the Commonwealth, State and Territory Disability Agreement (CSTDA) and Home and Community Care Agreement (HACC);

■ leading changes and developments to funded services across the state – including managing the allocation of new funding – to better support older people, people with a disability and their carers in local communities;

■ coordinating with other government departments, at both the state and Commonwealth levels, to improve policies and services for our clients;

■ negotiating agreements and managing contracts with more than 900 funded organisations;

■ monitoring standards in both DADHC-operated and funded services including regulating boarding houses; and

■ delivering policies and systems that help build the Department’s service capacity.

In 2004–05 the Department continued to expand the Home and Community Care program which

Service Development and Planning


provides services to help frail older people and people with a disability to continue living at home. There was an allocation of $32 million in additional growth funding for HACC services in the reporting period. Of this funding, $8 million was distributed as indexation on existing grants, to assist service providers to keep pace with rising costs. The remainder of the growth funds will be spent according to the NSW 2004–2005 HACC State Plan. Because the Australian Government only signed this plan on 2 June 2005, the remaining funds for the period totalling $20.6 million will be released in 2005–06.

The Department continued to provide support to clients being relocated from boarding houses to more appropriate accommodation in the community, including those relocated as a result of unplanned boarding house closures. We also provided services for residents in licensed boarding houses and continued to work with operators to improve outcomes for residents.

The Service Development and Planning Directorate focused on improving the way we administer the funding we deliver to service providers, and on developing a new performance monitoring system, the Integrated Monitoring Framework, that will help ensure both DADHC-operated and funded services deliver quality services which meet client needs.

In the regions, Service Development and Planning staff are responsible for managing the Department’s relationships with funded services, coordinating local consultation and service planning, and implementing system-level changes in liaison with providers. This includes introducing new policies to funded services, implementing initiatives such as the new Integrated Monitoring Framework aimed at improving service quality, as well as negotiating claims for additional viability funding. This local relationship management role is essential to managing our funded services, and means that regional Service and Development and Planning staff must be familiar with new policies and developments from across the Department so that they can implement changes with the full range of services.

0%

10%

20%

30%

40%

50%

60%

70%

80%

High Good Basic Poor

71 %

28%

1% 0%

High Standard (score > 17.4 / 20)

Good Standard (score 15-17.3 / 20)

Basic Standard (score 10-14.9 / 20)

Poor Standard (score <10 / 20)

Assessment of HACC Service Provision by NGO’s 2004–05The provision of HACC services is assessed against the HACC National Service Standards. This assessment includes a provider self-assessment, on site review by DADHC and consumer input through written surveys and focus groups. In 2004–05, more than 7 out of every 10 (71%) providers were assessed as providing HACC services to a high standard, with no providers rating as “poor”, that is, below the basic standard. The standards measure service quality and expected outcomes for clients in terms of access to services, information and consultation, management, service delivery, privacy and access to personal information, complaints and disputes, and advocacy. HACC services provided by the Home Care Service of NSW were assessed in 2003–04.

Data Source: NSW Department of Ageing, Disability and Home Care

Proportion of HACC and CSTDA Expenditure by provider type, 2004–05Data Source: NSW Department of Ageing, Disability and Home Care

0% 20% 40% 60% 80% 100%

DADHC

DADHC-FUNDED ORGANISTAIONS

HACC

CSTDA

0

50

100

150

200

250

300

350

400

DADHC

HACC

0

200

400

600

800

1000

DADHC

CSTDA

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Priority Major Initiatives Home and Community Care program

Key elements


■ State and Australian Government Ministers approving the HACC State Plan 2004–05, which governs how HACC funding will be spent

■ consultating and planning for the HACC State Plan 2005–06

■ moving to a longer-term, more strategic approach to service planning with the development of the HACC Strategic Plan 2005–08

■ accounting for all HACC expenditure through HACC Business Reports and Acquittals

■ extending the Department of Veteran’s Affairs funded HACC services that were operating on a fixed term



■ the HACC State Plan 2004–05 was signed by the NSW Minister in November 2004 and the Australian Government Minister in 2 June 2005

■ HACC services were expanded throughout NSW through the selection of providers to deliver $23 million of additional services

■ a statewide planning exercise was initiated and coordinated to identify regional priorities over the next three years (Regional Priorities Plans), consistent with the HACC Strategic Plan 2005–2008

■ community input into management of the HACC program through the HACC State Advisory Committee was promoted

■ relationships were managed with other state and Australian Government departments who are involved in funding and/or delivering HACC services including NSW Health and the Department of Veteran’s Affairs

Boarding houses

Key elements


■ relocating residents whose needs cannot be met in a boarding house to more appropriate supported accommodation

■ reviewing the Youth and Community Services Act 1973

■ improving of standards of accommodation and support for residents of licensed boarding houses

■ improving in the industry’s capacity to support people with a disability by providing government funding through the Active Linking Initiative (ALI) and NSW Health services

■ managing of boarding house closures and community capacity through improved vacancy management



■ 45 residents were moved to more appropriate long-term accommodation and identifying 10 residents for accommodation offered under trial aged care placements

■ $2.5 million in funding was provided to ALI services which provided 900 boarding house residents with improved community support services

■ the rate of boarding house closures were further reduced from 465 beds (18% of capacity) in 1997 to 7 beds (0.65% of capacity) in 2004

■ Youth and Community Services Act 1973 was reviewed

■ a training program for staff in the licensing and monitoring of boarding houses was implemented


Improving grants administration

Key elements


■ confirming of the funding base for all funded services providing a reliable base from which to plan future service delivery

■ identifying services with significant viability concerns so that funding enhancements can be made to secure their financial future, where appropriate

■ enhancing of DADHC’s contract management processes to reduce the administrative burden on our funded services, thereby freeing up time for front line service delivery.

■ developing of the Integrated Monitoring Framework (IMF) to improve monitoring and quality assurance systems for DADHC-operated and funded services. This is essential so that DADHC can ensure it is getting the best possible services to meet client needs within available resources. Phase I of this initiative will focus on DADHC-funded services while the second phase will focus on the application of the IMF to DADHC delivered services



■ the funding base for all funded services was confirmed

■ an additional $12 million funding to enhance the financial viability of services was provided

■ a strategy to address the significant backlog in financial acquittals was developed. This strategy, to be implemented in 2005–2006, will provide enhanced financial certainty for all of DADHC’s funded services as surpluses and deficits will be identified much earlier after the conclusion of each financial year

■ a suite of draft tools and resources to support the implementation of Phase I of the Integrated Monitoring Framework was developed. This included trialling a tool, known as the Service Review Instrument, with 96 providers and refining it to incorporate the lessons learned from the trial

■ an on-line portal for funded services was developed for trial in 2005–06. This will enable electronic transfer of key information between providers and the Department, significantly improving the efficiency of information transfer

Commonwealth, State and Territory Disability Agreement

Key elements


■ implementing of the Commonwealth, State and Territory Disability Agreement (CSTDA) 2002–2007

■ completing of the DADHC – Family and Community Services (FaCS) CSTDA Bilateral Workplan, which outlines actions which are specific to the NSW system of disability services

■ continuing projects in accordance with the Bilateral Agreement, including development of services for younger people with a disability living in nursing homes, people with a disability who are ageing, and school leavers transitioning to employment programs

■ fulfiling responsibilities to the National Disability Administrators (NDA), including implementation of the NDA Work Plan



■ the 2002–03 CSTDA Annual Public Report contribution was approved and published by the Australian Government

■ a Progress Report and Public Summary of the DADHC-FACS Bilateral Workplan was completed and endorsed by the CSTDA Senior Officers’ Group in December 2004

■ the transfer of funding and reclassification of four employment services from Commonwealth to State responsibility was completed on 1 January 2005


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Challenges and priorities for 2005–06 Challenges and priorities for the Service Development and Planning business stream include:

■ progressing implementation of the CSTDA Bilateral Agreement; including the priority work areas of young people with a disability living in or at risk of living in nursing homes; people with a disability who have age-related care needs; and employment transitions and alternatives to work for people with a disability

■ negotiating a Bilateral Agreement on the Commonwealth offer of funding for ageing carers

■ implementing the National Disability Administrators’ Work Plan and research requirements

■ improving the HACC and CSTDA Minimum Data Sets to help the Department improve its business practices and respond to national and state reform agendas

■ considering next steps resulting from the review of the Youth and Community Services Act 1973

■ implementing the outcomes from the Disability Advocacy and Information Services Reform Project

■ briefing, training and supporting regional staff and service providers in implementing the Integrated Monitoring Framework

■ continuing the Department’s disability research program (see Appendix 16)

■ implementing the Department’s Evaluation Policy and establishing a schedule to evaluate every DADHC program on a cyclical basis

■ developing strategies to manage higher volumes of contract management work pending implementation of the new grants administration system, including streamlining of business practices and integration of the purchasing function

■ developing strategies to enhance contract management practices to provide better value to our stakeholders for annual investment of around $800 million in funded services.

Other developments Grants stabilisation

Continued work on stabilising grants will be a priority in 2005–2006. The Department will be:

■ reviewing our Funding Agreement to more clearly specify the services to be provided, how performance is to be measured, compliance requirements, the rights and responsibilities of both parties and the duration of the Agreement

■ streamlining our existing contracts to minimise the number of Funding Agreements held with each organisation. This will ease the administrative

Proportion of Providers by Level of Funding HACC and CSTDA 2004–05For detail on funding to community organisations in 2004–05, refer to Appendix 24.


CSTDA Providers

HACC Providers

$1,000,000 +

$500,000 - $1,000,000

$200,000 - $500,000

$100,000 - $200,000

Less than $100,000

0% 10% 20% 30% 40% 50%


burden on both DADHC and the services it funds, and result in much clearer performance information

■ enhancing the policy framework which governs DADHC’s acquittals processes, whereby organisations provide detailed annual financial advice confirming expenditure against the purpose of each grant. The revised framework will move away from the current one size fits all approach for services, and will mean that the level of accountability will be commensurate with the level of risk. This will result in a reduced administrative burden for many providers

Renegotiation of the Home and Community Care Agreement

The Home and Community Care (HACC) Agreement is a multilateral agreement between the Australian, State and Territory Governments to fund, administer and deliver the HACC program. The first Agreement ran from 1986 to June 1998. The current Amending Agreement is being reviewed as part of the Australian Government’s Community Care Review. Reforms proposed include the introduction of a tiered service system and the development of common arrangements – within a national framework – across community care programs (including the HACC program) in the areas of eligibility, assessment, planning, quality assurance, and accountability.

NSW has been working with the Australian Government and other states and territories to develop details of the proposed common arrangements, and to develop a new Home and Community Care Agreement. Cross-jurisdictional working groups are meeting regularly to progress this work. The Department is leading New South Wales’ participation in the Community Care Review, and has been performing a key role in the review of the HACC Agreement in its role as chair of the HACC Renegotiation Working Group.

The review process is still in progress and will continue into the 2005–06 financial year.

Development of the Integrated Monitoring Framework

The Continuous Improvement Matrix or CIM was developed during 2004–05 to monitor service provision. From January to March 2005 the CIM was trialled to:

■ test organisational capacity and strength

■ facilitate constructive engagement with service providers and regional staff

■ enhance funding and accountability

The trial included 10% of all service providers, 66.7% from metropolitan areas and 33.3% from rural and remote areas. To ensure that the trial would be representative of all providers, 51.4% of participating services delivered disability services, 33.8% delivered HACC services and 14.9% delivered both disability and HACC services. Findings from the evaluation informed the development of the current Integrated Monitoring Framework (IMF) tools that will form the basis of the new monitoring system.

In August 2005, training for regional management and staff responsible for monitoring services using the new framework and tools will take place in six locations across the state. The monitoring tools will be finalised following feedback from this training.

Monitoring of funded services using the framework and tools will begin in October 2005, based on a risk assessment of each service conducted at the regional level. Service providers will be briefed by regional staff before October on the requirements of the new system, DADHC’s expectations and how the IMF can assist them to provide services to older people and people with a disability.

The next phase will focus on implementing the framework within DADHC-operated services.

In 2004–05 the Department continued to expand the Home and Community Care program which provides services to help frail older people and people with a disability to continue living at home. There was an allocation of $32 million in additional growth funding for HACC services in the reporting period.


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Each region is based on one Local Planning Area (LPA) or a combination of two or three LPAs, as detailed in the following table. The map opposite shows the location of the LPAs.

DADHC Region Local Planning Areas (LPAs)

Metro South East South East Sydney

Metro South West South West Sydney, Inner West

Metro North Northern Sydney

Metro West Cumberland/Prospect, Nepean

Hunter Hunter, Central Coast

Northern Far North Coast, Mid North Coast, New England

Southern Illawarra, Southern Highlands

Western Riverina Murray, Orana Far West, Central West

04 Our regionsIn 2004–05 we delivered services to clients through nine regions – Metro South East, Metro South West, Metro North, Metro West, Hunter, Northern, Southern, Western and the Statewide Aboriginal Region. Delivering services through our regions means that we are able to maximise the community’s access to local services, facilitate local decision-making, promote relationships with other agencies and support non-government service providers. Our regional structure also allows us to effectively manage intake and vacancy management services.

2004–05 is the Department’s second year of regional operations. In August 2004 we realigned our central office functions to reflect those of regional business streams.

The following section outlines the types and levels of service delivered in our regions during 2004–05. We have highlighted the most significant achievements in each region and reported on these against a number of broad themes including:

■ improved service quality and capacity;

■ stakeholder engagement;

■ vacancy management;

■ cost effectiveness;

■ skill development and;

■ safety improvements.

The table on page 42 shows the differences between our regions in geographic size, client numbers, staffing capacity and client demographics. This data highlights the importance of being able to tailor local services to respond to local challenges within the context of achieving the Department’s broader goals and objectives.

Data reported for each region in the following pages is based on a count across the full 2004–05 year, except those figures marked with a “1” which reflect data as at 30 June 2005.

In 2005–06 the four Sydney metropolitan regions were merged into two. Metro South combines Metro South East and Metro South West. Metro North combines Metro North and Metro West.


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Orana Far West

Central West

Riverina/Murray

New England Far North Coast

Mid North Coast

Hunter

Southern

Highlands

Illawarra

South West Sydney

Central Coast

South East Sydney Inner West

Nepean Northern Sydney

Cumberland Prospect

Department of Ageing, Disability and Home Care Local Planning Areas

Based on 2001 Local Government Area Boundaries Source: 2001 Census of Population and Housing


Region Area (km2) Total Population aged Estimated Aboriginal CALD Total Population 65 years + number of people Population Population Staff with a disability

Metro South East 506 834,686 107,756 144,300 6,282 178,733 853

12.9% 17.3% 0.8% 21.4%

Metro South West 6,355 1,180,257 127,014 207,623 12,333 364,134 1,200

10.8% 17.6% 1.0% 30.9%

Metro North 901 747,526 103,777 126,744 1,767 133,718 1,083

13.9 % 17.0% 0.2% 17.9%

Metro West 5,386 990,184 91,033 166,186 14,120 218,904 2,006

9.2% 16.8% 1.4% 22.1%

Hunter 26,302 813,024 125,885 159,345 15,801 35,605 2,445

15.5% 19.6% 1.9% 4.4%

Northern 140,353 697,070 121,773 143,440 29,555 21,171 1,122

17.5% 20.6% 4.2% 3.0%

Southern 58,129 541,058 79,421 104,601 11,317 48,308 1,134

14.7% 19.3% 2.1% 8.9%

Western 563,421 567,940 76,760 105,770 28,709 18,758 1,413

13.5% 18.6% 5.1% 3.3%

NSW Totals 801,353 6,371,745 833,419 1,158,009 119,884 1,019,331 11,256

13.1% 18.2% 1.9% 16.0%

Notes:

1. Population data is from Census of Population and Housing

2. Estimates of the number of people with a disability are calculated from disability rates from the ABS Survey of Disability, Ageing and Carers (1998) applied to 2001 Census data

3. In this table, the term Aboriginal refers to both Aboriginal and Torres Strait Islander peoples

4. CALD refers to people from culturally and linguistically diverse backgrounds – meaning people born in non-English speaking countries

5. Figures for Total Staff are calculated as at 30 June 2005. The total of all staff (11,256) does not include the headcount totals for the Statewide Aboriginal Region (321 staff) and Central Office (433 staff).

Our regions - comparative information


with eligible clients. In the period the Committee reviewed and made recommendations about four vacancies in DADHC services and two in non-government accommodation services.

Cost effectiveness A number of changes were implemented in the region to reduce costs in accommodation services including introducing a new online grocery shopping system for group homes. Until the introduction of the online system, group homes managed shopping the same way most households do – staff would make a list and then travel to the supermarket to buy the goods. The new system is more cost-effective, safer from an Occupational Health and Safety perspective and also increases the amount of meaningful time that staff members spend with our clients by reducing the amount of time they spend away from the home. Other efficiencies have been found in better mapping of client needs in the region and through reviews of staffing rosters.

Safety improvements The region established a new Occupational Health and Safety (OHS) Committee and implemented an OHS Risk Management Strategy that now includes training on induction for new staff, establishment of emergency procedures in all locations, appointment of first aid officers, inclusion of OHS as a standing item on all managers’ meetings and a review of all long-term return to work plans.

Outlook for 2005–06 During 2005–06 the region will be:

■ improving regional planning processes by implementing regular information and feedback sessions for stakeholders, clients and their carers and establishing joint working parties to develop collaborative solutions to local issues

■ implementing the Integrated Monitoring Framework to improve the quality and consistency of services delivered in DADHC-operated and funded services

■ introducing individual staff performance development plans

■ prioritising cases according to the greatest clinical need

■ developing better interagency networks

■ delivering research-based clinical advice by establishing regional clinical forums for information sharing and exchange

■ promoting regional staff development in behaviour intervention and quality assurance

■ developing policies and procedures for day programs

■ improving the accommodation vacancy management system

■ recruiting Care Workers

■ undertaking activities to address the needs of Aboriginal, culturally and linguistically diverse and gay, lesbian, bi-sexual and transgender clients

■ redeveloping office sites in Hurstville and Alexandria

In August 2005 Metro South East Region and Metro South West Region were amalgamated to form Metro South Region.

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DADHC Provided Services Servicing (Number of clients)

32 group homes1 1171 4 respite centres1 1961 6 community support teams 734 2 day programs 68 128,376 Personal Care hours 881 130,272 Domestic Assistance hours 3,889 42,680 HACC Respite hours 390 Data Source: HACC MDS, RDCD

DADHC Funded Services Servicing (Number of clients)

22 community living organisations 184 12 respite organisations 169 18 post-school program organisations 304 20 community engagement program organisations 297 11 therapy and prevention organisations 1,130 72 HACC organisations (excl Home Care) 21,070

Data Source: CSTDA MDS, DADHC Community Access Branch, DADHC Service Development and Planning Branch, DADHC Survey, HACC MDS

Acting Regional Director: George Green (at 30 June 2005)

Office and Post Address: 24–32 O’Riordan Street ALEXANDRIA NSW 2015

Contact Details Phone: 02 9310 6300 Fax: 02 9310 6346

Achievements for 2004–05 Key achievements for the region focused on:

Trial of Home Care Fees Policy During the period the Metro South East Region trialled a Home Care Fees Policy with all new Home Care clients starting from December 2004. The policy is designed to provide a more equitable and consistent approach to the fees Home Care clients contribute towards the services they receive. The evaluation of the trial will be used to refine and improve the policy before it is implemented across the state.

Skills development Around 40 Community Support Team staff participated in case management training during September and October 2004. The training means the team will be able to provide high quality case management services to clients with disabilities, their families and their carers.

Improved vacancy management A new Regional Accommodation Vacancy Management System was implemented in the region and an Accommodation Vacancy Management Committee was established in June 2005. The Committee monitors and fills vacancies, in both DADHC and non-government accommodation services,

Metro South East Region

Kogarah

Hurstville Rockdale

Botany Bay

Randwick

Waverley

Woollahra Sydney

Sutherland


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Improved vacancy management systems The Southern Region established a new Regional Accommodation Vacancy Management Committee that is made up of representatives from service providers and the community. During the reporting period the committee made recommendations to place 28 people into DADHC-operated and funded accommodation services

Relocations to community housing The process of relocating clients from two of the large residential centres located in the region Mannix and Whitehall continued in 2005–06. The region established eight new community-based group homes and relocated 36 clients from the Mannix and Whitehall in the period.


■ improving the quality of services in the region by implementing the Integrated Monitoring Framework with non-government service providers, using the Quality and Safety Framework in accommodation and respite services, introducing the Client Review Policy in Home Care services and establishing Day Program Guidelines

■ closing Mannix and Whitehall large residential centres and opening more new community-based group homes to accommodate residents

■ continuing to improve intake processes by working with funded therapy and case management providers

■ consolidating and monitoring Community Participation and Transition to Work services

■ conducting planning for the 2006–07 HACC State Plan and develop a Regional Planning Framework

■ reviewing service delivery under the Boarding House Reform Program

■ continuing to relocate residents of the Grosvenor large residential centre to community-based accommodation

■ working more closely with other agencies through participation and leadership of joint forums including the Families First Project, Challenging Behaviours Project for Very Young Children, the Aboriginal Child Youth and Family Strategy and Disability Pathways Project

In August 2005 Metro South East Region and Metro South West Region were amalgamated to form Metro South Region.

Regional Director: Lauren Murray (at 30 June 2005)

Office Address: Level 3, 9–13 Redmyre Road STRATHFIELD NSW 2135

Post Address: PO Box 1235 STRATHFIELD NSW 2135


Achievements for 2004–05 Key achievements in the region focused on:

■ intake and referral

■ vacancy management

■ relocating residents in accommodation services to community housing

Improved intake, referral and information services The region established new procedures to streamline referral and intake processes and to help clients to access services more quickly and efficiently. The new Intake Assessment and Referral service is now receiving around 105 calls each week.

Metro South West Region


36 group homes1 1691 3 large residential centres1 681 8 respite centres1 200 8 community support teams 1,310 3 day programs 30 200,062 Personal Care hours 1,375 157,361 Domestic Assistance hours 4,248 43,099 HACC Respite hours 400 Data Source: HACC MDS, RDCD




BurwoodStrathfield

AshfieldBankstownLiverpool

Camden

WollondillyCampbelltown

Wingecarribee


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Improved vacancy management The regional Vacancy Matching Committee, which manages vacancies in the Department’s funded and provided accommodation services through the Metro North region, became fully operational during 2004–05. The committee filled 11 vacancies across the region and transition plans for each client were finalised within two weeks of the committee’s decision.

Groceries Online Project From September 2004 to March 2005, the region’s group homes participated in a trial for the Department’s Groceries Online Project implementation. The project aimed to enhance probity, reduce costs, reduce OHS risk, increase the value of staff time and increase rostering equity in group homes through the purchasing of groceries online. The budget savings achieved by the trial have been redirected into other core operations in the region as the project continues to be rolled out around the state.

Skills development The region conducted two Behaviour Symposiums in November 2004 for more than 100 government and non-government service providers in the Metro North region. The symposiums developed clinicians’ skill and provided a forum for sharing knowledge in behaviour prevention and early intervention in clients with a disability.

More Home Care Workers The Metro North region employed 150 new workers in the region’s Home Care Service and expanded services available to its clients.

Outlook for 2005–06 During 2005–06 the region will focus on:

■ improving communication within the region and with external stakeholders by implementing a regional communication plan

■ implementing systems to ensure transparency, equity of service and consistent service levels

■ managing performance in the regional management team and promoting team building across the region

■ improving financial management through better payment processes and development of budget management skills

In September 2005 Metro North Region and Metro West Region were amalgamated to form Metro North Region.


50 group homes1 2061 7 respite centres1 2241 6 community support teams 853 6 day programs 128 184,465 Personal Care hours 762 93,031 Domestic Assistance hours 2,688 24,037 HACC Respite hours 246 Data Source: HACC MDS, RDCD




Regional Director: Chris Woodgate (at 30 June 2005)

Office Address: Level 1, 22-28 Edgeworth David Avenue HORNSBY NSW 2077

Post Address: PO Box 1746 HORNSBY NORTHGATE NSW 1635



■ improvements to safety and quality

■ developing vacancy management

■ improving cost effectiveness

■ developing staff and service provider skills

■ expanding the Home Care Service workforce

Quality and Safety Framework The region implemented a quality and safety framework to reduce OHS risk in its service delivery and improve individual planning and compliance with the Department’s nutrition, swallowing and epilepsy policies.

Metro North Region

Hornsby Pittwater

Warringah

Ku-ring-gai

WilloughbyRyde

Lane CoveMosman

Manly

Hunter’s HillNorth Sydney


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Improved vacancy management The region developed and implemented an Accommodation Needs Register to facilitate a more effective process for the identification of high priority clients across both the government and non-government sectors. The register is helping the region use resources more efficiently as vacancies are now more quickly identified, enabling faster placement for people in need of accommodation.

Skills development The Metro West Region conducted a Regional Behaviour Intervention Service Forum in February, attended by 60 people. The ongoing forum series has been designed to build skills and knowledge in behaviour intervention across the region’s service system and provides opportunities for service providers to receive updated information on current theoretical and practical issues.

Staff linked to support The Metro West Accommodation and Respite business stream conducted a full staffing review during 2004–05, mapping client needs against staffing resources to ensure support is more specifically linked to clients’ needs.

Better planning practices The region completed a Regional Planning Framework, which articulates planning principles, processes for consultation and partnership and a commitment to regular reporting on outcomes. The framework supports broader service system planning, rather than limiting the focus of planning to growth funding.

Outlook for 2005–06 During 2005–06, the region will be:

■ ensuring quality services through implementing the Department’s Integrated Monitoring Framework, Home Care Client Review Policy, Quality and Safety Framework in group homes and residences and Electronic Records and Document Management Plan

■ completing the devolution of Greystanes Children’s Home

■ completing modifications to and opening two new group homes for younger people

■ developing and delivering a calendar of quarterly issues-based forums, in partnership with the non-government sector, to help the region deliver quality outcomes for people with disabilities and their families

■ improving the effectiveness of accommodation placement processes by improving access to and building capacity within existing resources and managing costs. The region will do this by first mapping all existing capacity and examining areas of special expertise and skills of providers

■ working with other agencies and stakeholders to meet client needs by participating in joint regional forums and Families First, Community Solutions and Disability Pathways projects

In September 2005 Metro North Region and Metro West Region were amalgamated to form Metro North Region.

Regional Director: David Bate (at 30 June 2005)

Office Address: Level 3, 6 Parkes Street PARRAMATTA NSW 2150

Post Address: PO Box 3004 PARRAMATTA NSW 2124



■ establishing Aged Based Teams in Nepean

■ improving vacancy management systems

■ building service capacity in behaviour intervention

■ linking staff to support

■ creating better planning practices

Aged Based Teams established in Nepean Community Support Teams west of Doonside, north to Wiseman’s Ferry, south to Kemps Creek and east to Mount Victoria have historically provided services on a geographic basis. This was not seen as a model that would provide optimal services to people with a disability as the teams worked independently and coordination of multi disciplinary approaches could not occur efficiently. The new, aged based model has allowed the region to move from working reactively to working proactively with clients. The more multi disciplinary approach has led to more positive client outcomes.

Metro West Region


47 group homes1 2121 3 large residential centres1 4481 6 respite centres1 263 7 community support teams 1,089 4 day programs 66 189,689 Personal Care hours 1,047 97,997 Domestic Assistance hours 2,919 20,796 HACC Respite hours 296 Data Source: HACC MDS, RDCD




Hawkesbury

Baulkham Hills

Blue Mountains PenrithBlacktown

ParramattaHolroyd

Auburn


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Relocations to Community Housing A child and two young people with significant support needs who had been living in a large residential centre, were relocated to community-based accommodation with 24 hour nursing support. All three clients have adjusted well to group home accommodation, all showing improved sleep patterns and an overall improvement in their quality of life. The relocation is part of the region’s Stage 1 Closures of Large Residential Centres program and left only one Stage 1 client still to move to community-based accommodation at the end of 2004–05.

Accommodation Challenges Project During the later part of 2004–05, the region began a project to improve accommodation options for 165 clients who have lived in group homes for more than 20 years, and whose support needs are changing as they get older. The region initiated a review of supported accommodation services, identifying the suitability of current housing stock to the changing needs of each client. The region will map clients with compatible housing arrangements and develop its vacancy management system.

More Local Support Coordinators The Hunter Region employed four Local Support Coordinators to help people with a disability to identify their own needs, plan ahead and take action so they can participate fully in community life.

Hunter Safe Care System The region took a proactive approach to providing a safer work environment by developing and implementing the

Hunter Safe Care System in the Home Care business stream. The system builds on the Department’s statewide Home Care Safe Care System and is a risk management tool with an audit approach to occupational health and safety (OHS) practices. All Home Care Managers were trained in the system. The region is now looking at the model’s applicability to other business streams.


■ reviewing all current Emergency Response Program funding and clients

■ creating more training and professional development opportunities

■ furthering communication with the region’s stakeholders and reviewing respite services to improve regional capacity

■ finalising the region’s vacancy management project plan

■ planning for improvements and maintenance to infrastructure and buildings

■ workforce planning and implementing a new staffing structure for nurses

■ introducing more robust budget management systems to improve management accountability at all levels and get better value for money

■ analysing office accommodation options and possibly co-locating Service Development and Planning and Community Access staff as part of a three-year plan to improve service delivery and reduce rental costs


38 group homes1 1681 4 large residential centres1 7021

6 respite centres1 288 4 local support coordinators 203 6 community support teams 1,365 6 day programs 200 168,541 Personal Care hours 1,063 152,783 Domestic Assistance hours 4,289 28,900 HACC Respite hours 327 Data Source: HACC MDS, RDCD


45 community living organisations 548 42 respite organisations 496 18 post-school program organisations 641 31 community engagement program organisations 561 18 therapy and prevention organisations 1,010 73 HACC organisations (excl Home Care) 22,710 Data Source: CSTDA MDS, DADHC Community Access Branch,

DADHC Service Development and Planning Branch, DADHC Survey, HACC MDS

Acting Regional Director: Jane Cross (at 30 June 2005)

Office Address: 796 Hunter Street NEWCASTLE NSW 2302

Post Address: PO Box 2161 DANGAR NSW 2309



Positive Ageing Hunter During 2004–05, the region developed the Positive Ageing Strategy Hunter (PASH) in conjunction with a multi-disciplinary advisory committee to address issues affecting older people. The strategy addresses employment and training, lifelong learning, retirement planning, volunteering, physical activity, health, the caring role and community participation. The strategy is based on a philosophy of early intervention and prevention to enable older people to continue to play an active role in the community and to enjoy continued good health.

Regional Planning and Consultation Framework The Hunter Region developed a framework to improve regional planning and consultation and developed a profile and map of the region’s system of services auspiced by the Department.

Hunter Region

Murrurundi

Merriwa

Muswellbrook

Scone

Dungog

Singleton

Cessnock

Port Stephens

Newcastle

Lake Macquarie

Wyong

Gosford


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forums on the Mid North and Far North Coasts. The forums brought together providers from government and non-government agencies, the Department of Education and Training, Catholic Education, early childhood intervention services, children’s services and family representatives. They addressed issues and developed recommendations that could be implemented locally. A number of local therapy action groups have been established as a direct result of the forums, with Departmental staff actively involved.

The Spastic Centre mobile service The region funded The Spastic Centre $183,000 to establish a mobile disability therapy service on the Mid North Coast and Far North Coast, which began operating in February 2004. It aims to deliver services to more than 80 children and young people with significant and complex support needs.

Targeted consultations The region carried out 38 planning consultations throughout its three local planning areas to inform HACC program planning and better understand the needs of clients and service providers. A series of culturally specific consultations for Aboriginal communities was also held through the region’s Aboriginal Elders’ groups, concluding with a two-day Koori Network meeting.

Mid North Coast Aboriginal Co-ordinated Care Trial The Northern Region participated in the Commonwealth Government’s Mid North Coast Aboriginal Co-ordinated

Care Trial, which tested a community consultation approach to improving Aboriginal people’s access to services. The model aims to eliminate duplication of services and increase capacity. The region supported the establishment of an Aboriginal service providers planning group in the Mid North Coast and Far North Coast, and continued to support and develop a planning group in New England.


■ improving the quality and viability of housing stock with purpose-built group homes to replace some rental properties

■ improving staff safety systems and reducing workers’ compensation costs

■ continuing ongoing reviews of rostering for group homes and respite centres

■ improving management of operating accounts in group homes

■ developing the region’s expertise in management of clients with complex and challenging behaviours

■ carrying out customer service training and further developing the region’s intake and assessment function

■ improving the delivery of services to children and young people by providing opportunities for staff and service providers to improve knowledge about guardianship and policy requirements

Regional Director: Chris Leach (at 30 June 2005)

Office and Post Address: Suite 5, Level 5, 29 Molesworth Street LISMORE NSW 2480



■ improving vacancy management

■ training therapy service staff

■ establishing a mobile disability therapy service

■ improving planning through consultations

■ supporting and developed Aboriginal services

Vacancy management To reduce costs and increase the capacity of services funded through the Emergency Response Program, the region reviewed its area accommodation placements committees and introduced processes to improve vacancy management and client matching. Central to this was renegotiation of many accommodation support and respite arrangements.

Staff and service provider skills development To address the challenge of workforce development in a geographically spread region, the Department’s therapy service staff met three times during the year to share skills and ideas. The region also conducted two therapy service provider

Northern Region


24 group homes1 1051 3 respite centres1 1301

8 local support coordinators 340 14 community support teams 1,328 5 day programs 33 157,395 Personal Care hours 1,237 216,765 Domestic Assistance hours 4,733 46,651 HACC Respite hours 456 Data Source: HACC MDS, RDCD


54 community living organisations 227 40 respite organisations 409 37 post-school program organisations 478 33 community engagement program organisations 473 35 therapy and prevention organisations 954 113 HACC organisations (excl Home Care) 27,996 Data Source: CSTDA MDS, DADHC Community Access Branch,


Tweed Heads

Moree

Glen Innes

Coffs HarbourNarrabri

Kempsey

Taree


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Needs Playgroup in the Illawarra.

Improved intake, referral and information services A new system was established to provide more efficient intake and referral processes for clients. The new Intake, Referral and Information Service is now operating from three locations in the region.

Improved vacancy management systems The region implemented a new accommodation vacancy coordination process to ensure consistent and fairer assessment of clients’ eligibility and suitability for accommodation vacancies.

Behaviour management and support The region established a Dual-Diagnosis Working Group with NSW Health areas to improve the support both agencies deliver to people with intellectual disability and mental health issues.

Criminal Justice Review Panel The region established a Criminal Justice Review Panel to enable better planning for people with intellectual disability who are involved with the criminal justice system.

Quality and safety The Southern Region was involved in trialling the Integrated Monitoring Framework with nine service providers between February and May 2005. This new system will be used to review, monitor and improve the quality of both DADHC-operated and funded services across the state.

Skills development The region developed and implemented a Professional Development Strategy for Home Care staff. This means that Care

Workers will be supported to complete either Certificate III or IV in Home and Community Care. The region held a Service Coordinator Conference in September 2004 to improve networking, development and information sharing for Home Care staff.


■ implementing an intensive case management review process to increase the capacity of accommodation services to respond to people with challenging behaviours in group homes

■ increasing the efficiency of Home Care services through improved debtor management, implementation of more equitable fee schedules and conducting regular client reviews

■ integrating planning processes

■ improving service quality by implementing the Integrated Monitoring Framework

■ planning, consulting and negotiatiating cross-jurisdictional client services with the ACT Government

■ developing policies and procedures for day programs

■ improving the accommodation vacancy management system

■ recruiting Care Workers

■ activities to address the needs of Aboriginal, culturally and linguistically diverse and gay, lesbian, bi-sexual and transgender clients

■ redeveloping office sites in Hurstville and Alexandria


39 group homes1 1691 2 large residential centres1 211

4 respite centres1 119 8 local support coordinators 562 8 community support teams 1,020 6 day programs 156 150,076 Personal Care hours 835 228,643 Domestic Assistance hours 3,545 42,599 HACC Respite hours 326 Data Source: HACC MDS, RDCD


28 community living organisations 473 13 respite organisations 289 17 post-school program organisations 329 20 community engagement program organisations 486 18 therapy and prevention organisations 675 69 HACC organisations (excl Home Care) 17,204 Data Source: CSTDA MDS, DADHC Community Access Branch,


Regional Director: James Christian (at 30 June 2005)

Office Address: Morisset House Level 3, 7-9 Morisset Street QUEANBEYAN NSW 2620

Post Address: PO Box 2245 QUEANBEYAN NSW 2620



■ local support coordination

■ early intervention

■ intake and referral services

■ vacancy management

■ behaviour management

■ criminal justice review

■ quality and safety

■ skills development

Local Support Coordinators Local Support Coordinators increase links between people with a disability and their local community. An additional six Local Support Coordinators were established providing services for all areas except the Illawarra and Cooma-Monaro areas.

Prevention and early intervention The region participated in several early intervention and prevention programs including the Families First and Early Childhood Intervention and Coordination Programs. We also supported a Special

Southern Region

Young

Goulburn

Wollongong

Queanbeyan

Cooma-Monaro

Snowy River Bega Valley


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The nearest adult respite service was located 800 km away in Dubbo. The new arrangements meant that Karanda House was able to accept its first group of adult clients in April 2005.

Stakeholder engagement The region focused on increasing engagement with local service providers and stakeholders by participating in the Western Region HACC Consultative Committee, accommodation forums, service specific stakeholder forums as well as the National Industry Association for Disability Services and ACROD.

Improved cost efficiency Improvements in both cost management and quality were achieved within supported accommodation services during the reporting period. Other efficiencies were found in the region through the development of savings strategies, increases in the regularity of financial reporting processes and improvements to staff skill development in the areas of budget monitoring, budget management and team business management.

Outlook for 2005–06 During 2005–06, the region will be:

■ reviewing support provided under the Emergency Response Program (ERP). The clients in this program receive emergency accommodation and a range of other support services and the region will be conducting an audit to ensure that current arrangements are cost effective

■ conducting risk assessments on DADHC-funded service providers to assess their likelihood of experiencing financial difficulties that might threaten their on-going viability and developing a protocol for responding to and assessing funding requests from providers claiming financial difficulty

■ developing an action plan to improve the access of Aboriginal and culturally diverse clients to mainstream DADHC services, and implementing the Department’s Aboriginal Consultation Strategy

■ improving service delivery by auditing the number of beds and services offered by DADHC funded non-government service providers and reviewing these against funding agreements

■ implementing new systems including the Integrated Monitoring Framework and Electronic Records and Document Management system

■ reviewing respite programs to manage costs while maintaining support for clients

■ reviewing current models of service delivery in our group homes to identify efficiencies

■ implementing a range of innovative learning and development strategies, such as self paced e-learning to continue skills development for staff

Regional Director: Roger Petheram (at 30 June 2005)

Office Address: Level 1, 130 Brisbane Street DUBBO NSW 2830

Post Address: PO Box 865 DUBBO NSW 2830



■ respite services

■ engaging stakeholders

■ cost efficiencies

Improvements to Broken Hill respite services During the reporting period the region consulted with the community, staff and service providers about how to improve access to local respite services for people with disabilities. A Memorandum of Understanding between the Department and Broken Hill City Council was signed to convert existing children’s respites services to also provide support for adults. Progress was also made on improving levels of emergency access and reducing the risk of blocked respite beds. The local respite service at Karanda House was traditionally a children’s respite service but as local children with disabilities became adults their families were left with no local respite service to support them.

Western Region


30 group homes1 1381 1 large residential centre1 551

8 respite centres1 150 8 local support coordinators 291 18 community support teams 1,096 2 day programs 20 144,141 Personal Care hours 1,447 255,471 Domestic Assistance hours 5,837 41,108 HACC Respite hours 642 Data Source: HACC MDS, RDCD


34 community living organisations 353 22 respite organisations 366 33 post-school program organisations 367 27 community engagement program organisations 555 22 therapy and prevention organisations 1,242 99 HACC organisations (excl Home Care) 18,961 Data Source: CSTDA MDS, DADHC Community Access Branch,


Bourke Walgett

CobarBroken Hill

Dubbo

ParkesLithgow

Wagga Wagga


Statewide Aboriginal RegionOur services and clients Aboriginal Home Care Service branches provide a flexible, culturally appropriate alternative to aged care for Aboriginal people, particularly for those who prefer to live independently within their own communities. Regular Yarn Up sessions are conducted with clients, their carers and their families to provide a forum for the provision of feedback on service delivery and an opportunity to provide support networks.

Service levels Domestic assistance – 107,498 hours Personal care – 21,667 hours Respite care – 15,120 hours Centre-based day care – 895 hours Home maintenance – 17,356 hours

Data Source: 2004–05 HACC State Plan

Achievements for 2004–05 The Statewide Aboriginal Region’s key achievements in 2004–05 included:

■ establishing the Department’s Statewide Aboriginal Region, which incorporates our eight Aboriginal Home Care Service branches and 23 service outlets as well as the Aboriginal Policy Unit, to improve the reach of services to Aboriginal communities

■ the Polly Pineo Multi Service Outlet in Wilcannia being Highly Commended in the Services to Rural NSW category of the 2004 Premier’s Public Sector Awards

■ completing the Department’s Aboriginal Policy Framework in January 2005 and Aboriginal Consultation Strategy in April 2005, for launch during NAIDOC week 2005

■ developing targeted dementia awareness resources for Aboriginal people and communities, which were launched by the former Minister for Ageing and Disability Services in September 2004

■ supporting the Aboriginal Disability Network to conduct a focus group on Supported Accommodation models

■ supporting the New South Wales Aboriginal Rugby League Knockout during 2004 in conjunction with Seniors Card

Outlook for 2005–06 The implementation of the Aboriginal Policy Framework and Aboriginal Consultation Strategy will form the basis for the work of the region in 2005-6, including:

■ development of an overall Access and Equity Strategy to improve the participation by Aboriginal and Torres Strait Islander clients and communities in a range of services and programs

■ implementation of the New South Wales Two Ways Together Aboriginal Affairs Plan through appropriate strategies and actions across the Department

■ development of a new corporate image for Aboriginal Home Care to depict its unique service delivery model and implement business reforms to achieve positive outcomes

■ working with the New South Wales Aboriginal Community Care Committee to conduct a statewide conference for HACC funded Aboriginal non-government organisations

■ development of further strategies to raise awareness in Aboriginal communities about Dementia

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Regional Director: Pauline Brown (at 30 June 2005)

Office and Post Address: Level 6, 83 Clarence St SYDNEY NSW 2000

Contact Details: Phone: 02 8270 2159 Fax: 02 8270 2486

Aboriginal Home Care – Regional Office: Phone: 02 4941 5532 Fax: 02 4952 1754

Aboriginal Home Care Service Statewide Regional Office 70 Northcott Drive Kotara NSW 2289 Locked Bag 563

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MICHAEL TIZARD REGIONAL DIRECTOR, METRO SOUTH EAST REGION

JOHN PINI REGIONAL DIRECTOR, HUNTER REGION

ROGER PETHERAM REGIONAL DIRECTOR, WESTERN REGION

CHRIS WOODGATE REGIONAL DIRECTOR, METRO NORTH REGION

JAMES CHRISTIAN REGIONAL DIRECTOR, SOUTHERN REGION

PAULINE BROWN DIRECTOR, STATEWIDE ABORIGINAL REGION

JIM MOOREEXECUTIVE DIRECTOR, BUSINESS IMPROVEMENT

CHRIS LEACH REGIONAL DIRECTOR, NORTHERN REGION

LAUREN MURRAY REGIONAL DIRECTOR, METRO SOUTH WEST REGION

DAVID BATE REGIONAL DIRECTOR, METRO WEST REGION

ETHEL McALPINE DEPUTY DIRECTOR-GENERAL

Executive Team at 30 June 2005

Not included are: Jane Cross Acting Regional Director, Hunter Region George Green Acting Regional Director, Metro South East Region

BRENDAN O’REILLYDIRECTOR-GENERAL

CAROLYN BURLEW DEPUTY DIRECTOR-GENERAL

CAROL MILLS DEPUTY DIRECTOR-GENERAL


05 Our corporate initiativesOur structure and governanceOur services are delivered through a variety of outlets across eight geographic regions, which each plan for and manage the delivery of direct and funded services to older people, people with a disability and their carers. A further region, the Statewide Aboriginal Region, is responsible for planning and coordinating services to Aboriginal communities and the management of the Aboriginal Home Care Service of NSW.

In addition to policy and program management provided through business stream directorates the Department’s central office provides corporate support to its regions and four business streams through which our service delivery is organised.

Our shared service provider, NSW Businesslink, complements the Department’s corporate support functions by providing services in human resources, finance, information technology, payroll and records management.

CORPORATE COMMUNICATIONS

DADHCOTHER

ENTITIES

SERVICE DEVELOPMENT

& PLANNING

ACCOMMODATION & RESPITE HOME CARE

NORTHERN

HUNTER

METRO-WEST

METRO-NORTH

WESTERN

SOUTHERN

SOUTH-EAST

METROSOUTH-WEST

COMMUNITY ACCESS

Deputy Director-General


Regional Business Streams


COMMUNITYACCESS

OFFICE FOR AGEING

SERVICE DEVELOPMENT

& PLANNING

STRATEGIC ASSET MANAGEMENT & PROCUREMENT

FINANCE

LEGAL SERVICES

HUMANRESOURCES

Director-General

Minister

Business Improvement

DISABILITY COUNCIL OF

NSW

INFORMATION SERVICES

Office of the Director-General

GUARDIANSHIPTRIBUNAL

STATEWIDE ABORIGINAL

SERVICES

BEHAVIOURAL INTERVENTION

SERVICE

HOME CARE

ACCOMMODATION & RESPITE

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Our governanceThe Department’s corporate governance is structured around seven interdependent components, which ensure the Department’s activities are undertaken with due diligence and accountability. The following diagram depicts the relationships within the corporate governance framework.

The Department’s Director-General is responsible to the Minister for Ageing and Disability Services for overseeing our governance activities. Central to the Department’s governance is the Management Board, chaired by the Director-General and supported by a number of key governance functions carried out by the Operations Executive, the Budget and Finance Committee and the Audit Committee. The Management Board and Operations Executive, which has regional and central office membership,

meets monthly. The Budget and Finance Committee also meets monthly and the Audit Committee, which has members from relevant central office functions, meets quarterly.

Parallel to this structure, the regular Director-General’s update and Central Office Directors’ Meeting provide regular monitoring of contentious issues, priority projects and upcoming matters at a high level. Management committees in each of the Department’s business streams contribute to these processes.

Outside of this structure, but linked to it, the Home Care Advisory Board advises the Director-General on strategic issues in relation to the Home Care Service and its clients. The Home Care Advisory Board is made up of members external to the Department and is chaired by the Director-General. Refer to Appendix 2 for membership details.

SERVICE DEVELOPMENT

& PLANNING

Business Stream Management Committees

ACCOMMODATION & RESPITE HOME CARE

COMMUNITY ACCESS

OPERATIONS EXECUTIVE

DADHC BUDGET& FINANCE COMMITTEE

AUDITCOMMITTEE

Director-General

DADHC Management Board

Minister

HOME CARE ADVISORY

BOARD

Director-General’s update

Central OfficeDirector’s Meeting


Audit committee The Audit Committee plays a key role in the independent assessment of departmental systems and processes to ensure effective corporate governance, risk and financial management. The Audit Committee acts as an advisory body to the Department’s Management Board, assisting it to fulfill obligations and responsibilities in relation to:

■ identification and management of key business, financial, information systems and regulatory risks

■ compliance with relevant laws, regulations, government policies, accounting standards and codes

■ adequacy of the internal control framework

■ integrity and quality of interim and annual financial reporting and disclosures

The Audit Committee also provides an avenue for communication between the internal and external auditors and the Department’s Executive. Members of the Audit Committee are appointed for up to three years. The Business Improvement report includes more details on the Audit Committee’s program and priorities during 2004–05.

Our corporate infrastructureWe serve a diverse range of clients across the state, providing a wide range of services, either directly or by funding non-government organisations to do so. These services are in some cases provided in the Department’s facilities or in our clients’ own homes. We are highly dependent upon having skilled staff and the right infrastructure in place to ensure appropriate service delivery for our clients. The Department’s business operates all day, every day of the year and this type of operation demands corporate systems that are flexible, efficient, robust and cost-effective.

Our corporate infrastructure is comprised of the legacy structures of three different component agencies. Many of the systems relating to human resources, finance and information technology in particular have evolved out of the disparate systems that serviced the organisations from which the Department was formed in 2001. These stand-alone systems included:

■ three different human resource and payroll systems

■ two different financial management systems

■ two different rostering systems

■ more than 15 client information systems

Accordingly, many of the priorities for our Corporate Initiatives in 2004–05 were about integrating systems and developing new corporate infrastructure to suit our needs, providing optimum support to the effective delivery of our services.

The following pages outline the context and challenges for each of our Corporate Initiatives as well as their achievements in the year under review and outlook for the year ahead.

The Department’s business operates all day, every day of the year and this type of operation demands corporate systems that are flexible, efficient, robust and cost-effective.


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The Business Improvement Directorate develops and improves business processes and systems to maximise service delivery and internal service support across the Department. It is responsible for establishing the necessary processes, frameworks and structures for the Department’s strategic and business planning and reporting, corporate governance, business assurance and risk management.

Business Improvement supports the Department’s business units and regions to implement planning and reporting frameworks and manages the Department’s relationship with Ernst and Young in its internal audit of the Department.

The Audit Committee plays a key role in providing a systematic and disciplined approach to evaluating and improving the effectiveness of the Department’s risk management, control and governance processes. During 2004–05 rigorous processes were introduced to ensure that the Audit Committee’s recommendations were followed through adequately and a program of regional business stream based assurance was introduced.

Corporate InitiativeBusiness Planning, Performance Monitoring and Assurance

Key elements


■ developing and implementing the Department’s Business Planning Framework for 2004–05

■ finalising Future Directions 2004, outlining the Department’s key challenges and Priority Major Initiatives

■ completing performance reports and reviews for all our Priority Major Initiatives and Corporate Initiatives and against Business Plans

■ completing monthly and quarterly snapshot reports on performance of service capacity and corporate issues

■ preparing the Department’s Annual Reports for 2003–04 and 2004–05

■ preparing a service system framework of existing services and options for modifying capacity and demand

■ implementing a 2004–05 internal audit program and developing a 2005–06 internal audit plan

■ developing a fraud control plan and business continuity plan for the Department

Business Improvement




■ business plans for 2004–05 for regional offices and central office units were completed

■ the Department’s Future Directions document was released in August 2004 and progress documented on our website from first quarter of 2004–05

■ the 2003–04 DADHC Annual Report was tabled in NSW Parliament on 30 November 2004, distributed and made available on the Department’s website

■ all audits on 2003–04 Internal Audit Program were completed, including:

– review of IT policies and strategic plan

– management of client finances in large residential centres

– financial close process

– payroll management

– policy development and dissemination

– budget management and reporting

– Client Information System governance review

– purchasing, use of credit cards and accounts payable

– Minimum Data Set completeness, integrity and reliability

– staff travel

– review of Service Development and Planning and Home Care business streams in Southern, Metropolitan North, Northern and Metropolitan South East regions

■ six audits from the 2004–05 Internal Audit Program were begun including the review of the Accommodation and Respite and Community Access business streams in Western, Metro West, Hunter and Metro South West Regions

■ a review of the Department’s 2003–04 Financial Statements was completed in September 2004

■ 2005–06 (6 month) audit plan was endorsed by the Audit Committee in June 2005

■ the Audit Committee endorsed a fraud control project plan in June 2005 and a business continuity plan developed

Challenges and priorities for 2005–06In 2005–06, Business Improvement priorities will include:

■ continuing integration and streamlining of corporate budget and business planning processes

■ improving the Department’s data integrity and performance analysis

■ strengthening our business assurance framework


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The Corporate Communications Unit manages the Department’s internal and external communications, our public campaigns and major events as well as the NSW Seniors Card program.

In 2004–05 more than 1.19 million older people, people with disabilities and their carers participated in the Department’s public events, programs and campaigns.

Corporate InitiativesOur public campaigns and eventsKey elements included:

■ promoting prevention messages and increasing community awareness about healthy ageing

■ promoting community awareness, inclusion and understanding of older people and people with a disability

■ celebrating the achievements of older people and people with a disability and the contributions they make in their families and communities

NSW Seniors Week

From 13-20 March 2005, NSW Seniors Week was celebrated in NSW for the 47th year. The theme for the campaign was The Best Time for Ages and this year for the first time, high profile Australian seniors including Jack Thompson, Jimmy Little and Cornelia Frances were recruited to lend their support for the campaign as ambassadors. 366 community and local government organisations received a total of $175,000 in grants from the Department to help run local events during NSW Seniors Week.

Corporate Communications


A reference group, with representatives from peak bodies and agencies representing older people, provided regular advice to the Department on the development of the NSW Seniors Week campaign as well as the Premier’s Seniors Week Gala Concerts.

International Day of People with a Disability

On 3 December 2004, the Department launched Don’t DIS my ABILITY, a statewide campaign to celebrate the United Nations’ International Day of People With a Disability.

This was the first year that the Department managed celebrations in NSW for International Day of People with a Disability. The campaign we developed challenged the general community’s perceptions about what it means to have a disability, the abilities of people with a disability and highlighted the issue of hidden disability.

The campaign included a Ministerial launch event at the Sydney Opera House, an outdoor advertising campaign, a campaign website and distribution of more than 30,000 programs.

A reference group chaired by the NSW Disability Council provided ongoing guidance and support in developing the campaign.

Premier’s Christmas Gala Concerts

More than 30,000 seniors celebrated An Aussie Bush Christmas with the three concerts featuring some of Australia’s leading performers. The Premier’s Christmas Gala Concerts were held at the Sydney Entertainment Centre on 7 and 8 December 2004. These free concerts are one of the major ways that the Department and the NSW Government thanks seniors for the contribution they make to their families and communities.

Dementia Awareness Week

During Dementia Awareness Week in September 2004, the Department launched a new set of dementia resources targeting Indigenous communities. Evidence shows that dementia is a significant health threat in Indigenous communities. The former Minister for Ageing, Carmel Tebbutt, launched the resources, which were developed in partnership with an Aboriginal Dementia Working Group, at the Redfern Community Centre.



■ more than 235,000 older people participated in NSW Seniors Week events across the state, including 530 mostly free public events – an increase of 200 events on the 2004 program

■ Seniors Week was highly commended in the Community Development category of the 2004 Premier’s Public Sector Awards

■ 61 seniors and seniors’ organisations were recognised with Seniors Week Achievement Awards

■ 366 community and local government organisations received a total of $175,000 in grants from the Department to help run local events during NSW Seniors Week

■ 400,000 Seniors Week programs were distributed through Coles and BI-LO supermarkets and other outlets

■ 30,000 seniors celebrated Seniors Week with the Premier at the Seniors Week Gala Concerts held at the Sydney Entertainment Centre

■ the Department’s NSW Seniors Week media campaign generated blanket print, radio and TV coverage to a value of more than $500,000

■ more than 17,000 people with disabilities, families, carers and friends attended 100 celebration events held across NSW for International Day of People With a Disability

■ a media campaign for the International Day of People With a Disability generated $150,000 worth of positive media coverage

NSW Seniors Week market research Independent market research showed overwhelming levels of support from seniors for the 2005 program:

■ 90% recalled seeing, hearing or reading something about NSW Seniors Week

■ 99% rated their enjoyment as positive and 84% said their enjoyment was very positive

■ 96% were aware that the NSW Government funded and organised NSW Seniors Week


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NSW Seniors Card

Key elements

NSW Seniors Card is a statewide concession and discount program for seniors, which is designed to promote healthy ageing and encourage older people to lead active lifestyles.

The NSW Seniors Card program offers members:

■ significant travel discounts

■ free entry into a number of NSW cultural venues

■ discounts on a wide range of products and services offered by the program’s business partners

In 2004–05, 72 per cent of eligible NSW seniors had a Seniors Card and membership reached 890,000. More than 46,410 new members joined the program and 61,760 calls were made to the Seniors Card call centre. There were 5,284 outlets providing discounts on goods and services to members in June 2005.



■ the NSW Seniors Card annual discount directory was direct mailed to 670,000 households and a survey indicated 67% of Seniors Card holders used their directory at least twice a month

■ an average of 23,449 visits were made to the NSW Seniors Card website per month – a 208% increase on 2003–04

■ the monthly electronic newsletter was circulated to 37,000 people, a 68% increase on the previous year

■ more than 7,500 members visited the NSW Seniors Card booth at the Sydney Royal Easter Show where they received concession entry prices, free entertainment and tea and coffee

■ NSW Seniors Card brochure was published in 12 community languages and distributed to 75 organisations

■ Senior Card benefits were presented to eight culturally diverse community organisations, with the support of a volunteer

■ more than $983,000 was raised from advertising and other revenue sources, an increase of 43% on 2003–04

Communications


■ managing internal and external communications

■ positioning the Department and promoting our policies and programs

■ providing communications support and advice to the Department’s business streams, regions and business units




■ a statewide Communication Ambassadors Program was launched to improve internal communication

■ four issues of DADHC Connections, a quarterly stakeholder magazine, were published and circulation increased by 500, bringing the total circulation to more than 3,000

■ five editions of the Department’s internal newspaper Our Voice were published

■ a new sponsorship policy was developed and implemented

■ a new set of dementia awareness resources was developed and launched for Aboriginal communities

■ managed and published the 2003–04 Annual Report

■ a new brochure promoting the Home Care Service of NSW was published

■ the Department’s website and intranet were managed and plans developed to redevelop the intranet in 2005–06

Challenges and priorities for 2005–06The major challenges and priorities for the Corporate Communications Unit in the coming year include:

■ improving internal and external communications for the Department including redeveloping the Department’s intranet

■ improving the editorial quality of the Department’s internal and external publications

■ producing a range of new information resources for the Department

■ increasing market penetration for Seniors Card and recruitment of new business partners to the program

■ continuing to successfully manage the International Day of People with a Disability campaign

■ implementing a new three-year campaign for Seniors Week

■ launching the Department’s Aboriginal Policy Framework and new consultation strategy during NAIDOC Week 2005

01-02 02-03 03-04 04-05

0

20

40

60

80

100

120

Sponsorship $’000

Seniors Week Grants Program 4 Year Trend 2001–02 to 2004–05Data Source: DADHC Corporate Communications Unit

Grants $’000

Number of Grants

01-02 02-03 03-04 04-05

0

100

200

300

400

Seniors Week Cash Sponsorship 4 Year Trend 2001–02 to 2004–05Data Source: DADHC Corporate Communications Unit

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366 community and local government organisations received a total of $175,000 in grants from the Department to help run local events during NSW Seniors Week.


The Finance Directorate provides the Department’s business streams, regions and business units with support in financial planning, budget performance management, statutory financial reporting and governance services. The effective and timely provision of these services is vital to the Department’s ability to deliver services to older people, people with a disability and their carers.

Working in partnership with a variety of internal and external stakeholders, the Finance Directorate’s work is integral to ensuring that planning, management and reporting of financial matters supports effective resource allocation and service provision.

Corporate InitiativeFinancial Management and Improvements

Key elements


■ developing and implementing new policies and procedures to comply with the Australian Equivalent to the International Financial Reporting Standards (AEIFRS)

■ replacing the outdated Home Care financial management systems, Prophecy-BOS, with SAP Financial

■ improving cash management procedures to meet working capital requirements

■ devolution of financial management responsibility and accountability across the Department

Finance




■ all Treasury timelines for the adoption of AEIFRS were met

■ all actions for rollout of the 2004–05 budget and the development of Treasury budget bids and internal business rules for 2005–06 were completed

■ migration of the Home Care Service financial and payroll systems from Prophecy- BOS to SAP Financial and SAP HR were completed

■ cash management strategies were implemented which resulted in higher working capital

■ financial management capacity was enhanced in regions through the provision of financial tools, training and support. In addition Regional Business Analyst positions were established to support regional management in the control and oversight of expenditure

Challenges and priorities for 2005–06In 2005–06 the Finance Directorate will continue to improve financial management capacity and capability across the Department. It will strengthen links between planning and budgeting, improve financial management skills at all levels

of management and enhance financial systems. The focus will be on budget performance and governance and the following financial management strategies will be undertaken:

■ closer involvement of Finance in program and regional financial management initiatives and program monitoring and budget performance reporting

■ development of financial training programs to improve the financial management skills of our staff

■ input to system improvements to the Contract Information System and to Data Warehousing, which will link Human Resources, Finance and Strategic Asset Management and Procurement information and enable integrated business analysis

■ contining to work in partnership with NSW Businesslink to introduce process improvements to ensure the Department receives cost-effective services

■ introduction of the Support Services Governance Program, which will improve governance over financial activities such as the use of credit cards, receivables management and accruals of expenditure

0

-30000-25000-20000-15000-10000

-50000

5000100001500020000250003000035000

-30000

-20000

-10000

0

10000

20000

30000

-30000

-20000

-10000

0

10000

20000

30000

2002-03 2003-04 2004-05

Year End Cash Position

Controlled Net Cost of Services

2,566

-27,700

6,403

-21,700

30,705

-3,531

($’0

00)

Controlled Net Cost of Services and Cash PositionCash balance increased from $2.5m in 2002-03 to $30.7m in 2004-05

Controlled net cost of services deficit decreased from $28.7m in 2002-03 to $3.5m in 2004-05



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The Department provides direct services to more than 49,450 clients in eight regions throughout the state. Client services including personal care, skills development and therapy services are provided in group homes, large residential centres, client’s own homes and in day program and therapy centres.

In order to provide services to the community the Department needs a large, diverse and skilled workforce ranging from specialists to skilled management and support staff. We employ more than 12,000 people and the Department is the third largest public sector agency in NSW.

The majority of our staff (71.8%) work in direct client support services provided through the Accommodation and Respite (3,604 staff or 30%), Community Access (1,074 staff or 8.9%) and Home Care (3,941 staff or 32.8%) business streams. Outside NSW Health, DADHC is the largest employer of nurses in the NSW public sector. 1,465 nurses are employed in our large residential centres and group homes and provide care to clients with complex health care needs. The remainder of our staff are involved in policy and strategic development, regional support and central office administration. The Corporate Services contingent in the Department is small compared to the size of our overall workforce. Each Corporate Services employee supports 108.8 DADHC staff. The NSW public sector median for this indicator in like agencies is only 15 employees supported by each Corporate Services employee, as indicated in the 2004 Department of Commerce Corporate Services Survey.

Human Resources


There are many challenges in providing support and information to such a large, diverse and dispersed workforce. The ability to manage human resources information and link payroll, establishment and rostering systems is critical to providing timely and adequate service to our clients. Human resources information transactions need to be efficient and error free with around 8,000 staff working on a rostered basis providing 24 hour, seven day a week services to our clients.

The provision of safe working environments for our staff is important to our ability to deliver uninterrupted services to our clients as well as ensuring their safety. Manual handling, assault, slips, trips and falls as well as stress present the major hazards to our staff.

Training and development of our staff, through induction programs for new staff and performance management plans for all employees, are essential to supporting our staff and manage their ongoing development. All Residential Support Workers and nursing staff, who are responsible for the support of clients in group homes, large residential centres or respite centres, are provided with training and competency assessment through our Human Resources Directorate.

The Human Resources Directorate works with NSW Businesslink, to improve our recruitment and retention of a skilled and diverse workforce. The directorate has also undertaken a major workforce stabilisation process in 2004–05, with 450 staff recruited to full-time permanent and part-time positions.

The Department is currently implementing a restructure in our large residential centres that will result in a change in the nurse staffing mix, without reducing the number of nurses employed. This improvement in workforce flexibility and skill levels is among some significant drivers for industrial relations reform within the Department.

The need to attract, retain and develop a large, diverse and skilled workforce and maintain a safe, fair and flexible work environment provided the impetus for human resources corporate initiatives in 2004–05. More information about these is detailed below. They are significant in enabling the continued delivery of services to our clients and achievement of the outcomes associated with our Priority Major Initiatives (see Section 3).

<25 3.8%

55-64 18.1%25-34 14.7%

35-44 26% 45-54 36%

65+ 1.4%

DADHC Staff by Age as at 30 June 2005Data Source: DADHC Workforce Profile

DADHC Staff Working in Direct Client Support as at 30 June 2005Data Source: DADHC Workforce Profile

Accommodation and Respite 30%

Staff Not Workingin Direct ClientSupport 28.3%

Home Care 32.8%

CommunityAccess 8.9%

Corporate Services Benchmarked against all Large Agencies in NSW

Large Agency DADHC Median

Number of staff per Corporate Services staff member (full time equivalent) 76.3 13.4

Cost of Corporate Services per Agency staff member (full time equivalent) $5,672 $7,816

Data Source: NSW Department of Commerce

Compared to other large agencies in NSW (defined as those with more than 500 staff), DADHC has a significantly smaller Corporate Services outlay. It has 5.7 times more staff supported by each Corporate Services staff member. On average, other large agencies spend 38% more per staff member on Corporate Services than DADHC does.


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Corporate InitiativesHuman Resources Management and Information Systems

Key elements

Key elements of the Initiative included:

■ introduction of an integrated payroll and establishment system to replace three separate, ageing legacy payroll systems

■ introduction of a new workforce management system to improve rostering and time and attendance



■ a new SAP HR and payroll system was launched, including improved establishment management, in two stages in May (Home Care and Central Office) and June (regions) 2005. This involved moving more than 12,000 staff onto new systems, enabling online transactions, significantly improving efficiency and allowing for more effective staff management. More than 1,000 managers were trained to use the new system.

■ implementation of a new workforce management system was progressed. Requirements scoped and a preferred vendor selected and were contracted. The vendor is Kronos – a world leader in workforce management systems. The new system will integrate with SAP HR and Payroll, the Client Information System and SAP Financial for improved management of staff who are providing services directly to clients. The system will be implemented in 2005–06.

Amount Over Benchmark (as % of Premium)

0

5

10

15

20

25

21

24 25

13

2002-03

2003-04

2004-05

2005-06

Workers Compensation Premium 4 Year TrendWorkers Compensation Premium reduced by $2.2 million (8.3%) with recently established OHS teams in each region, large residential centre and central office focusing on claims management, return to work and implementation of OHS policies and management system. The Department’s premium for 2005–06 reflects performance in previous years, recognising the significant contribution made by previous claims experience.

Key improvement targets planned for 2007–08 include:

■ 10% reduction in claims frequency/severity

■ matching benchmark performance in workers compensation premium.

Data Source: DADHC Human Resources Directorate

Representation of EEO Groups Among DADHC Staff as at 30 June 2005Data Source: NSW Premier’s Department

78%

3%

15%

6%0%

20%

40%

60%

80%

Women

Aboriginal people and Torres Strait Islanders

People whose first languagewas not English

People with a disability


Occupational Health and Safety

Key elements


■ progressively implementating a Department-wide Occupational Health and Safety (OHS) management system replacing fragmented or non-existent polices and systems and promoting a safety culture for staff and client service delivery

■ developing OHS risk management, injury and claims management practices and programs and monitoring and reporting of OHS performance

■ reducing our WorkCover premium



■ our WorkCover premium for 2005–06 was set at $23.8 million, representing an 8.3% reduction over the 2004–05 premium of $25.9 million. This has reduced the Department’s premium to being 13% more than the benchmark set for comparable government agencies, as against 25% more in the 2004–05 period

■ new OHS and OHS Risk Management policies were developed and implemented

■ WorkCover NSW, ACROD and DADHC established a partnership to further improve OHS management in the disability services sector

■ a comprehensive Manual Handling Program was finalised in September 2004. 330 group home staff

were trained in manual handling across eight regions. A further 100 staff in the large residences completed the new training program and 650 staff were trained in the home care business stream

■ SAP OHS, a new online hazard and incident management system (linked to the new SAP HR system) was designed and implemented from July 2005. This is enabling prompt notification of incidents to the insurer and managers for support and follow-up action

■ procedures for consistent incident reporting and investigation were updated and implemented across the Department in November 2004

■ finalisation of injury claims was significantly improved through the implementation of a new Return to Work Policy, and Injury Management Practice Manual from December 2004. By December 2004, only 8.1% of claims lodged in 2002–03 remained open, compared with 7.7% for the Treasury Managed Fund. This compares favourably to December 2003 when 21% of claims remained open compared with 17% for the Treasury Managed Fund

■ quarterly OHS reporting to the Executive was implemented from July 2004, covering claims trends and costs (see Appendix 10 for more detail on injuries incurred in 2004–05)

■ a substantial improvement in the Department’s OHS Management System was evidenced through a WorkCover audit undertaken in March 2005

Our WorkCover premium for 2005–06 was set at $23.8 million, representing an 8.3% reduction over the 2004–05 premium of $25.9 million.


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■ the Code of Conduct and Ethics and Protected Disclosures Policy was endorsed for implementation in October 2004

■ the Learning and Development Framework was endorsed for implementation in November 2004

■ a new Performance Management System was designed and implemented from November 2004. It includes a Performance Development Policy and Policy and Guidelines for Managing Unsatisfactory Performance. 42 briefing workshops with staff were held across the state with full implementation of the system due to begin from 1 July 2005

■ a statewide induction program was introduced. It includes a manual and policy and procedures. Three central office programs were delivered

■ a new Spokeswomen’s Program and Strategic Plan 2005-2007 were launched in March 2005 which meant that 19 Spokeswomen were inducted

■ our Senior Women’s Forum series was launched in March 2005 enabling female staff grade 9/10 and above to participate in professional dialogue

Learning and Development

Key elements


■ developing and communicating a Learning and Development Framework to enable annual planning of learning and development

■ coordinating and evaluating priority and system-wide learning and development initiatives

■ developing and delivering an effective induction process to support new staff in understanding our business and their role

■ developing and implementing a Performance Development System linked to business plans and our priority major initiatives.


■ cost effective senior management development brokered through three Executive Development programs and the Public Sector Management Program for 12 participants

■ eight younger staff participated in the annual CEO and Young Professionals’ Breakfast in March 2005

Industrial Relations Reforms

Key elements


■ establishing a new staffing structure and award for nursing services in large residences

■ developing and implementing of flexible rostering and new staffing models in accommodation and respite networks

■ introducing improved flexibility and streamlined staffing arrangements in Home Care



■ agreement was reached with the Public Service Association of NSW on allocation of Residential Support Worker (Level 3) (RSW3) staff in group homes and respite units. The agreement will guarantee at least one such worker in each group home or respite unit, with the possibility of varying this arrangement based on client needs. A total of 76 excess RSW 3 staff accepted voluntary redundancies

■ Stage 1 implementation of the nursing services restructure (new management and support structures for large residences) was completed with a new nurses’ award in June 2005. Sixteen excess nurses accepted voluntary redundancies

■ a new Enterprise Bargaining Agreement for Home Care staff was negotiated with the Liquor, Hospitality and Miscellaneous Union in June 2005 comprising a wage increase of 3% and 5.4 cents/kilometre travel compensation in the second year of the agreement

Challenges and priorities for 2005–06In order to adequately support service delivery, Human Resources faces challenges around funding workforce capability improvements, workforce restructuring and maintaining an adequate level of internal resources. In 2005–06 Human Resources will deliver on the following priorities:

■ fully implementing a revised OHS Improvement Plan 2005–08, building on the outcomes of the audit in 2005 and incorporating key actions and targets from the public sector OHS Improvement Initiative 2005-2008

■ developing and implementing an integrated learning and development system that identifies major learning priorities and critical skill gaps

■ reviewing accredited training programs in the Department, including First Aid training

■ implementing Stage 2 of the Nurses’ Strategy to improve staffing ratios

■ reviewing our Corporate and Regional Framework

The need to attract, retain and develop a large, diverse and skilled workforce and maintain a safe, fair and flexible work environment provided the impetus for human resources corporate initiatives in 2004–05.


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The Department is dependant on a well functioning and integrated IT system to deploy resources and deliver services to meet client needs. Effective rostering and timely dissemination of service policy and procedures is essential. The non-government sector, which delivers many of the Department’s services, is also dependent on our efficient management and administration of grants.

IT systems operate across all of the Department’s service and corporate support areas, including financial management and HR/payroll systems, communication networks, client information and rostering systems, grants administration and records management. Partnerships between IT and business units and regions are increasing the use of technology to support our business activity and improve information flow and access.

With more than 12,000 employees, most providing direct client support services in a range of settings, more than 700 locations, a 5:1 staff-to-computer ratio with shared access to only 2,800 computers across the entire network and poor quality client information systems, the Department’s IT Directorate is presented with unique challenges.

The directorate has an important relationship with NSW Businesslink, a NSW Government shared service provider that delivers IT transactional and technical services to the Department. The IT Directorate engages with its key stakeholders, including NSW Businesslink, through a variety of operational and project-based forums and a monthly bulletin, InnovaTions, distributed to all our staff.

2004–05 IT activities improved the directorates’ capacity for ongoing service provision. They focused on integrating existing IT systems and functions that were aged and at high risk of failure, sharing information, administering funding and managing overhead costs to allow resources to be channelled into service provision.

Information Technology

Partnerships between IT and business units and regions are increasing the use of technology to support our business activity and improve information flow and access.


Corporate InitiativeInformation Technology Management

Key elements


■ IT support for implementation of an integrated SAP Finance/HR system to replace the ageing legacy systems

■ IT support for the development and maintenance of the Department’s grants administration tool for the management and payment of grants

■ implementing a single Client Information System and development of rostering solutions incorporating functionality from several existing outdated systems

■ transitioning of IT services to NSW Businesslink to create a consistent IT infrastructure to support DADHC business operations

■ implementing strategies to affect savings in telecommunications



■ introduction of new SAP systems was supported, including:

– SAP HR/Payroll for the central office and Home Care,

– SAP Financial for Home Care in May 2005,

– SAP HR/Payroll for regional staff, and

– SAP OHS across the entire Department in June 2005.

■ improved reporting module for the grants system was developed in March 2005 and deployed a new information and referral system statewide, to facilitate earlier responses to requests for support, link families to information and services and prioritise assessment for DADHC-provided disability services

■ a new single, integrated Client Information System designed and configured for deployment in September 2005 to replace several local and disparate client management and service delivery systems

■ all 160 former DoCS locations and 119 Home Care locations were transitioned to NSW Businesslink, facilitating access to a shared IT network

■ costs for fixed line and mobile telecommunications were reduced, saving $600,000 (24% of usual expenditure)

■ the Department’s requirements for improved file, record and document management were reviewed to inform implementation of a new Electronic Records and Document Management system between 2005–07

■ 2,500 staff were moved to the new SAP HR system Manager Self-Service and Employee Self-Service

■ 950 obsolete computers were replaced

Challenges and priorities for 2005–06To support DADHC’s service provision in an environment requiring improved productivity and reduced costs, Information Technology will:

■ fully implement the Client Information System, integrating it with the Workforce Management Time and Attendance solution for Home Care

■ map business processes and detail user requirements to support the acquisition of a new Grants Management System

■ transition group homes using Data3 IT systems to NSW Businesslink IT systems

■ upgrade the network infrastructure in Home Care and corporate locations, including replacement of over 1,000 older and obsolete desktop computers and increasing bandwidth across the network

■ implement an Electronic Records and Data Management solution

■ continue activity to further reduce telecommunications costs


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Legal Services provides responsive, expert advice and assistance to DADHC’s business streams and business units in policy development, contract management, property management and service delivery. It also manages the Department’s litigation, Freedom of Information and subpoena matters. Our Legal Services Unit does not provide legal advice to non-government organisations or individuals external to the Department.

Corporate InitiativeLegal Service Provision

Key elements


■ providing legal advice and legal policy advice including property management advice to Strategic Asset Management and Procurement (see page 76) on the disposal of unalienated Crown Land; responsibility as Trustee in sale of trust property; and protection of the Minister’s equity

■ managing of the Department’s litigation matters, including instruction of the Crown Solicitor’s Office, liaison with the Treasury Managed Fund and representation of the Department in tribunals such as the Administrative Decision Tribunal, in support of the Department’s policies and service models

■ providing drafting and review services including drafting contracts and contract advice on funding agreements with NGOs, Seniors Card projects and research projects, and advice on leases and licences in which the Department is landlord or tenant

■ managing of the legislative process on behalf of the Department

■ managing of the Department’s Freedom of Information and subpoena obligations



■ legal advice was provided in a timely manner to assist, among other things, management of relationships with government and non-government stakeholders

■ litigation matters were managed to reduce litigation costs

■ helped to protect the Department’s probity and contractual rights and obligations

■ assisted in the development of policy and program options that are consistent with our legal obligations, for example, accommodation models, copyright register and the Department’s fees policy

Challenges and priorities for 2005–06To ensure the continued provision of high quality and timely legal advice across a broad range of issues in 2005–06, Legal Services will be:

■ improving internal procedures for accessing advice previously provided by Legal Services, by developing indexes and cataloguing systems

■ working towards obtaining recognition of best practice standards for legal professional services in accordance with Law 9000

■ improving processes for the request of legal advice by Departmental officers and taking instructions from them

Legal Services


The Department actively supports research that helps us to improve the quality of our policymaking and service delivery throughout the NSW and national ageing and disability sectors.

The Planning and Research Unit is part of the Department’s Service Development and Planning Directorate. We now publish an annual Research Agenda – a statement of key directions for research funding and support. The agenda sets research priorities that are closely linked to our Priority Major Initiatives, along with the research priorities of the National Disability Administrators (NDA), the Home and Community Care (HACC) program, the Australian Ageing Research Agenda and regional priorities. Information about our current and completed research projects is available on the Department’s website.

The Department supports research projects through direct funding or in-kind contributions such as access to our clients, staff, records, or administrative support. We are involved in research in a variety of ways:

■ commissioned research projects that are initiated and fully funded by the Department and conducted by external consultants or organisations such as Universities under direct contract to us

■ collaborative research, where research projects are jointly conducted with another party or parties such as an industry partner or University, for example the Australian Research Council

■ post-graduate supported research, where research projects are undertaken by students as a component of a Masters or Doctoral program

■ independent research conducted by researchers in areas of relevance to the Department and which may require access to our resources

Corporate InitiativeResearch Program Enhancement

Key elements


■ implementing the Department’s research policy, which includes administration of our research program and protocols for funding and reporting on research

■ publishing the Department’s Research Agenda 2004–05

■ establishing a database of all funded and supported research projects, including completed projects

■ disseminating outcomes of our research activities



■ 29 individual research projects were undertaken or supported, details of which appear in Appendix 16

■ the Department’s Research Policy was endorsed by the Management Board in April 2005

■ procedures to enable us to track financial information relating to our research projects were established

■ information about our Research Policy, Research Agenda, current research and research reports were published on DADHC intranet and internet sites

■ a research database was established

■ coordination, accountability and reporting on the Department’s investment in research was significantly improved

Challenges and priorities for 2005–06In 2005–06, the Research Unit will be:

■ refining our research database to enable improved reporting

■ establishing a Research Advisory Group

■ developing and documenting procedures to improve administration of the Department’s research program

Research


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The Department responds to requests for information and accepts feedback and complaints about all aspects of our business. We are committed to responding to complaints quickly and handling all complaints in a fair, transparent and professional way.

The Department has developed policies and systems which:

■ provide a structured format for formally responding to our clients

■ utilise this process to improve service delivery and policy development

■ enable the Department to respond to requests for information and to correspondence in a comprehensive and timely way

At this time, data about complaints is not captured centrally. This will be possible progressively from September 2005, following the implementation of the Client Information Systems.

The Department’s Public Accountability Branch records complaints received via correspondence to the Minister and the Director-General. This correspondence may be from external agencies such as the NSW Ombudsman, Members of Parliament on behalf of their constituents, or clients or their families.

The primary issues identified by this means during the year fell into three complaint types, policy, service access and service delivery. The key areas in these categories were advocacy reform, and post school programs (policy), attendant care program/high needs pool and home care (service access) and group homes and home care (service delivery). Complaints received in the Public Accountability Branch are

Responding to our clients


referred for response to the DADHC region or branch responsible for access or delivery of the service, and/or policy development. The issues raised in complaints are taken into account by relevant areas of the Department in the provision of services and development of policy.

Corporate InitiativeFeedback and Complaints Handling

Key elements


■ developing and implementing of a contact protocol between the Department and the NSW Ombudsman. In his 2004–2005 Annual Report the Ombudsman noted that regular briefs from senior DADHC staff provided “a good forum for bringing to their attention any concerns arising from our work.”

■ development and implementation of a Feedback and Complaints Handling: Principles and Guidelines policy and a tracking and monitoring system



■ the TRIM records management system and related business rules for recording complaints were modified in November 2004

■ a new Feedback and Complaint Handling Policy was endorsed by the Management Board in May 2005

■ a new Client Information System is being developed, which will be the primary tool for recording and monitoring complaints

Challenges and priorities for 2005–06In 2005–06, the Department will undertake the following activities to ensure our continued capacity to respond appropriately to our clients:

■ providing a Complaints Management Resource Manual to staff

■ conducting training and information sessions for staff across central office and regions about implementing the Feedback and Client Complaint Handling policy

■ refining the contact protocol between the Department and the NSW Ombudsman.

The Department has developed policies and systems to provide a structured format for formally responding to our clients.


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The Department’s significant asset portfolio, valued at over $400 million, is essential to service delivery, comprising eight large residential centres, 420 group homes and other facilities, 215 owned and leased office premises and a fleet of 1261 vehicles. In addition, the Department purchases over $800 million worth of goods and services each year, including $102 million for general goods and services like food and groceries.

The successful delivery of services is directly dependent upon effective asset planning, acquisition, maintenance and disposal, along with cost-effective procurement of household goods and groceries for accommodation and support services.

The Corporate Initiatives undertaken by Strategic Asset Management and Procurement Directorate (SAMP) in 2004–05 were focused on managing the significant value of the Department’s asset portfolio and achieving savings in fleet management and the procurement of household goods and groceries.

Corporate InitiativesTotal Asset Management

Key elements


■ developing Total Asset Management and Procurement Plans in line with Treasury timeframes for submission by 31 August to ensure funding is provided for assets

■ rationalising of the Department’s housing stock, which includes large residential centres, group homes and respite accommodation, to dispose of vacant or non-suitable housing stock and purchase or modify new, more suitable accommodation

Strategic Asset Management and Procurement


■ developing and implementing of an Office Accommodation Strategy to consolidate and rationalise office accommodation following the Department’s formation out of three agencies



■ Total Asset Management Plans were completed and submitted to Treasury on schedule

■ an Asset Rationalisation Program and an Acquisition and Modification Program for closure of large residential centres were completed; 13 houses acquired and four houses disposed of

■ Office Accommodation Guidelines were developed. Nine major and 11 smaller office consolidation projects completed, creating statewide consistency in facilities and accommodation across regional and metropolitan locations and reducing rental costs while maintaining service delivery

General Administrative Improvements

Key elements


■ improving procurement processes for group homes to achieve cost savings and supply efficiencies

■ developing and implementing of a Motor Vehicle Policy and improvements to fleet management


Achievements included:

■ a successful trial was held in the Metropolitan North Region for online purchasing of groceries and the procurement of household goods from preferred suppliers, with annual savings potential for group homes of $750,000 and up to $50,000 respectively

■ a new Fleet Management Policy was implemented and $101,461 savings in fleet costs achieved through reduced parking and lease costs for the pool vehicle fleet

■ improved vehicle sale prices were negotiated resulting in savings of $80,000

■ lease fee premium costs were reduced to $0 representing a saving of $85,200

Challenges and priorities for 2005–06Since its establishment, SAMP has focused on achieving significant operational results and building policies and frameworks as a strategic guide for the Department. As this work continues in 2005–06, SAMP will be implementing:

■ department-wide improved procurement practices for cost savings including groceries, household goods and motor vehicles, stores and stationery, printing and publishing

■ cost effective arrangements for maintenance of the Department’s assets, for example, group homes and large residential centres

■ the development of asset performance data to benchmark value for money, environmental and productivity measures

■ new policies on central office security, NGO vehicles, car hire and guidelines for the design of supported accommodation and day program facilities

A successful trial was held in the Metropolitan North Region for online purchasing of groceries and the procurement of household goods from preferred suppliers, with annual savings potential for group homes of $750,000 and up to $50,000 respectively.


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06 Department of Ageing, Disability and Home Care Financial Statements

ContentsIndependent Audit Report 79

Statement by the Director-General 81

Consolidated Statement of Financial Performance 82

Consolidated Statement of Financial Position 84

Consolidated Statement of Cash Flows 86

Consolidated Program Statement – Expenses and Revenues 88

Summary of Compliance with Financial Directives 90

Notes to and forming part of the Financial Statements 92


Independent Audit Report

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NSW DEPARTMENT OF AGEING, DISABILITY AND HOME CARE



Pursuant to Section 45F of the Public Finance and Audit Act 1983 (Act), I state that:

(a) The financial statements, read in conjunction with the accompanying notes, exhibit a true and fair view of the financial position of the Department as at 30 June 2005, and for the operations for the year then ended;

(b) The statements have been prepared in accordance with the provisions of applicable Australian Accounting Standards, authoritative pronouncements of the Australian Accounting Standards Board, Urgent Issues Group (UIG) Consensus Views, the Public Finance and Audit Act 1983, the applicable clauses of the Public Finance and Audit Regulation 2000, the Treasurer’s Directions and Financial Reporting Code for Budget Dependent General Government Sector Agencies;

(c) There are no circumstances which would render any particulars included in the financial statements to be misleading or inaccurate.

Brendan O’Reilly Director-General

13 October 2005


Statement by the Director-General

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Actual Budget Actual 2005 2005 2004PARENT Notes $’000 $’000 $’000

ExpensesOperating expenses Employee related 2(a) 473,105 440,394 443,143 Other operating expenses 2(b) 99,518 94,851 104,581Maintenance 9,402 10,574 5,498Depreciation and amortisation 2(c) 8,635 6,131 6,772Grants and subsidies 2(d) 824,429 834,795 783,555

Total Expenses 1,415,089 1,386,745 1,343,549

Less:Retained RevenueSale of goods and services 3(a) 29,745 28,399 29,466Investment income 3(b) 1,383 478 1,618Grants and contributions 3(c) 7,769 9,891 9,271Other revenue 3(d) 12,386 – 3,590

Total Retained Revenue 51,283 38,768 43,945

Gain/(Loss) on disposal of non-current assets 4 (12,108) – (10,438)

Net Cost of Services 21 1,375,914 1,347,977 1,310,042

Government ContributionsRecurrent appropriations 6 1,335,819 1,300,809 1,228,227Capital appropriations 6 34,062 36,763 27,954Acceptance by the Crown Entityof employee benefits and other liabilities 7 53,002 48,323 53,902

Total Government Contributions 1,422,883 1,385,895 1,310,083

SURPLUS/(DEFICIT) FOR THE YEAR FROM ORDINARY ACTIVITIES 46,969 37,918 41

SURPLUS/(DEFICIT) FOR THE YEAR 46,969 37,918 41

NON-OWNER TRANSACTION CHANGESIN EQUITYNet Increase in Asset Revaluation Reserve 17 9,768 – 68,049

TOTAL REVENUES, EXPENSES ANDVALUATION ADJUSTMENTS RECOGNISEDDIRECTLY IN EQUITY 9,768 – 68,049

TOTAL CHANGES IN EQUITY OTHER THAN THOSE RESULTING FROM TRANSACTIONS WITH OWNERS AS OWNERS 17 56,737 37,918 68,090

The accompanying notes form part of these statements


Consolidated Statement of Financial PerformanceFor the year ended 30 June 2005


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Actual Budget Actual 2005 2005 2004CONSOLIDATED Notes $’000 $’000 $’000

ExpensesOperating expenses Employee related 2(a) 613,113 586,201 593,602 Other operating expenses 2(b) 124,157 120,974 130,737Maintenance 9,733 10,578 5,670Depreciation and amortisation 2(c) 10,003 7,931 8,491Grants and subsidies 2(d) 678,522 695,743 635,795

Total Expenses 1,435,528 1,421,427 1,374,295

Less:Retained RevenueSale of goods and services 3(a) 56,648 58,179 56,782Investment income 3(b) 3,146 1,678 2,662Grants and contributions 3(c) 11,700 15,887 13,365Other revenue 3(d) 12,181 1,203 3,590


Gain/(Loss) on disposal of non-current assets 4 (12,328) – (11,257)

Net Cost of Services 21 1,364,181 1,344,480 1,309,153

Government ContributionsRecurrent appropriations 6 1,335,819 1,300,809 1,228,227Capital appropriations 6 34,062 36,763 27,954Acceptance by the Crown Entityof employee benefits and other liabilities 7 53,002 48,323 53,902

Total Government Contributions 1,422,883 1,385,895 1,310,083

SURPLUS/(DEFICIT) FOR THE YEAR FROM ORDINARY ACTIVITIES 58,702 41,415 930

SURPLUS/(DEFICIT) FOR THE YEAR 58,702 41,415 930

NON-OWNER TRANSACTION CHANGESIN EQUITYNet Increase in Asset Revaluation Reserve 17 10,991 – 68,912

TOTAL REVENUES, EXPENSES AND VALUATION ADJUSTMENTS RECOGNISED DIRECTLY IN EQUITY 10,991 – 68,912

TOTAL CHANGES IN EQUITY OTHER THAN THOSE RESULTING FROM TRANSACTIONS WITH OWNERS AS OWNERS 17 69,693 41,415 69,842




Consolidated Statement of Financial PositionAs at 30 June 2005


ASSETSCurrent AssetsCash 9 30,706 1,853 6,403Receivables 10 10,854 21,948 21,107Inventories 11 267 247 246Other – (1) –

Total Current Assets 41,827 24,047 27,756

Non-Current AssetsReceivables 10 3,749 – –Other financial assets 12 1 – –Property, Plant and Equipment 13– Land and Buildings 412,590 424,132 408,559– Plant and Equipment 27,826 30,054 14,995

Total Property, Plant and Equipment 440,416 454,186 423,554

Total Non-Current Assets 444,166 454,186 423,554

Total Assets 485,993 478,233 451,310

LIABILITIESCurrent LiabilitiesPayables 14 21,162 35,176 48,997Provisions 15 41,705 34,495 34,490Other 16 – 4,669 1,848

Total Current Liabilities 62,867 74,340 85,335

Non-Current LiabilitiesProvisions 15 3,124 2,710 2,710

Total Non-Current Liabilities 3,124 2,710 2,710

Total Liabilities 65,991 77,050 88,045

Net Assets 420,002 401,183 363,265

EQUITY 17Reserves 135,478 133,561 133,561Accumulated funds 284,524 267,622 229,704

Total Equity 420,002 401,183 363,265



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ASSETSCurrent AssetsCash 9 55,070 22,920 24,058Receivables 10 15,420 19,265 18,424Inventories 11 267 247 246Other – (1) –

Total Current Assets 70,757 42,431 42,728

Non-Current AssetsReceivables 10 3,749 – –Other financial assets 12 12,428 14,834 11,204Property, Plant and Equipment 13– Land and Buildings 412,847 424,392 408,834– Plant and Equipment 32,858 35,833 20,459

Total Property, Plant and Equipment 445,705 460,225 429,293

Total Non-Current Assets 461,882 475,059 440,497

Total Assets 532,639 517,490 483,225

LIABILITIESCurrent LiabilitiesPayables 14 26,556 42,663 53,083Provisions 15 59,765 51,784 51,629Other 16 – 1,233 1,848

Total Current Liabilities 86,321 95,680 106,560

Non-Current LiabilitiesProvisions 15 7,964 8,108 8,008

Total Non-Current Liabilities 7,964 8,108 8,008

Total Liabilities 94,285 103,788 114,568

Net Assets 438,354 413,702 368,657

EQUITY 17Reserves 143,039 143,739 140,109Accumulated funds 295,315 269,963 228,548

Total Equity 438,354 413,702 368,657




Consolidated Statement of Cash FlowsFor the year ended 30 June 2005


CASH FLOWS FROM OPERATING ACTIVITIESPaymentsEmployee related (440,427) (425,203) (415,903)Grants and subsidies (826,090) (834,795) (781,787)Other (228,964) (108,189) (178,652)

Total Payments (1,495,481) (1,368,187) (1,376,342)

ReceiptsSale of goods and services 31,039 28,399 32,492Interest received 1,544 478 1,126Other 122,781 11,814 100,025

Total Receipts 155,364 40,691 133,643

Cash Flows from GovernmentRecurrent appropriation 1,335,819 1,300,809 1,228,427Repayment to Consolidated Fund (1,848) – (5,747)Capital appropriation 34,062 36,763 29,602Cash reimbursements from the Crown Entity 24,856 22,137 22,666

Net Cash Flows from Government 1,392,889 1,359,709 1,274,948

NET CASH FLOWS FROM OPERATING ACTIVITIES 21 52,772 32,213 32,249

CASH FLOWS FROM INVESTING ACTIVITIESProceeds from sale of Land and Buildings, and Plant and Equipment 5,657 – 880Proceeds from sale of investments – – (1,626)Purchases of Land and Buildings, and Plant and Equipment (34,126) (36,763) (27,954)Equity Transfers – – 288

NET CASH FLOWS FROMINVESTING ACTIVITIES (28,469) (36,763) (28,412)

NET INCREASE/(DECREASE) IN CASH 24,303 (4,550) 3,837Opening cash and cash equivalents 6,403 6,403 2,566Reclassification of security deposits from cash to receivable – – –

CLOSING CASH AND CASH EQUIVALENTS 9 30,706 1,853 6,403



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CASH FLOWS FROM OPERATING ACTIVITIESPaymentsEmployee related (578,858) (570,180) (567,036)Grants and subsidies (680,183) (695,743) (634,027)Other (263,722) (139,657) (201,379)

Total Payments (1,522,763) (1,405,580) (1,402,442)

ReceiptsSale of goods and services 56,176 57,825 60,806Interest received 3,307 1,678 2,170Other 131,476 24,093 101,538

Total Receipts 190,959 83,596 164,514

Cash Flows from GovernmentRecurrent appropriation 1,335,819 1,300,809 1,228,427Repayment to Consolidated Fund (1,848) – (5,747)Capital appropriation 34,062 36,763 29,602Cash reimbursements from the Crown Entity 24,856 22,137 22,666

Net Cash Flows from Government 1,392,889 1,359,709 1,274,948

NET CASH FLOWS FROM OPERATING ACTIVITIES 21 61,085 37,725 37,020

CASH FLOWS FROM INVESTING ACTIVITIESProceeds from sale of Land and Buildings,and Plant and Equipment 7,334 900 2,414Proceeds from sale of investments – – (1,626)Purchases of Land and Buildings, and Plant and Equipment (37,396) (39,763) (30,527)Equity Transfers – – 288

NET CASH FLOWS FROMINVESTING ACTIVITIES (30,062) (38,863) (29,451)

NET INCREASE/(DECREASE) IN CASH 31,023 (1,138) 7,569Opening cash and cash equivalents 24,058 24,058 16,520Reclassification of security deposits from cash to receivable (11) – (31)

CLOSING CASH AND CASH EQUIVALENTS 9 55,070 22,920 24,058




Consolidated Program Statement – Expenses and RevenuesFor the year ended 30 June 2005

PROGRAM 28.1.1* PROGRAM 28.2.1* PROGRAM 28.3.1* NOT ATTRIBUTABLE ** TOTAL 2005 2004 2005 2004 2005 2004 2005 2004 2005 2004Agency’s Expenses and Revenues $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

ExpensesOperating expenses Employee related 9,483 8,740 67,850 224,385 535,779 360,477 – – 613,113 593,602 Other operating expenses 5,070 4,135 17,839 80,405 101,248 46,197 – – 124,157 130,737Maintenance 73 26 183 185 9,478 5,459 – – 9,733 5,670Depreciation and amortisation – 44 – 3,125 10,003 5,322 – – 10,003 8,491Grants and subsidies 23,952 25,381 478,477 306,803 176,093 303,611 – – 678,522 635,795

Total Expenses 38,578 38,326 564,349 614,903 832,601 721,066 – – 1,435,528 1,374,295

Retained RevenueSale of goods and services 51 59 433 27,681 56,164 29,042 – – 56,648 56,782Investment income – 51 64 1,893 3,082 718 – – 3,146 2,662Grants and contributions 281 407 6,763 9,504 4,656 3,454 – – 11,700 13,365Other revenue – 14 757 25 11,424 3,551 – – 12,181 3,590

Total Retained Revenue 332 531 8,017 39,103 75,326 36,765 – – 83,675 76,399Gain/(Loss) on disposal of non-current assets – (225) – (5,787) (12,328) (5,245) – – (12,328) (11,257)

NET COST OF SERVICES 38,245 38,020 556,332 581,587 769,604 689,546 – – 1,364,181 1,309,153

Government Contributions – – – – – – 1,422,883 1,310,083 1,422,883 1,310,083

NET EXPENDITURE/(REVENUE) FOR THE YEAR 38,245 38,020 556,332 581,587 769,604 689,546 (1,422,883) (1,310,083) (58,702) (930)

ADMINISTERED EXPENSES AND REVENUES

Administered Expenses

Other – – – – – – – – – –

Total Administered Expenses – – – – – – – – – –

Administered RevenuesRecoupment of unspent grants 20 242 3,826 2,242 462 337 – – 4,308 2,821

Total Administered Revenues 20 242 3,826 2,242 462 337 – – 4,308 2,821

Administered Revenues less Expenses 20 242 3,826 2,242 462 337 – – 4,308 2,821

* The name and purpose of each program is summarised in Note 8

** Appropriations are made on an agency basis and not to individual programs. Consequently Government contributions must be included in the ‘Not Attributable’ column.


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Supplementaryfinancial statements

PROGRAM 28.1.1* PROGRAM 28.2.1* PROGRAM 28.3.1* NOT ATTRIBUTABLE ** TOTAL 2005 2004 2005 2004 2005 2004 2005 2004 2005 2004Agency’s Expenses and Revenues $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

ExpensesOperating expenses Employee related 9,483 8,740 67,850 224,385 535,779 360,477 – – 613,113 593,602 Other operating expenses 5,070 4,135 17,839 80,405 101,248 46,197 – – 124,157 130,737Maintenance 73 26 183 185 9,478 5,459 – – 9,733 5,670Depreciation and amortisation – 44 – 3,125 10,003 5,322 – – 10,003 8,491Grants and subsidies 23,952 25,381 478,477 306,803 176,093 303,611 – – 678,522 635,795

Total Expenses 38,578 38,326 564,349 614,903 832,601 721,066 – – 1,435,528 1,374,295

Retained RevenueSale of goods and services 51 59 433 27,681 56,164 29,042 – – 56,648 56,782Investment income – 51 64 1,893 3,082 718 – – 3,146 2,662Grants and contributions 281 407 6,763 9,504 4,656 3,454 – – 11,700 13,365Other revenue – 14 757 25 11,424 3,551 – – 12,181 3,590

Total Retained Revenue 332 531 8,017 39,103 75,326 36,765 – – 83,675 76,399Gain/(Loss) on disposal of non-current assets – (225) – (5,787) (12,328) (5,245) – – (12,328) (11,257)

NET COST OF SERVICES 38,245 38,020 556,332 581,587 769,604 689,546 – – 1,364,181 1,309,153

Government Contributions – – – – – – 1,422,883 1,310,083 1,422,883 1,310,083

NET EXPENDITURE/(REVENUE) FOR THE YEAR 38,245 38,020 556,332 581,587 769,604 689,546 (1,422,883) (1,310,083) (58,702) (930)

ADMINISTERED EXPENSES AND REVENUES

Administered Expenses

Other – – – – – – – – – –

Total Administered Expenses – – – – – – – – – –

Administered RevenuesRecoupment of unspent grants 20 242 3,826 2,242 462 337 – – 4,308 2,821

Total Administered Revenues 20 242 3,826 2,242 462 337 – – 4,308 2,821

Administered Revenues less Expenses 20 242 3,826 2,242 462 337 – – 4,308 2,821

* The name and purpose of each program is summarised in Note 8

** Appropriations are made on an agency basis and not to individual programs. Consequently Government contributions must be included in the ‘Not Attributable’ column.



Summary of Compliance with Financial Directives

2005 2004 Expenditure/ Expenditure/ Net Claim on Net Claim on Recurrent Consolidated Capital Consolidated Recurrent Capital Appropriation Fund Appropriation Fund Appropriation Expenditure Appropriation Expenditure $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

ORIGINAL BUDGET APPROPRIATION/ EXPENDITURE

Appropriation Act 1,299,468 1,261,323 36,763 33,589 1,189,932 1,175,873 14,135 14,135

Additional Appropriations

S21 A PF&AA – Special Appropriation – – – – – – – –

S24 PF&AA – Transfer of Functions Between Depts – – – – – – – –

S26 PF&AA – Commonwealth Specific Purpose Payments 1,341 1,341 – – – – – –

1,300,809 1,262,664 36,763 33,589 1,189,932 1,175,873 14,135 14,135

OTHER APPROPRIATIONS/ EXPENDITURE

Treasurer’s Advance 69,155 69,155 145 145 69,154 69,154 8,600 8,600

Section 27 Appropriation Act – transfers from another agency 5,300 4,000 328 328 – – – –

Transfers to/from another agency (S25 of the Appropriation Act) – – – – (16,800) (16,800) 10,000 5,219

Other (145) – – – – – – –

74,310 73,155 473 473 52,354 52,354 18,600 13,819

Total Appropriations/Expenditure/ Net Claim on Consolidated Fund 1,375,119 1,335,819 37,236 34,062 1,242,286 1,228,227 32,735 27,954

Amount drawn down against Appropriation 1,335,819 34,062 1,228,427 29,602

Liability to Consolidated Fund – – 200 1,648

(i) The Summary of Compliance is based on the assumption that Consolidated Fund monies are spent first (except where otherwise identified or prescribed)

(ii) The Liability to the Consolidated Fund for lapsed appropriation represents the difference between the ‘Amount drawn down against Appropriation’ and the ‘Total Expenditure/Net Claim on Consolidated Fund’.


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Supplementaryfinancial statements

2005 2004 Expenditure/ Expenditure/ Net Claim on Net Claim on Recurrent Consolidated Capital Consolidated Recurrent Capital Appropriation Fund Appropriation Fund Appropriation Expenditure Appropriation Expenditure $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

ORIGINAL BUDGET APPROPRIATION/ EXPENDITURE

Appropriation Act 1,299,468 1,261,323 36,763 33,589 1,189,932 1,175,873 14,135 14,135

Additional Appropriations

S21 A PF&AA – Special Appropriation – – – – – – – –

S24 PF&AA – Transfer of Functions Between Depts – – – – – – – –

S26 PF&AA – Commonwealth Specific Purpose Payments 1,341 1,341 – – – – – –

1,300,809 1,262,664 36,763 33,589 1,189,932 1,175,873 14,135 14,135

OTHER APPROPRIATIONS/ EXPENDITURE

Treasurer’s Advance 69,155 69,155 145 145 69,154 69,154 8,600 8,600

Section 27 Appropriation Act – transfers from another agency 5,300 4,000 328 328 – – – –

Transfers to/from another agency (S25 of the Appropriation Act) – – – – (16,800) (16,800) 10,000 5,219

Other (145) – – – – – – –

74,310 73,155 473 473 52,354 52,354 18,600 13,819

Total Appropriations/Expenditure/ Net Claim on Consolidated Fund 1,375,119 1,335,819 37,236 34,062 1,242,286 1,228,227 32,735 27,954

Amount drawn down against Appropriation 1,335,819 34,062 1,228,427 29,602

Liability to Consolidated Fund – – 200 1,648

(i) The Summary of Compliance is based on the assumption that Consolidated Fund monies are spent first (except where otherwise identified or prescribed)

(ii) The Liability to the Consolidated Fund for lapsed appropriation represents the difference between the ‘Amount drawn down against Appropriation’ and the ‘Total Expenditure/Net Claim on Consolidated Fund’.



Notes to and forming part of the Financial StatementsFor the year ended 30 June 2005

1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES(a) Reporting EntityThe Department of Ageing, Disability and Home Care (DADHC), as a reporting entity, comprises all the entities under its control. Home Care Service of NSW (HCS) is a controlled entity and comes under the Home Care Service Act (1988).

In the process of preparing the consolidated financial statements for the economic entity consisting of the controlling and controlled entities, all inter-entity transactions and balances have been eliminated.

The reporting entity is consolidated as part of the NSW Total State Sector Accounts.

(b) Basis of AccountingThe Department’s financial statements are a general purpose financial report, which have been prepared on an accruals basis and in accordance with:

■ applicable Australian Accounting Standards (AAS);

■ other authoritative pronouncements of the Australian Accounting Standards Board (AASB);

■ Urgent Issues Group (UIG) Consensus Views;

■ the requirements of the Public Finance and Audit Act and Regulations; and

■ the Financial Reporting Directions published in the Financial Reporting Code for Budget Dependent General Government Sector Agencies or issued by the Treasurer under section 9(2)(n) of the Act.

Where there are inconsistencies between the above requirements, the legislative provisions have prevailed.

In the absence of a specific Accounting Standard, other authoritative pronouncements of the AASB or UIG Consensus Views, the hierarchy of other pronouncements as outlined in AAS6 ‘Accounting Policies’ is considered.

Except for certain investments and land and buildings, which are recorded at fair value, the financial statements are prepared in accordance with the historical cost convention.

All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency.

(c) Administered ActivitiesThe Department administers but does not control certain activities on behalf of the Crown Entity. It is accountable for the transactions relating to those administered activities but does not have the discretion, for example, to deploy the resources for the achievement of the Department’s own objectives.

Transactions and balances relating to the administered activities are not recognised as the Department’s revenues, expenses, assets and liabilities but are disclosed in the accompanying schedules as ‘Administered Revenues’, ‘Administered Expenses’, ‘Administered Assets’, and ‘Administered Liabilities’.

The accrual basis of accounting and all applicable accounting standards have been adopted for the reporting of the administered activities.

(d) Revenue RecognitionRevenue is recognised when the Department has control of the good or right to receive, it is probable that the economic benefits will flow to the Department and the amount of revenue can be measured reliably. Additional comments regarding the accounting policies for the recognition of revenue are discussed below.

(i) Parliamentary Appropriations and Contributions from Other BodiesParliamentary appropriations and contributions from other bodies (including grants and donations) are generally recognised as revenues when the agency obtains control over the assets comprising the appropriations/contributions. Control over appropriations and contributions is normally obtained upon the receipt of cash.

An exception to the above is when appropriations are unspent at year-end. In this case, the authority to spend the money lapses and generally the unspent amount must be repaid to the Consolidated Fund in the following financial year. As a result, unspent appropriations are accounted for as liabilities rather than revenue.

The liabilities to Consolidated Fund are disclosed in Note 16 as part of ‘Current/Non-Current Liabilities – Other’. The amount will be repaid and the liability will be extinguished next financial year.


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(ii) Sale of Goods and ServicesRevenue from the sale of goods and services comprises revenue from the provision of products or services i.e. user charges. User charges are recognised as revenue when the Department obtains control of the assets that result from them.

(iii) Investment IncomeInterest revenue is recognised as it accrues. Rent revenue is recognised in accordance with AAS 17 ‘Accounting for Leases’.

(e) Employee Benefits and Other Provisions(i) Salaries and Wages, Annual Leave, Sick Leave and On-CostsLiabilities for salaries and wages (including non-monetary benefits) and annual leave are recognised and measured in respect of employees’ services up to the reporting date at nominal amounts based on the amounts expected to be paid when the liabilities are settled.

Unused non-vesting sick leave does not give rise to a liability, as it is not considered probable that sick leave taken in the future will be greater than the benefits accrued in the future.

The outstanding amounts of payroll tax, workers’ compensation insurance premiums and fringe benefits tax, which are consequential to employment, are recognised as liabilities and expenses where the employee benefits to which they relate have been recognised.

(ii) Long Service Leave and SuperannuationDADHC’s liabilities for long service leave and superannuation are assumed by the Crown Entity. The Department accounts for the liability as having been extinguished resulting in the amount assumed being shown as part of the non-monetary revenue item described as ‘Acceptance by the Crown Entity of Employee Benefits and Other Liabilities’.

Employee benefit liabilities, such as long service leave, that are expected to be settled more than 12 months after the reporting date, are measured as the present value of the estimated future cash outflows to be made by the employer in respect of services provided by employees up to the reporting date.

On-costs, i.e. costs that are consequential to the employment of employees, but which are not employee benefits, are recognised as liabilities and expenses when the employee benefits to which they relate are recognised and accordingly measured as the present value of the estimated cash outflows.

The superannuation expense for the financial year is determined by using the formulae specified in the Treasurer’s Directions. The expense for certain superannuation schemes (i.e. Basic Benefit and First State Super) is calculated as a percentage of the employees’ salary. For other superannuation schemes (i.e. State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a multiple of the employees’ superannuation contributions.

HCS contributes into four superannuation schemes on behalf of its staff. The First State Superannuation scheme is an accumulation fund, which receives contributions under the Superannuation Guarantee levy legislation. The other three funds, State Superannuation Scheme, State Authorities Superannuation Scheme and State Authorities Non-Contributory Superannuation Scheme are defined benefit funds.

The liability for accrued benefits under the defined benefits funds represents the value of the present obligation to pay benefits to members and other beneficiaries and is determined as the present value of expected future payments which arise from membership of the fund to balance date. The present value is measured by reference to expected future wage and salary levels, investment return and by application of a market determined, risk adjusted discount and appropriate actuarial assumptions.

Mercer Human Resource Consulting Pty Ltd completed an actuarial assessment of HCS Superannuation Liabilities for the defined benefit scheme administered by the Superannuation Administration Authority as at 30 June 2005 based upon membership data as at 31 March 2005. The superannuation schemes include the State Superannuation Scheme, the State Authorities Superannuation Scheme and the State Authorities Non-Contributory Superannuation Scheme




1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES – continuedThe actuarial assumptions used as a basis for the reserve account calculations were performed as at 30 June 2005. They are as follows:

2005–06 and thereafter %

CPI 2.5Salary Escalation 4.0Rate of Investment return 7.0

(iii) Other ProvisionsOther provisions exist when the entity has a present legal, equitable or constructive obligation to make a future sacrifice of economic benefits to other entities as a result of past transactions or other past events. These provisions are recognised when it is probable that a future sacrifice of economic benefits will be required and the amount can be measured reliably.

Any provisions for restructuring are recognised either when a detailed formal plan has been developed or will be developed within prescribed time limits and where the entity has raised a valid expectation in those affected by the restructuring that it will carry out the restructuring.

(f) InsuranceThe Department’s insurance activities are conducted through the NSW Treasury Managed Fund Scheme of self-insurance for Government agencies. The expense (premium) is determined by the Fund Manager and is based on past experience.

(g) Accounting for Goods and Services Tax (GST)Revenues, expenses and assets are recognised net of the amount of GST, except where:

(i) the amount of GST incurred by the Department as a purchaser that is not recoverable from the Australian Taxation Office is recognised as part of the cost of acquisition of an asset or as part of an item of expense.

(ii) receivables and payables are stated with the amount of GST included.

(h) Acquisitions of AssetsThe cost method of accounting is used for the initial recording of all acquisitions of assets controlled by the Department. Cost is determined as the fair value of the assets given as consideration plus the costs incidental to the acquisition.

Assets acquired at no cost, or for nominal consideration, are initially recognised as assets and revenues at their fair value at the date of acquisition.

Fair value means the amount for which an asset could be exchanged between a knowledgeable, willing buyer and a knowledgeable, willing seller in an arm’s length transaction.

Where settlement of any part of cash consideration is deferred, the amounts payable in the future are discounted to their present value at the acquisition date. The discount rate used is the incremental borrowing rate, being the rate at which a similar borrowing could be obtained.

(i) Plant and EquipmentPlant and equipment costing $5,000 and above individually are capitalised. In 2004–05, HCS changed its capitalisation threshold from $1,000 to $5,000.

(j) Revaluation of Physical Non-Current AssetsPhysical non-current assets are valued in accordance with the ‘Guidelines for the Valuation of Physical Non-Current Assets at Fair Value’ (TPP 03-02). This policy adopts fair value in accordance with AASB 1041 from financial years beginning on or after 1 July 2002. There is no substantive difference between the fair value valuation methodology and the previous valuation methodology adopted in the NSW public sector.

Where available, fair value is determined having regard to the highest and best use of the asset on the basis of current market selling prices for the same or similar assets. Where market selling price is not available, the asset’s fair value is measured as its market buying price i.e. the replacement cost of the asset’s remaining future economic benefits. The Department is a not for profit entity with no cash generating operations.

Each class of physical non-current assets is revalued every five years and with sufficient regularity to ensure that the carrying amount of each asset in the class does not differ materially from its fair value at


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reporting date. The last revaluation was completed on 30 June 2005 and was based on independent assessment by MVS Valuers Australia Pty Ltd.

For HCS each class of physical non-current assets is revalued every five years and with sufficient regularity to ensure that the carrying amount of each asset in the class does not differ materially from its fair value at reporting date. The last revaluation was completed on 30 June 2003 by Gray Eisdell Timms Pty Ltd and was based on an independent assessment.

When revaluing non-current assets by reference to current prices for assets newer than those being revalued (adjusted to reflect the present condition of the assets). The gross amount and the related accumulated depreciation is separately restated.

Otherwise, any balances of accumulated depreciation existing at the revaluation date in respect of those assets are credited to the asset accounts to which they relate. The net asset accounts are then increased or decreased by the revaluation increments or decrements.

Revaluation increments are credited directly to the asset revaluation reserve, except that, to the extent that an increment reverses a revaluation decrement in respect of that class of asset previously recognised as an expense in the surplus/deficit, the increment is recognised immediately as revenue in the surplus/deficit.

Revaluation decrements are recognised immediately as expenses in the surplus/deficit, except that, to the extent that a credit balance exists in the asset revaluation reserve in respect of the same class of assets, they are debited directly to the asset revaluation reserve.

Revaluation increments and decrements are offset against one another within a class of non-current assets, but not otherwise.

To the extent that land and buildings are disclosed as one class of assets in the accounts the separate reserves for revaluation are combined.

Where an asset that has previously been revalued is disposed of, any balance remaining in the asset revaluation reserve in respect of that asset is transferred to accumulated funds.

(k) Depreciation of Non-Current Physical AssetsDepreciation is provided for on a straight-line basis for all depreciable assets so as to write off the depreciable amount of each asset as it is consumed over its useful life to the Department.

All material separately identifiable component assets are recognised and depreciated over their shorter useful lives, including those components that in effect represent major periodic maintenance.

Land is not a depreciable asset.

The useful life by asset category is:

DADHC HCS Years Years

Buildings 40 40

General plant, furniture and equipment 4 7

Commercial plant, furniture and equipment 7 –

Industrial Plant 20 –

Computer equipment 3–4 3–4

Motor vehicles – commercial 7 2

Motor Vehicles – passenger 2 –

Leasehold shorter of shorter of improvements term of lease term of lease or estimated life or estimated life

(l) Maintenance and RepairsThe costs of maintenance are charged as expenses as incurred, except where they relate to the replacement of a component of an asset, in which case the costs are capitalised and depreciated.




1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES – continued(m) Leased AssetsA distinction is made between finance leases, which effectively transfer from the lessor to the lessee substantially all the risks and benefits incidental to ownership of the leased assets, and operating leases under which the lessor effectively retains all such risks and benefits. Operating lease payments are charged to the Statement of Financial Performance in the periods in which they are incurred.

(n) ReceivablesReceivables are recognised and carried at cost, based on the original invoice amount less a provision for any uncollectable debts. An estimate for doubtful debts is made when collection of the full amount is no longer probable. Bad debts are written off as incurred.

(o) InventoriesInventories are stated at the lower of cost and net realisable value. The cost is calculated using the weighted average cost or ‘first in first out’ method.

(p) Other Financial Assets‘Other financial assets’ are generally recognised at cost, with the exception of TCorp Hour-Glass Facilities, and deposits at call of HCS, which are measured at net fair value.

For non-current ‘other financial assets’, revaluation increments and decrements are recognised in the same manner as physical non-current assets (see para j).

For current ‘other financial assets’, revaluation increments and decrements are recognised in the Statement of Financial Performance.

(q) Trust fundsDADHC receives monies in a trustee capacity for various trusts as set out in Note 23. As DADHC performs only a custodial role in respect of these monies, and because the monies cannot be used for the achievement of the Department’s own objectives, these funds are not recognised in the financial statements.

(r) Other AssetsOther assets including prepayments are recognised on a cost basis.

(s) Equity TransfersThe transfer of net assets between agencies as a result of an administrative restructure, transfers of programs/functions and parts thereof between NSW public sector agencies are designated as a contribution by owners by NSWTC 01/11 and are recognised as an adjustment to ‘Accumulated Funds’. The treatment is consistent with UIG Abstract 38 ‘Contributions by Owners Made to Wholly Owned Public Sector Entities’.

Transfers arising from an administrative restructure between government departments are recognised at the amount at which the asset was recognised by the transferor government department immediately prior to the restructure. In most instances this will approximate fair value. All other equity transfers are recognised at fair value.

(t) PayablesThese amounts represent liabilities for goods and services provided to the Department and other amounts including interest. Interest is accrued over the period it becomes due.

(u) Budgeted AmountsThe budgeted amounts are drawn from the budgets as formulated at the beginning of the financial year and with any adjustments for the effects of additional appropriations, s21A, s24 and/or s26 of the Public Finance and Audit Act 1983.

The budgeted amounts in the Statement of Financial Performance and the Statement of Cash Flows are generally based on the amounts disclosed in the NSW Budget Papers (as adjusted above). However, in the Statement of Financial Position, the amounts vary from the Budget Papers, as the opening balances of the budgeted amounts are based on carried forward actual amounts, i.e. per the audited financial statements (rather than carried forward estimates).


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(v) Impact of Adopting Australian Equivalents to International Financial Reporting StandardsDADHC and HCS will apply the Australian Equivalents to International Financial Reporting Standards (AEIFRS) from 2005–06.

The following strategy is being implemented to manage the transition to AEIFRS. To date, DADHC and HCS have completed:

(i) a Project Execution Plan for the adoption of AEIFRS

(ii) performed a gap analysis between current financing accounting and reporting practices with AEIFRS

(iii) determined data needs and system requirements to accommodate AEIFRS

(iv) restated the Department’s 2004–05 opening balance sheets in accordance with AEIFRS

(v) prepared and submitted to NSW Treasury 2004–05 primary financial statements on AEIFRS basis.

DADHC and HCS have determined the key areas where changes in accounting policies are likely to impact the financial report. Some of these impacts arise because AEIFRS requirements are different from existing AASB requirements (AGAAP). Other impacts are likely to arise from options in AEIFRS. To ensure consistency at the whole of government level, NSW Treasury has advised agencies of options it is likely to mandate for the NSW Public Sector. The impacts disclosed below reflect Treasury’s likely mandates (referred to as ‘indicative mandates’).

Shown below are management’s best estimates as at the date of preparing the 30 June 2005 financial report of the estimated financial impacts of AEIFRS on DADHC and HCS equity and profit/loss. DADHC and HCS do not anticipate any material impacts on their cash flows. The actual effects of the transition may differ from the estimated figures below because of pending changes to the AEIFRS, including the UIG Interpretations and/or emerging accepted practice in their interpretation and application. DADHC and HCS accounting policies may also be affected by a proposed standard to harmonise accounting standards with Government Finance Statistics (GFS). However, the impact is uncertain because it depends on when this standard is finalised and whether it can be adopted in 2005–06.

(a) Reconciliation of key aggregates for DADHCReconciliation of equity under existing Standards (AGAAP) to equity under AEIFRS

30 June 2005** 1 July 2004* $’000 $’000

Total equity under AGAAP 420,002 363,265

Adjustments to revaluation reserve – Note 1(i) (219) –

Adjustments to accumulated funds – Note 1(i) 11 –

Total equity under AEIFRS 419,794 363,265

Reconciliation of surplus under AGAAP to surplus under AEIFRS 30 June 2005** $’000

Surplus under AGAAP 46,969

Assets Held for Sale – Note 1(i) 11

Surplus under AEIFRS 46,980

* adjustments as at the date of transition**cumulative adjustments as at date of transition plus the year ended 30 June 2005

Note 1: The financial impact of the adoption of AEIFRS is not material. The key changes to accounting policies involve reclassifications of property, plant and equipment.

(i) AASB 5 Non-current Assets Held for Sale and Discontinued Operations requires non-current assets classified as ‘held for sale’ to be reclassified as current and recognised at the lower of the carrying amount and the fair value less costs to sell. Unlike current AGAAP, ‘held for sale’ assets are not depreciated, thereby reducing the depreciation expense. Assets held for Sale as at 30 June 2005 totalled $0.85 million and the reduction in depreciation expense as a result of the reclassification is $11,000.

(ii) AASB 138 Intangible Assets requires the reclassification of Computer Software as Intangible Assets. As at 30 June 2005, the value of Intangible Assets was $13.72 million.




1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES – continued(b) Reconciliation of key aggregates for HCSReconciliation of equity under existing Standards (AGAAP) to equity under AEIFRS

30 June 2005** 1 July 2004* $’000 $’000


Adjustments to accumulated funds for defined benefit superannuation adjustment for change in discount rate – Note 2 1,147 (2,180)


Reconciliation of surplus under AGAAP to surplus under AEIFRS 30 June 2005** $’000

Surplus under AGAAP 11,736

Defined benefit superannuation – Note 2 1,147

Surplus under AEIFRS 12,883

*adjustments as at the date of transition**cumulative adjustments as at date of transition plus the year ended 30 June 2005

Note 2: AASB 119 Employee Benefits requires the defined benefit superannuation obligation to be discounted using the government bond rate as at each reporting date, rather than the long-term expected rate of return on plan assets. Where the superannuation obligation is not assumed by the Crown, this will increase the defined benefit superannuation liability (or decrease the asset for those agencies in an overfunded position) and change the quantum of the superannuation expense.

(c) Grant recognition for not-for-profit entitiesDADHC and HCS will apply the requirements in AASB 1004 Contributions regarding contributions of assets (including grants) and forgiveness of liabilities. There are no differences in the recognition requirements between the new AASB 1004 and the current AASB 1004. However, the new AASB 1004 may be amended by proposals in Exposure Draft ED 125 Financial Reporting by Local Governments. If the ED 125 approach is applied, revenue and/or expense recognition will not occur until either DADHC and HCS supply the related goods and services (where grants are in-substance agreements for the provision of goods and services) or until conditions are satisfied. ED 125 may therefore delay revenue recognition compared with AASB 1004, where grants are recognised when controlled. However, at this stage, the timing and dollar impact of these amendments is uncertain.


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PARENT CONSOLIDATED 2005 2004 2005 2004 $’000 $’000 $’000 $’000

2. EXPENSES (a) Employee related expenses 349,713 333,009 Salaries and wages (including recreation leave) 456,610 447,414 38,101 35,943 Superannuation 48,861 45,675 12,720 15,917 Long service leave 14,232 17,965 28,226 21,796 Workers’ compensation insurance 39,305 33,602 24,091 22,814 Payroll tax and fringe benefits tax 24,215 22,884 20,254 13,664 Contractors and short term staff 29,890 26,062

473,105 443,143 613,113 593,602

Salary related expenditure of $0.3 million relating to the development of the Client Information System has been capitalised. This project commenced in 2003–04 and is expected to be completed in October 2005.

(b) Other operating expenses 93 77 Auditor’s remuneration – audit of financial reports 240 213 936 1,567 Advertising 1,131 1,734 1,526 1,773 Bad and doubtful debts 2,349 1,962 2,329 2,498 Cleaning and linen service 2,497 2,661 2,048 2,422 Computer related 2,474 4,539 470 1,610 Consultancies 498 1,706 2,884 3,657 Equipment 3,674 3,825 4,780 5,772 Fees for services rendered 5,130 5,971 11,478 11,267 Groceries 12,021 11,267 3,758 3,710 Insurance 4,115 4,101 1,477 1,299 Medical support services 1,477 1,299 3,063 3,583 Motor vehicle running costs 3,664 4,164 Operating lease rental expense 16,188 14,096 – minimum lease payments 19,322 17,252 3,835 4,091 Postage and telecommunications 6,403 5,553 2,219 2,476 Printing and stationery 2,835 3,248 1,564 2,475 Staff development 2,025 2,982 – – Subsidies 2,509 2,634 – – Superannuation reserve/liability adjustment – 1,241 1,551 1,791 Travel 9,185 10,278 3,395 3,195 Utilities 3,615 3,416 3,640 4,073 Miscellaneous 4,600 5,475 32,284 33,149 Shared services 34,393 35,216

99,518 104,581 124,157 130,737





2. EXPENSES – continued (c) Depreciation and amortisation expense Depreciation 4,899 3,940 Buildings 4,917 3,958 2,390 2,046 Plant and equipment 2,878 2,869 30 60 Motor vehicles 690 663 Amortisation 1,316 726 Leasehold improvements 1,518 1,001

8,635 6,772 10,003 8,491

(d) Grants and subsidies 4,490 5,509 Ageing Program 4,490 5,447 342,446 321,515 Home and Community Care Program 202,866 179,393 473,542 447,811 Disability Services Program 467,215 442,235 3,951 – Other Grants and Subsidies 3,951 – – 8,720 Capital Grants General Govt Agencies – 8,720

824,429 783,555 678,522 635,795

3. REVENUES (a) Sale of goods and services 29,745 29,466 Rendering of services 56,648 56,782

(b) Investment Income 1,168 1,440 Interest 2,850 2,392 215 178 Rents 296 270

1,383 1,618 3,146 2,662

(c) Grants and contributions 7,281 8,290 Grants from Commonwealth Government 7,281 8,290 488 981 Grants from other Budget Sector Agencies 4,419 5,075

7,769 9,271 11,700 13,365

(d) Other revenue 4,367 79 Assets brought to account for first time 4,367 79 3,678 – TMF Hindsight adjustment 3,678 – – – Superannuation reserve/liability adjustment 2,565 – 4,341 3,511 Other 1,571 3,511

12,386 3,590 12,181 3,590


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4. GAIN/(LOSS) ON DISPOSAL OF NON-CURRENT ASSETS Gain/(loss) on disposal of property, plant and equipment: 10,656 880 Proceeds from disposal 12,788 2,414 – (1,626) Loss on transfer of assets – (1,626) 22,764 9,692 Less: Written down value of assets disposed 25,116 12,045

Net gain/(loss) on disposal of property, (12,108) (10,438) plant and equipment (12,328) (11,257)

The net loss on disposal of non-current assets relates to properties sold ($0.8 million), transferred to a government agency ($0.8 million), transferred to a Trust Fund ($6.6 million) and asset write offs ($3.9 million).

5. CONDITIONS ON CONTRIBUTIONSAs at 30 June 2005, DADHC held $3.4 million in cash at bank representing unspent contributions with conditions from Commonwealth/State agencies. The major unspent contributions with conditions were: $2.0 million from Department of Veteran Affairs; $0.6 million from the Department of Health and the Department of Education and Training for the Early Childhood Intervention Coordination Program and Family First Initiative and $0.2 million for the Office of Protective Commissioner’s Resident Amenities Fund.

6. APPROPRIATIONS Recurrent appropriations Total recurrent drawdowns from Treasury 1,335,819 1,228,427 (per Summary of Compliance) 1,335,819 1,228,427 Less: Liability to Consolidated Fund – 200 (per Summary of Compliance) – 200

1,335,819 1,228,227 1,335,819 1,228,227

Comprising: Recurrent appropriations 1,335,819 1,228,227 (per Statement of Financial Performance) 1,335,819 1,228,227

1,335,819 1,228,227 Total 1,335,819 1,228,227

Capital appropriations Total capital drawdowns from Treasury 34,062 29,602 (per Summary of Compliance) 34,062 29,602 Less: Liability to Consolidated Fund – 1,648 (per Summary of Compliance) – 1,648

34,062 27,954 34,062 27,954

Comprising: Capital appropriations 34,062 27,954 (per Statement of Financial Performance) 34,062 27,954

34,062 27,954 Total 34,062 27,954





7. ACCEPTANCE BY THE CROWN ENTITY OF EMPLOYEE BENEFITS AND OTHER LIABILITIES The following liabilities and/or expenses have been assumed by the Crown Entity 38,101 35,943 Superannuation 38,101 35,943 2,181 2,042 Payroll tax 2,181 2,042 12,720 15,917 Long service leave 12,720 15,917

53,002 53,902 53,002 53,902

8. PROGRAMS/ACTIVITIES OF THE DEPARTMENT(a) Program 28.1.1 – Community Resources and RelationshipObjectives: To provide community resources and strengthen relationships that facilitate older people and people with disabilities to live independently. To enhance attitudes and initiatives supporting inclusion and participation and ensure access to culturally appropriate general community and other services across New South Wales. To improve access to mainstream services so that co-ordinated human services across government include older people, people with a disability and their carers in cross government initiatives.

(b) Program 28.2.1 – Prevention, Early Intervention and Basic SupportObjectives: To provide prevention, early intervention and basic support services that enable older people and people with a disability to remain in their home environments.

(c) Program 28.3.1 – Higher Support NeedsObjectives: To provide equitable and sustainable assistance to older people and people with a disability who have higher support needs to increase their opportunities to participate in community life.

9. CURRENT ASSETS – CASH 178 170 Cash on hand 195 186 30,528 6,233 Cash at bank 32,045 14,492 – – TCorp short term deposits 22,830 9,380

30,706 6,403 55,070 24,058

For the purposes of the Statement of Cash Flows, cash includes cash on hand and cash at bank.Cash assets recognised in the Statement of Financial Position are reconciled to cash at the end of the financial year as shown in the Statement of Cash Flows as follows:

30,706 6,403 Cash (per Statement of Financial Position) 55,070 24,058

Closing cash and cash equivalents 30,706 6,403 (per Statement of Cash Flows) 55,070 24,058


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10. CURRENT/NON-CURRENT ASSETS – RECEIVABLES Current 2,113 1,094 Client fees 9,764 7,205 5,445 9,619 Other debtors 5,796 8,293 (2,217) (3,948) Less: Provision for doubtful debts (4,894) (5,986)

5,341 6,765 10,666 9,512 768 929 Interest receivable 768 929 4,745 13,413 GST receivable (net) 3,986 7,983

10,854 21,107 15,420 18,424

Non-Current 3,749 – Other debtors 3,749 –

3,749 – 3,749 –

Other debtors in Non-Current Assets – Receivables represent premiums payable over 3 years on a 99 year lease of a DADHC property.

11. CURRENT – INVENTORIES Current Inventories Consumable supplies 267 246 At cost 267 246

267 246 267 246

12. NON-CURRENT ASSETS – OTHER FINANCIAL ASSETS – – TCorp – Hour-Glass Investment Facilities 12,427 11,204 1 – Reversionary right 1 –

1 – 12,428 11,204

HCS investments with NSW Treasury Corporation Fund a portion of future employee entitlements. These have been partially funded in prior years by additional grants and are included in Accumulated Funds. The funds are invested in the NSW Treasury Corporation’s Hour Glass Medium Term Growth Facility Trust and Long Term Growth Facility Trust. Although this form of investment is readily converted to cash, it has been classified as a non-current investment because of HCS’ intention to invest for the medium and long term.

DADHC entered into a long term lease agreement for a property located in Bondi Junction NSW in 2004–05. The lease was treated as a sale of property in accordance with AAS 17 ‘Leases’. A reversionary right to the property has been recognised with a nominal value of $1,000.





13. NON-CURRENT ASSETS – PROPERTY, PLANT AND EQUIPMENT

Land and Buildings 412,592 408,895 At Fair Value 412,885 409,188 2 336 Less Accumulated Depreciation 38 354

412,590 408,559 412,847 408,834

Plant and Equipment 38,974 23,599 At Fair Value 45,224 30,275 11,148 8,604 Less Accumulated Depreciation 12,366 9,816

27,826 14,995 Subtotal Plant and Equipment 32,858 20,459

Represented by: Motor Vehicles 227 227 At Fair Value 5,079 4,828 194 164 Less Accumulated Depreciation 850 602

33 63 4,229 4,226

Leasehold Improvements 9,955 6,171 At Fair Value 10,648 7,049 4,321 3,058 Less Accumulated Depreciation 4,670 3,333

5,634 3,113 5,978 3,716

Plant and Equipment – Other 28,792 17,201 At Fair Value 29,497 18,398 6,633 5,382 Less Accumulated Depreciation 6,846 5,881

22,159 11,819 22,651 12,517

27,826 14,995 Subtotal Plant and Equipment 32,858 20,459

Total Property, Plant and Equipment 440,416 423,554 at Net Book Value 445,705 429,293


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13 NON-CURRENT ASSETS – PROPERTY, PLANT AND EQUIPMENT– continued

ReconciliationsReconciliations of the carrying amounts of each class of property, plant and equipment at the beginning and end of the current and previous financial year are set out below.

Leasehold Land and Motor Plant and Improve- Buildings Vehicles Equipment ments TotalPARENT $’000 $’000 $’000 $’000 $’000

2005Carrying amount at start of year 408,559 63 11,819 3,113 423,554Additions 17,477 – 12,799 3,850 34,126Disposals (22,682) – (69) (13) (22,764)Net revaluation increment less revaluation decrements 9,768 – – – 9,768Depreciation expense (4,899) (30) (2,390) (1,316) (8,635)Other* 4,367 – – – 4,367

Carrying amount at end of year 412,590 33 22,159 5,634 440,416

*Assets brought to account for first time

Leasehold Land and Motor Plant and Improve- Buildings Vehicles Equipment ments TotalCONSOLIDATED $’000 $’000 $’000 $’000 $’000

2005Carrying amount at start of year 408,834 4,226 12,517 3,716 429,293Additions 17,477 2,580 13,483 3,856 37,396Disposals (22,682) (1,887) (471) (76) (25,116)Net revaluation increment less revaluation decrements 9,768 – – – 9,768Depreciation expense (4,917) (690) (2,878) (1,518) (10,003)Other* 4,367 – – – 4,367

Carrying amount at end of year 412,847 4,229 22,651 5,978 445,705

*Assets brought to account for first time

14. CURRENT LIABILITIES – PAYABLES 9 3,049 Accrued salaries, wages and on-costs 2,354 3,032 20,934 45,672 Creditors 23,859 49,775 219 276 Payroll deductions 343 276

21,162 48,997 26,556 53,083





15. CURRENT/NON-CURRENT LIABILITIES – PROVISIONS Current Employee benefits and related on-costs 32,744 28,154 Recreation leave 40,524 35,222 4,850 4,219 Payroll tax 4,850 4,219 4,046 1,819 Workers compensation on long service leave 4,046 1,819 – – Long service leave 10,280 9,936 65 298 Fringe benefit tax 65 298 – – Provision for redundancy – 135

41,705 34,490 Total Current 59,765 51,629

Non-Current Employee benefits and related on-costs 3,124 2,710 Payroll tax 3,124 2,710 – – Long service leave 2,001 – – – Superannuation 2,839 5,298

3,124 2,710 Total Non-Current 7,964 8,008

44,829 37,200 Total Provisions 67,729 59,637

Aggregate employee benefits and related on-costs 41,705 34,490 Provisions – current 59,765 51,629 3,124 2,710 Provisions – non-current 7,964 8,008 9 3,049 Accrued salaries, wages and on-costs (Note 14) 2,354 3,032

44,838 40,249 70,083 62,669

Annual and Long Service LeaveHCS employee entitlements for annual leave and long service leave of $20.1 million have been partially funded by investments of $12.4 million in the NSW Treasury Corporation’s Hour-Glass Investment Facility Trusts, (see Note 12) with the balance reflected in working capital.

SuperannuationMercer Human Resource Consulting Pty Ltd completed an actuarial assessment of HCS superannuation liabilities for the defined benefit scheme administered by the Superannuation Administration Authority as at 30 June 2005 based upon membership data as at 31 March 2005. The superannuation schemes include the State Superannuation Scheme, the State Authorities Superannuation Scheme and the State Authorities Non-Contributory Superannuation Scheme

The actuary’s assessment of HCS unfunded liability as at 30 June 2005 is shown below in respect of its obligations to each superannuation fund. The superannuation funding position as at 30 June 2005 has not changed significantly from 30 June 2004. The increase in fund value of $2.6 million (increase of $0.5 million in 2003–04) has been included in the Statement of Financial Performance under the heading of ‘Other’ expenses (see Note 3(d)).


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15. CURRENT/NON-CURRENT LIABILITIES – PROVISIONS – continued

The unfunded superannuation liability of HCS disclosed in the Consolidated Statement of Financial Position comprises:

HCS 2005 2004 $’000 $’000

Gross LiabilityState Superannuation Scheme 748 1,023State Authorities Superannuation Scheme 26,003 25,699State Authorities Non-Contributory Superannuation Scheme 6,488 6,504

33,239 33,226

Investment ReserveState Superannuation Scheme (925) (917)State Authorities Superannuation Scheme (23,611) (21,492)State Authorities Non-Contributory Superannuation Scheme (5,865) (5,413)

(30,401) (27,822)

Net Liability (Asset)State Superannuation Scheme (177) 106State Authorities Superannuation Scheme 2,392 4,207State Authorities Non-Contributory Superannuation Scheme 623 1,091

2,838 5,404


16. CURRENT/NON-CURRENT LIABILITIES – OTHER Current – 1,848 Liability to Consolidated Fund – 1,848

– 1,848 – 1,848




17. CHANGES IN EQUITY Asset Accumulated Revaluation Funds Reserve Total EquityPARENT 2005 2004 2005 2004 2005 2004

Balance at the beginning of the financial year 229,704 229,375 133,561 65,512 363,265 294,887

Changes in equity – transactions with owners as owners

Increase/(decrease) in net assets from equity transfers – – – – – –

Total – – – – – –

Changes in equity – other than transactions with owners as owners

Surplus/(deficit) for the year 46,969 41 – – 46,969 41

Increment/decrement on revaluation of other financial assets – – – – – –

Increment/decrement on revaluation of:

Land and Buildings – – 9,768 68,337 9,768 68,337

Motor Vehicles – – – – – –

Plant and Equipment – – – – – –

Leasehold Improvements – – – – – –

Other increases/(decreases) due to the reclassification of account – – – – – –

Total 46,969 41 9,768 68,337 56,737 68,378

Transfers within equity

Asset revaluation reserve balance transferred to accumulated funds on disposal of asset 7,851 288 (7,851) (288) – –

Total 7,851 288 (7,851) (288) – –

Balance at the end of the financial year 284,524 229,704 135,478 133,561 420,002 363,265


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17. CHANGES IN EQUITY – continued Asset Accumulated Revaluation Funds Reserve Total EquityCONSOLIDATED 2005 2004 2005 2004 2005 2004

Balance at the beginning of the financial year 228,548 226,944 140,109 71,197 368,657 298,141

Changes in equity – transactions with owners as owners

Increase/(decrease) in net assets from equity transfers – – – – – –

Total – – – – – –

Changes in equity – other than transactions with owners as owners

Surplus/(deficit) for the year 58,702 930 – – 58,702 930

Increment/decrement on revaluation of other financial assets – – 1,223 1,249 1,223 1,249

Increment/decrement on revaluation of:

Land and Buildings – – 9,768 68,337 9,768 68,337

Motor Vehicles – – – – – –

Plant and Equipment – – – – – –

Leasehold Improvements – – – – – –

Other increases/(decreases) due to the reclassification of account 4 – – – 4 –

Total 58,706 930 10,991 69,586 69,697 70,516

Transfers within equity

Asset revaluation reserve balance transferred to accumulated funds on disposal of asset 8,061 674 (8,061) (674) – –

Total 8,061 674 (8,061) (674) – –

Balance at the end of the financial year 295,315 228,548 143,039 140,109 438,354 368,657

Asset revaluation reserveThe asset revaluation reserve is used to record increments and decrements on the revaluation of non-current assets.

This accords with the Department’s policy on the ‘Revaluation of Physical Non-Current Assets’ and ‘Investments’ as discussed in Note 1.





18. COMMITMENTS FOR EXPENDITURE (a) Capital Commitments Aggregate other expenditure for the acquisition of property contracted for at balance date and not provided for: 2,553 – Not later than one year 2,553 – – – Later than one year and not later than 5 years – –

2,553 – Total (including GST) 2,553 –

(b) Other Expenditure Commitments Aggregate other expenditure for the acquisition of plant and equipment contracted for at balance date and not provided for: 982 512 Not later than one year 1,088 618 – – Later than one year and not later than 5 years – –

982 512 Total (including GST) 1,088 618

(c) Operating Lease Commitments Future non-cancellable operating lease rentals not provided for and payable: 11,169 10,418 Not later than one year 14,531 13,189 10,092 10,197 Later than one year and not later than 5 years 13,605 14,091 887 – Later than 5 years 887 –

22,148 20,615 Total (including GST) 29,023 27,280

(d) Grant Commitments Future non-cancellable grant commitments not provided for and payable: 823,616 751,112 Not later than one year 823,616 751,112 91,914 340,175 Later than one year and not later than 5 years 91,914 340,175 – – Later than 5 years – –

915,530 1,091,287 Total (including GST) 915,530 1,091,287

The total commitments above include input tax credits of $85.6 million (Parent) and $86.2 million (Consolidated) that are expected to be recoverable from the Australian Taxation Office.

Grant commitments represent recurrent and fixed term commitments to funded service providers. The commitments are as per terms and conditions of the Funding Agreement between DADHC and the service provider. These commitments will be met from future appropriations.


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19. CONTINGENT LIABILITIES AND CONTINGENT ASSETS

– 55 Claims by officers – 55

– 55 – 55

There are no claims against DADHC and HCS in 2004–05.

20. BUDGET REVIEWDADHCNet cost of servicesDADHC’s net cost of services for 2004–05 was $1,375.9 million, 2.1% or $27.9 million higher than budget. The increase in expenses of $28.3 million was mainly funded by supplementations to the budget of $55.7 million to enable DADHC to meet cost pressures in DADHC operated services and additional program costs such as the boarding house project, viability grants, the continuation of the Post School Options and voluntary redundancies. Additionally, a net loss on disposal of assets of $12.1 million was incurred from property sales and transfers of property to other agencies. The increase in expenses was offset by a $12.5 million increase in revenue mainly attributable to assets recognised for the first time of $4.4 million and a workers compensation hindsight adjustment of $3.7 million.

Assets and LiabilitiesAssets as at 30 June 2005 were higher than budget by $7.8 million. Current Assets increased by $17.8 million as a result of a $20.0 million cash injection from Consolidated Fund and property acquisitions. This was offset by a reduction in receivables of $11.1 million due to write offs and an increase to the provision for doubtful debts. Also, the increase in land and buildings was lower than budget as a result of asset disposals.

Liabilities were $11.1 million lower than budget. With improved cash flows in 2004–05, the Department reduced trade creditors.

Cash FlowsThe cash balance was $30.7 million as at 30 June 2005. The higher than budgeted cash balance is attributable to a cash injection of $20.0 million and the retention of proceeds from asset sales of $5.6 million for property acquisitions relating to the Asset Rationalisation Program.



21. RECONCILIATION OF CASH FLOWS FROM OPERATING ACTIVITIES TO NET COST OF SERVICES 52,772 32,249 Net Cash Used on operating activities 61,085 37,020 (1,392,889) (1,274,948) Cash Flows from Government (1,392,889) (1,274,948) Acceptance by Crown Entity of employee (28,146) (31,236) benefits and other liabilities (28,146) (31,236) (12,108) (10,438) Net gain/(loss) on the disposal of assets (12,328) (11,257) (8,635) (6,772) Depreciation (10,003) (8,491) 27,835 (25,269) (Increase)/decrease in accounts payable 26,525 (23,730) (7,629) (1,677) (Increase)/decrease in employee benefits (8,092) 1,966 Increase/(decrease) in receivables, inventories (11,481) 7,970 and other assets (4,700) 1,444 4,367 79 Prior year’s assets brought to account 4,367 79

(1,375,914) (1,310,042) Net Cost of Services (1,364,181) (1,309,153)

22. NON-CASH FINANCING AND INVESTING ACTIVITIESDuring the year the Department brought to account for the first time prior year assets of $4.4 million. Refer Note 3(d). These properties were transferred to the Department by the Department of Community Services ($1.6 million), the Department of Health ($0.8 million) and others ($2.0 million).

23. TRUST FUNDSDADHC holds monies in bank trust accounts which are used for persons in care. These monies are excluded from the financial statement as DADHC cannot use them for the achievement of its objectives.

The following is a summary of the transactions in the trust accounts:

230 323 Cash balance at the beginning of the financial year 230 323 5,039 5,053 Add: Receipts 5,039 5,053 (5,001) (5,146) Less: Expenditure (5,001) (5,146)

268 230 Cash balance at the end of the financial year 268 230

The Director-General of DADHC was appointed Trustee of the John Williams Memorial Charitable Trust on 4 February 2005. The Trust was set up for the purpose of providing both respite care accommodation for children with disabilities and other care accommodation for children with disabilities where that accommodation is provided in conjunction with other support services of a medical nature. As at 30 June 2005, Trust assets totalled $9.1 million representing proceeds from the sale of the John Williams Memorial Centre on 30 June 2005.

24. ADMINISTERED REVENUE – CONSOLIDATED FUNDDADHC received $4.3 million from service providers in 2004–05 representing a return of unspent grants under the following programs: $2.3 million for the Disability Services program and $2.0 million for the Home and Community Care program. As cash recoveries relating to grants are considered Consolidated Fund monies, receipts are remitted to the Crown Entity on a regular basis. As at 30 June 2005, unremitted cash recoveries totalled $0.2 million.




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25. FINANCIAL INSTRUMENTSFinancial instruments give rise to positions that are financial assets or liabilities (or equity instruments) of either the Department or its counterparties. These include Cash at Bank, Receivables Hour-Glass Investment Facilities and Trade Creditors and Accruals. Classes of instruments are recorded at cost and are carried at net fair value.

CashCash comprises cash on hand and bank balances within the Treasury Banking System. Interest is earned on daily bank balances at the monthly average NSW Treasury Corporation (TCorp) 11.00am unofficial cash rate adjusted for a management fee to Treasury.

ReceivablesAll trade debtors are recognised as amounts receivable at balance date. Collectibility of trade debtors is reviewed on an ongoing basis. Debts that are known to be uncollectible are written off. A provision for doubtful debts is raised when some doubt as to collection exists. The credit risk is the carrying amount (net of any provision for doubtful debts). No interest is earned on trade debtors. The carrying amount approximates net fair value.

Hour-Glass Investment FacilitiesHCS has investments in TCorp’s Hour-Glass Investment Facilities. HCS investments are represented by a number of units in managed investments within the facilities. Each facility has different investment horizons and comprises a mix of asset classes appropriate to that investment horizons. TCorp appoints and monitors fund managers and establishes and monitors the application of appropriate investment guidelines.


The Department ‘s investments are: – – Cash Facility 22,830 9,380 – – Medium Term Growth Facility 4,972 4,551 – – Long Term Growth Facility 7,455 6,653

– – 35,257 20,584

These investments are generally able to be redeemed with up to five business days notice (dependent upon the facility). The value of the investments held can decrease as well as increase depending upon market conditions. The value that best represents the maximum credit risk exposure is the net fair value. The value of the above investments represents HCS share of the value of the underlying assets of the facility and is stated at net fair value.

Trade Creditors and AccrualsThe liabilities are recognised for amounts due to be paid in the future for goods or services received, whether or not invoiced. Amounts owing to suppliers (which are unsecured) are settled in accordance with the policy set out in Treasurer’s Direction 219.01. If trade terms are not specified, payment is made no later than the end of the month after the month in which an invoice or a statement is received. Treasurer’s Direction 219.01 allows the Minister to award interest for late payment. No interest was applied during the year.

26. AFTER BALANCE DATE EVENTSThe Department is not aware of any circumstances that occurred after balance date which would render particulars included in the Financial Statements to be misleading.

End of Audited Financial Statements


07 Home Care Financial Statements

ContentsIndependent Audit Report 115

Statement by the Director-General 117

Statement of Financial Performance 118

Statement of Financial Position 119

Statement of Cash Flows 120

Notes to and forming part of the Financial Statements 121


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HOME CARE SERVICE OF NEW SOUTH WALES



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Pursuant to Section 41C(1B) and (1C) of the Public Finance and Audit Act, 1983 (Act) I state that:

(a) The accompanying financial statements exhibit a true and fair view of the financial position of the Home Care Service of New South Wales as at 30 June 2005 and transactions for the year then ended.

(b) The financial statements have been prepared in accordance with applicable Australian Accounting Standards, other authoritative pronouncements of the Australian Accounting Standards Board, Urgent Issues Group (UIG) Consensus Views, the provisions of the Act, Public Finance and Audit Regulation 2000 and the Treasurer’s Directions.

(c) Further, I am not aware of any circumstances which would render any particulars included in the financial statements to be misleading or inaccurate.

Brendan O’ ReillyDirector-General

13 October 2005


Statement by the Director-General

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2005 2004 Note $’000 $’000

Revenue from ordinary activities 3, 4, 5 and 6 183,957 184,325

Employee related costs 7 107,851 114,966

Depreciation expense 13 1,369 1,719

Superannuation expense 10,759 11,480

Other expenses from ordinary activities 9 52,242 55,265

Surplus for the year from ordinary activities 11,736 895

Non owner transaction changes in equity

Net Increase in asset revaluation reserve 1,013 863

Valuation adjustments recognised directly in equity 210 386

Total revenues, expenses and valuation adjustments recognised directly in equity 1,223 1,249

Total changes in equity other than those resulting from transactions with Owners as Owners 16 12,959 2,144

The above statement of financial performance should be read in conjunction with the accompanying notes.


Statement of Financial PerformanceFor the year ended 30 June 2005


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2005 2004 Note $’000 $’000

ASSETS

Current Assets

Cash 10 24,364 17,654

Receivables 11 6,020 7,552

Total Current Assets 30,384 25,206

Non-Current Assets

Other financial asset 12 12,427 11,204

Property, plant and equipment 13 5,289 5,739

Total Non-Current Assets 17,716 16,943

TOTAL ASSETS 48,100 42,149

LIABILITIES

Current Liabilities

Payables 14 6,873 10,727

Provisions 15 8,927 9,635

Total Current Liabilities 15,800 20,362

Non-Current Liabilities

Provisions 15 13,944 16,390

Total Non-Current Liabilities 13,944 16,390

TOTAL LIABILITIES 29,744 36,752

NET ASSETS 18,356 5,397

EQUITY 16

Reserves 7,561 6,548

Accumulated surplus/(deficit) 10,795 (1,151)

TOTAL EQUITY 18,356 5,397

The above statement of financial position should be read in conjunction with the accompanying notes.


Statement of Financial PositionAs at 30 June 2005


2005 2004 $’000 $’000 Inflows/ Inflows/ Note (Outflows) (Outflows)

CASH FLOWS FROM OPERATING ACTIVITIES

Payments

Employee-related (140,059) (128,638)

Other (48,124) (79,455)

Total Payments (188,183) (208,093)

Receipts

Fees 27,672 31,781

Interest and investment 1,682 952

Other 2,672 2,290

Total Receipts 32,026 35,023

Cash Flows From Government

Government Grants

Home and Community Care Program 144,762 156,477

Community Options Program 3,619 4,700

Other Government grants 11,796 12,505

Attendant Care Program 4,283 4,126

Net cash flows from government 164,460 177,808

Net cash provided by operating activities 22 8,303 4,738

CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of plant and equipment (3,270) (2,571)

Proceeds from sale of plant and equipment 1,677 1,533

Net cash flows from investing activities (1,593) (1,038)

Net increase in cash 6,710 3,700

Opening cash and cash equivalents 17,654 13,954

Closing cash and cash equivalents 20 24,364 17,654

The above statement of cash flows should be read in conjunction with the accompanying notes.


Statement of Cash FlowsFor the year ended 30 June 2005


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1. REPORTING ENTITYThe Home Care Service of New South Wales (Home Care) as a reporting entity, comprises all the operating activities of the Home Care Service of NSW. Home Care may provide home-based care services to persons who are ill, have a disability or are otherwise incapacitated or who are affected by personal or family problems.

2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIESDuring the year Home Care has been maintaining proper accounts and records for its operations as required by Section 41(1) of the Public Finance and Audit Act, 1983.

(a) Basis of accountingThe financial statements are a general purpose financial report and have been prepared on an accrual basis (except for Government grants, refer Note 2(b)(i)) and in accordance with applicable Australian Accounting Standards; other authoritative pronouncements of the Australian Accounting Standards Board (AASB); Urgent Issues Group (UIG) Consensus Views; the Public Finance and Audit Act 1983 and Regulations; and the Financial Reporting Directions issued by the Treasurer under section 9(2)(n) of the Act.

Where there are inconsistencies between the above requirements, the legislative provisions have prevailed.

In the absence of a specific Accounting Standard, other authoritative pronouncements of the AASB or UIG Consensus View, the hierarchy of other pronouncements as outlined in AAS 6 ‘Accounting Policies’ is considered.

The financial statements are prepared in accordance with the historical cost convention, except deposits at call, investments and certain property, plant and equipment which are recorded at fair value. The accounting policies are consistent with those of the previous year with the exception of aligning its capital threshold limits with those used by its controlling entity the Department of Ageing, Disability & Home Care.

All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency.

(b) Revenue recognition(i) Government grantsGovernment grants are accounted for in accordance with the relevant funding agreement. Where there is an agreement that unexpended grants will be returned to the funder in the event that an agreed level of performance has not been met (eg number of hours) and it has been past practice to return such funds, Home Care recognises these funds as a liability. In all other cases grants are recognised as revenue in the year of receipt.

(ii) InterestInterest revenue is recognised on a time proportionate basis that takes into account the effective yield on the cash and investment balances.

(iii) Other revenueAll other revenue is recognised to the extent that it is probable that the economic benefits will flow to the entity and the revenue can be readily measured. The following specific recognition criteria must also be met before revenue is recognised:

(a) Sale of goods/assets

Control of the goods/assets has passed to the buyer.

(b) Rendering of services

Where the contract outcome can be readily measured:

■ control of a right to be compensated for the services has been attained and the stage of completion can be reliably measured. Stage of completion is measured by discrete blocks of service hours delivered.

Where the contract outcome cannot be readily measured:

■ revenue is recognised only to the extent that costs have been incurred.




2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES – continued(c) Employee Benefits and other Provisions(i) Wages and SalariesThese are recognised and measured as the amount unpaid at the reporting date at current pay rates in respect of employee services up to that date.

(ii) Annual and Long Service LeaveAnnual leave is calculated based upon the employees entitlement at year end. A long service leave liability has been provided for all employees, who have five or more continuous years of service, calculated at present values in accordance with Government Actuary factors provided by Treasury.

(iii) Sick LeaveNo liability is recognised in the financial statements for unused non-vesting sick leave as Home Care does not consider it probable that sick leave taken in the future will be greater than the entitlements accrued in the future.

(iv) SuperannuationHome Care contributes into four superannuation schemes on behalf of its staff. The First State Superannuation scheme is an accumulation fund which receives contributions under the Superannuation Guarantee levy legislation. The other three funds which are described in Note 15 are defined benefit funds.

The liability for accrued benefits under the defined benefits funds represents the value of the present obligation to pay benefits to members and other beneficiaries and is determined as the present value of expected future payments which arise from membership of the fund to balance date. The present value is measured by reference to expected future wage and salary levels, investment return and by application of a market determined, risk adjusted discount and appropriate actuarial assumptions.

The actuarial assumptions used as a basis for the reserve account calculations were performed as at 30 June 2005. They are as follows:

2004–05 and thereafter %

CPI 2.5Salary Escalation 4.0Rate of Investment return 7.0

(d) InsuranceEffective cover has been arranged through the NSW Treasury Managed Fund (TMF). The TMF covers all potential risks including workers’ compensation, public liability, motor vehicles, property and miscellaneous risks. The deposit premiums are determined by the fund manager based on claims experience with the adjustment premium being determined at the third and fifth year after the commencement of the insurance year.

(e) Accounting for the Goods and Services Tax (GST)Revenues, expenses and assets are recognised net of the amount of GST, except:

■ The amount of GST incurred by Home Care as a purchaser that is not recoverable from the Australian Taxation Office is recognised as part of the cost of acquisition of an asset or as part of an item of expense.

■ Receivables and payables are stated with the amount of GST included.

(f) Income TaxHome Care is exempt from paying income tax under the Income Tax Assessment Act 1997. Home Care is not a Government Trading Enterprise of the New South Wales Government and as such is not subject to the tax equivalent payments scheme.

(g) LeasesReal property and motor vehicle leases under which all the risks and benefits of ownership are effectively retained by the lessor are classified as operating leases. Operating lease payments are charged to expenses in the period in which they are incurred.

(h) Capitalisation of assetsDuring 2004–05 Home Care has adopted the capital threshold limits of its controlling entity.

Assets costing in excess of $5,000 ($1,000 2003–04) are now capitalised.

(i) Acquisition of assetsAssets when acquired are included in the financial statements at original cost. Original cost is determined as their fair value plus costs incidental to acquisition. Home Care, as a non-profit organisation whose service potential is not related to the ability to generate net cash flows, is not applying the recoverable amount test.


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(j) Revaluation of physical non current assetsPhysical non-current assets are valued in accordance with the ‘Guidelines for the Valuation of Physical Non-Current Assets at Fair Value’ (TPP 03-02). This policy adopts fair value in accordance with AASB 1041 from financial years beginning on or after 1 July 2002. There is no substantive difference between the fair value valuation methodology and the previous valuation methodology adopted in the NSW public sector.

Where available, fair value is determined having regard to the highest and best use of the asset on the basis of current market selling prices for the same or similar assets. Where market selling price is not available, the asset’s fair value is measured as its market buying price ie the replacement cost of the asset’s remaining future economic benefits. The agency is a not for profit entity with no cash generating operations.

Each class of physical non-current assets is revalued every five years and with sufficient regularity to ensure that the carrying amount of each asset in the class does not differ materially from its fair value at reporting date. The last revaluation was completed on 30 June 2003 by Gray Eisdell Timms Pty Ltd and was based on an independent assessment.

When revaluing non-current assets by reference to current prices for assets newer than those being revalued (adjusted to reflect the present condition of the assets), the gross amount and the related accumulated depreciation is separately restated.

Otherwise any balances of accumulated depreciation existing at the revaluation date in respect of those assets are credited to the asset accounts to which they relate. The net asset accounts are increased or decreased by the revaluation increments or decrements.

Revaluation increments are credited directly to the asset revaluation reserve, except that, to the extent that an increment reverses a revaluation decrement in respect of that class of asset previously recognised as an expense in the surplus/deficit, the increment is recognised immediately as revenue in the surplus/deficit.

Revaluation decrements are recognised immediately as expenses in the surplus/deficit, except that, to the extent that a credit balance exists in the asset revaluation reserve in respect of the same class of assets, they are debited directly to the asset revaluation reserve.

Revaluation increments and decrements are offset against one another within a class of non-current assets, but not otherwise.

Where an asset that has previously been revalued is disposed of, any balance remaining in the asset revaluation reserve in respect of that asset is transferred to accumulated funds.

(k) Depreciation of property, plant and equipmentDepreciation is provided on a straight line basis for all depreciable assets so as to write off the depreciable amount of each asset as it is consumed over its useful life to Home Care. Land is not a depreciable asset. The useful life by asset category is:

30 June 2005 Years

Buildings 40Computer equipment 3–4Furniture and equipment 7Motor vehicle 2

(l) Leasehold improvementsThe cost of improvements to leasehold properties is amortised over the unexpired period of the lease or estimated useful life of the improvement, whichever is the shorter.

(m) ReceivablesReceivables are recognised and carried at cost, based on the original invoice amount less a provision for any uncollectable debts. An estimate for doubtful debts is made when collection of the full amount is no longer probable. Bad debts are written off as incurred.

(n) Deposit at call and other financial assetsThe increase in unit value for deposit at call is taken up as interest and investment income. The increase or decrease in the unit value of long term investments is taken up in the Asset Revaluation Reserve.




2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES – continued(o) PayablesThese amounts represent liabilities for goods and services provided to the agency and other amounts.

(p) Financial instrumentsFinancial instruments give rise to positions that are a financial asset of either Home Care or its counterparty and a financial liability (or equity instrument) of the other party. For Home Care these include cash at bank and on hand, deposits at call, receivables, investments and payables. All financial instruments disclosed in Note 17 are carried in the accounts at net fair value unless otherwise stated.

Classes of financial instruments recorded at cost comprise:

■ cash at bank and on hand

■ receivables

■ payables

Classes of financial instruments recorded at market value comprise:

■ deposits at call

■ investments

All financial instruments, including revenue, expenses or other cash flows arising from instruments, are recognised on an accrual basis.

(q) Impact of Adopting Australian Equivalents to IFRSHome Care will apply the Australian equivalents to International Financial Reporting Standards (AEIFRS) from 2005–06.

The following strategy is being implemented to manage the transition to AEIFRS. To date, Home Care has completed:

(i) A Project Execution Plan for the adoption of AEIFRS

(ii) Performed a gap analysis between current financial accounting and reporting practices with AEIFRS.

(iii) Determined data needs and system requirements to accommodate AEIFRS.

(iv) Restated the Service’s 2004–05 opening balance sheet in accordance with AEIFRS.

(v) Prepared and submitted to NSW Treasury 2004–05 primary financial statements on AEIFRS basis.

Home Care has determined the key areas where changes in accounting policies are likely to impact the financial report. Some of these impacts arise because AEIFRS requirements are different from existing AASB requirements (AGAAP). Other impacts are likely to arise from options in AEIFRS. To ensure consistency at the whole of government level, NSW Treasury has advised agencies of options it is likely to mandate for the NSW Public Sector. The impacts disclosed below reflect Treasury’s likely mandates (referred to as ‘indicative mandates’).

Shown below are management’s best estimates as at the date of preparing the 30 June 2005 financial report of the estimated financial impacts of AEIFRS on the Home Care’s equity and profit/loss. Home Care does not anticipate any material impacts on its cash flows. The actual effects of the transition may differ from the estimated figures below because of pending changes to the AEIFRS, including the UIG Interpretations and/or emerging accepted practice in their interpretation and application. Home Care’s accounting policies may also be affected by a proposed standard to harmonise accounting standards with Government Finance Statistics (GFS). However, the impact is uncertain because it depends on when this standard is finalised and whether it can be adopted in 2005–06.

(a) Reconciliation of key aggregatesReconciliation of equity under existing Standards (AGAAP) to equity under AEIFRS: 30 June 2005** 1 July 2004* $000 $000


Adjustments to accumulated funds

Defined benefit superannuation adjustment for change in discount rate (Note 1) 1,147 (2,180)


* = adjustments as at the date of transition**= cumulative adjustments as at date of transition plus the year ended 30 June 2005


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Reconciliation of surplus/(deficit) under AGAAP to surplus/(deficit) under AEIFRS:Year ended 30 June 2005

$000

Surplus/(deficit) under AGAAP 11,736

Defined benefit superannuation (Note 1) 1,147

Surplus/(deficit) under AEIFRS 12,883

Note to the tables above1. AASB 119 Employee Benefits requires the defined benefit superannuation obligation to be discounted using the government bond rate as at each reporting date, rather than the long-term expected rate of return on plan assets. Where the superannuation obligation is not assumed by the Crown, this will increase the defined benefit superannuation liability (or decrease the asset for those agencies in an overfunded position) and change the quantum of the superannuation expense.

(b) Financial InstrumentsIn accordance with NSW Treasury’s indicative mandates, Home Care will apply the exemption provided in AASB 1 First-time Adoption of Australian Equivalents to International Financial Reporting Standards not to apply the requirements of AASB 132 Financial Instruments: Presentation and Disclosures and AASB 139 Financial Instruments: Recognition and Measurement for the financial year ended 30 June 2005. These Standards will apply from 1 July 2005. None of the information provided above includes any impacts for financial instruments. However, when these Standards are applied, they are likely to impact on retained earnings (on first adoption) and the amount and volatility of profit/loss. Further, the impact of these Standards will in part depend on whether the fair value option can or will be mandated consistent with Government Finance Statistics.

(c) Grant recognition for not-for-profit entitiesHome Care will apply the requirements in AASB 1004 Contributions regarding contributions of assets (including grants) and forgiveness of liabilities. There are no differences in the recognition requirements between the new AASB 1004 and the current AASB 1004. However, the new AASB 1004 may be amended by proposals in Exposure Draft ED 125 Financial Reporting by Local Governments. If the ED 125 approach is applied, revenue and/or expense recognition will not occur until either Home Care supplies the related goods and services (where grants are in-substance agreements for the provision of goods and services) or until conditions are satisfied. ED 125 may therefore delay revenue recognition compared with AASB 1004, where grants are recognised when controlled. However, at this stage, the timing and dollar impact of these amendments is uncertain.




2005 2004 $’000 $’000

3. GOVERNMENT GRANTS

Home and Community Care Program 130,140 132,251

Community Options Projects 3,619 4,273

Attendant Care Program 4,283 3,751

Other Government Grants 11,796 11,580

149,838 151,855

4. FEES

Home & Community Care (HACC) fees 10,714 11,591

Veterans’ Home Care fees 10,574 11,499

Community Options Program fees 1,661 1,353

Corporate Clients fees 2,401 1,611

Others 1,548 1,775

26,898 27,829

Home Care charges service fees to HACC customers for services based on the customers’ ability to pay. Service to HACC customers does not depend on the payment of fees and service is not refused due to an inability to pay. The amount contributed by the HACC customer is determined by Home Care’s Service Coordinator and Assessor at the time of the customer assessment in accordance with Home Care’s guidelines. Home Care also provides services to commercial, Commonwealth and State agencies where fees are charged to reflect cost recovery.

5. INTEREST AND INVESTMENT INCOME

Interest received on bank accounts 232 166

Investment income 1,450 786

1,682 952

Home Care’s bankers pay interest on the aggregate net credit daily balance of the Central Office and Branch Office Bank Accounts. The interest rate is varied by the Banks in line with money market rate movements and is credited to the individual accounts on a monthly basis.

Investment income is also earned on deposits at call with the NSW Treasury Corporation, where unit value is determined on a daily basis.


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2005 2004 $’000 $’000

6. OTHER – REVENUE

Superannuation reserve/liability adjustment (Note 15) 2,566 507

Sundry 1,296 1,649

Proceeds from sale of plant and equipment 1,677 1,533

5,539 3,689

7. EMPLOYEE RELATED COSTS

Salaries and wages 98,307 103,464

Annual leave 7,908 9,385

Long service leave 1,512 2,047

Fringe benefit tax 124 70

107,851 114,966

8. INSURANCE PREMIUMS

Workers compensation 11,079 11,205

Motor vehicle 133 165

Public liability 165 164

Property 47 47

Miscellaneous 12 13

11,436 11,594

The Treasury Managed Fund normally calculates hindsight adjustment premiums each year. The 2004–05 workers compensation premium includes the final hindsight adjustment for the 1998–99 fund year of $2.084 million (no GST applicable) and an interim credit adjustment for the 2000–01 fund year of $0.916 million (including GST).




2005 2004 $’000 $’000

9. OTHER – EXPENSESContract services 10,179 12,397

Administration expenses 14,891 14,219

Insurance premiums (Note 8) 11,436 11,594

Travel 8,237 9,043

Operating lease rental expense 3,133 3,156

Training 1,017 2,088

Consultants fees 28 95

Bad and doubtful debts 823 189

Auditor’s remuneration – audit of the financial report 147 130

Written down value of assets sold 2,351 2,354

52,242 55,265

10. CURRENT ASSETS – CASHCash at bank and on hand 1,534 8,274

Deposit at call 22,830 9,380

24,364 17,654

11. CURRENT ASSETS – RECEIVABLESDebtors 8,209 9,526

Less: Provision for doubtful debts (2,677) (2,038)

5,532 7,488

Prepayments 6 5

Sundry debtors 482 59

6,020 7,552

12. NON-CURRENT ASSETS – OTHER FINANCIAL ASSETSummary of MovementsNSW Treasury Corporation

Carrying amount at 1 July 11,204 9,955

Net Increase (Note 16) 1,223 1,249

Carrying amount at 30 June 12,427 11,204

These assets represent investments to fund a portion of future employee entitlements. These have been partially funded in prior years by additional grants and are included in Accumulated Funds.

These funds are invested in the NSW Treasury Corporation’s Hour Glass Medium Term Growth Facility Trust and Long Term Growth Facility Trust. Although this form of investment is readily converted to cash, it has been classified as a non-current investment because of Home Care’s intention to invest for the medium to long term.


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2005 2004 $’000 $’000

13. NON-CURRENT ASSETS – PROPERTY, PLANT AND EQUIPMENT

Land and buildingsAt fair value 293 293Less: Accumulated depreciation – at fair value (36) (18)

Carrying value of land and buildings 257 275

Leasehold ImprovementsAt fair value 693 797At cost* – 81

693 878Less: Accumulated depreciation – at fair value (349) (275)

Carrying value of leasehold improvements 344 603

Computer equipment and softwareAt fair value 410 471At cost* – 41

410 512Less: Accumulated depreciation – at cost – (10) – at fair value (112) (248)

Carrying value of computer equipment and software 298 254

Furniture and equipmentAt fair value 295 555At cost* – 131

295 686Less: Accumulated depreciation – at cost – (16) – at fair value (101) (226)

Carrying value of furniture and equipment 194 444

Motor vehiclesAt fair value 4,852 1,841At cost* – 2,760

4,852 4,601Less: Accumulated depreciation – at cost – (178)– at fair value (656) (260)

Carrying value of motor vehicles 4,196 4,163

Carrying value of property, plant and equipment 5,289 5,739

*As per valuation policy disclosed in Note 2j these are classified as non-specialised assets allowing recognition of depreciated historical cost as an acceptable surrogate for fair value, and accordingly assets are disclosed at fair value for 2004–05.

The cost of fully depreciated assets still in use by Home Care as at 30 June 2005 was $0.195 million (30 June 2004 was $0.122 million). Assets were revalued at 30 June 2003, including those that previously had a written down value of nil.




13. NON-CURRENT ASSETS – PROPERTY, PLANT AND EQUIPMENT – continued

Leasehold Furniture Land and Improve- Computer and Motor Buildings ments Equipment Equipment Vehicle TotalReconciliations $’000 $’000 $’000 $’000 $’000 $’000

Carrying amount at 1 July 04 275 603 254 444 4,163 5,739

Additions – 6 510 174 2,580 3,270

Disposals – (63) (210) (191) (1,887) (2,351)

Depreciation expense (18) (202) (257) (232) (660) (1,369)

Carrying amount at 30 June 05 257 344 297 195 4,196 5,289

2005 2004 $’000 $’000

14. CURRENT LIABILITIES – PAYABLES

Accrued salaries, wages and on-cost 2,632 2,034

Trade creditors 3,892 8,079

Other creditors 349 614

6,873 10,727

15. PROVISIONS

Annual Leave 7,780 8,169

Long Service Leave 12,238 12,102

Fringe Benefits Tax 15 215

Redundancy – 135

Superannuation 2,838 5,404

Total employee entitlements 22,871 26,025

Allocation of provisions in Statement of Financial Position

Current liabilities 8,927 9,635

Non-current liabilities 13,944 16,390

Accrued salaries, wages and on-cost (Note 14) 2,632 2,034

25,503 28,059


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15. PROVISIONS – continued

Annual and Long Service LeaveEmployee entitlements for annual leave and long service leave amounted to $20.018 million (30 June 2004 $20.271 million) have been partially funded by investments of $12.427 million (30 June 2004 $11.204 million) in the NSW Treasury Corporation’s Hour Glass Investment Facility Trusts, (see Note 12) with the balance reflected in working capital.

SuperannuationMercer Human Resource Consulting Pty Ltd completed an actuarial assessment of Home Care’s Superannuation Liabilities for the defined benefit scheme administered by Pillar Administration as at 30 June 2005 based upon membership data as at 31 March 2005. The superannuation schemes include the State Superannuation Scheme, the State Authorities Superannuation Scheme and the State Authorities Non Contributory Superannuation Scheme.

The Actuary’s assessment of Home Care’s unfunded liability as at 30 June 2005 is shown below in respect of its obligations to each superannuation fund. The superannuation funding position as at 30 June 2005 has changed significantly from 30 June 2004. The increase in fund value of $2.566 million (increase of $0.507 million 2003–04) has been included in the Statement of Financial Performance under the heading of ‘Other’ revenue (see Note 6).

The unfunded superannuation liability disclosed in the statement of financial position comprises:

Gross liability Investment reserve Net liability/(Asset) 2005 2004 2005 2004 2005 2004 $’000 $’000 $’000 $’000 $’000 $’000

State Superannuation Scheme 748 1,023 (925) (917) (177) 106

State Authorities Superannuation Scheme 26,003 25,699 (23,611) (21,492) 2,392 4,207

State Authorities Non-Contributory Superannuation Scheme 6,488 6,504 (5,865) (5,413) 623 1,091

33,239 33,226 (30,401) (27,822) 2,838 5,404




Accumulated Asset Revaluation Surplus/(Deficit) Reserve Total Equity 2005 2004 2005 2004 2005 2004 $’000 $’000 $’000 $’000 $’000 $’000

16. CHANGES IN EQUITY

Balance at 1 July 04 (1,151) (2,432) 6,548 5,685 5,397 3,253

■ Changes in equity other than transactions with owners as owners

Surplus for the year 11,736 895 – – 11,736 895

■ Net Increase on revaluation of other financial asset (Note 12) – – 1,223 1,249 1,223 1,249

■ Increment on revaluation of property, plant and equipment – – – – – –

■ Decrement on the sale of revalued property, plant and equipment 210 386 (210) (386) – –

Total Change in Equity 11,946 1,281 1,013 863 12,959 2,144

Balance at 30 June 05 10,795 (1,151) 7,561 6,548 18,356 5,397

Asset Revaluation ReserveThe Asset Revaluation Reserve is used to record increments and decrements on the revaluation of non current assets and the unit value of long term investments. This is in accordance with Home Care’s policy on non current physical assets and other financial assets as disclosed in Note 2 (j) and 2(n) respectively.

2005 2004 $’000 $’000

Long Term Investments 7,216 5,993

Non-Current Assets 345 555

7,561 6,548


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17. FINANCIAL INSTRUMENTS

(a) Interest Rate RiskInterest rate risk is the risk that the value of the financial instrument will fluctuate due to changes in market interest rates. Home Care’s exposure to interest rate risks and the effective interest rates of financial assets and liabilities, both recognised and unrecognised at balance date are as follows:

Total carrying Weighted amount as per average Floating Non-interest the statement of effective interest rate bearing financial position interest rate*Financial Instruments $’000 $’000 $’000

2005Financial AssetsCash 1,534 – 1,534 4.98%

Deposits at call 22,830 – 22,830 5.74%

Investments 12,427 – 12,427 10.62%

Receivables – 6,020 6,020 N/A

Total financial assets 36,791 6,020 42,811 –

Financial LiabilitiesPayables – 6,873 6,873 N/A

Total financial liabilities – 6,873 6,873 –

2004Financial AssetsCash 8,274 – 8,274 4.9%

Deposits at call 9,380 – 9,380 5.23%

Investments 11,204 – 11,204 11.3%

Receivables – 7,552 7,552 N/A

Total financial assets 28,858 7,552 36,410 –

Financial LiabilitiesPayables – 10,727 10,727 N/A

Total financial liabilities – 10,727 10,727 –

Weighted average effective interest rate was computed on a monthly basis.




17. FINANCIAL INSTRUMENTS – continued

(b) Credit Risk*Credit risk is the risk of financial loss arising from another party to a contract/or financial position failing to discharge a financial obligation thereunder. Home Care’s maximum exposure to credit risk is represented by the carrying amounts of the financial assets included in the statement of financial position.

*Credit Risk by classification of counter party

Governments Banks Other Total $’000 $’000 $’000 $’000

2005

Financial AssetsCash – 1,534 – 1,534

Deposits at call 22,830 – – 22,830

Investments 12,427 – – 12,427

Receivables – – 6,020 6,020

Total financial assets 35,257 1,534 6,020 42,811

2004Financial Assets

Cash – 8,274 – 8,274

Deposits at call 9,380 – – 9,380

Investments 11,204 – – 11,204

Receivables – – 7,552 7,552

Total financial assets 20,584 8,274 7,552 36,410

* The only significant concentration of credit risk arises in respect of receivables due from NSW Treasury Corporation. Receivables from this entity totalled $35.257 million (30 June 2004 $20.584 million) at balance date.


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18. COMMITMENTS FOR EXPENDITURE

(a) Operating Lease CommitmentsFuture non-cancellable operating lease rentals not provided for and payable:

2005 2004 $’000 $’000

– Not later than one year 3,362 2,771

– Later than one year but not later than five years 3,513 3,894

– Later than five years – –

Total (including GST) 6,875 6,665

The total operating lease commitments above include total input tax credits of $0.625 million (30 June 2004 $0.605 million) that are expected to be recoverable from the Australian Taxation Office.

(b) Other Expenditure CommitmentsOther expenditure commitments for the telecommunication provision contracted at balance date and not provided for:

Not later than one year 106 106

Total (including GST) 106 106

The total commitments for other expenditure above includes total input tax credits of $0.010 million (30 June 2004 $0.010 million) that are expected to be recoverable from the Australian Taxation Office.

19. CONTINGENT LIABILITIES

Home Care’s contingent liability at 30 June 2005 is $Nil (30 June 2004 $Nil).

20. RECONCILIATION OF CASH

For the purpose of the Statement of Cash Flows, cash at the end of the financial year as shown in the Statement of Cash Flows includes cash at bank, cash on hand and deposits at call. Cash as shown in the Statement of Cash Flows is reconciled to the Statement of Financial Position as follows:

Cash 24,364 17,654




21. NON CASH INVESTING ACTIVITIES(a) Other Financial AssetsDuring the year ended 30 June 2005 the increase of $1.223 million (2003–04 increase of $1.249 million) in the unit value of the NSW Treasury Corporation’s Medium Term and Long Term Growth Facility Trust Investments was compounded to Home Care’s term deposits within these Growth Facility Trusts.

(b) SuperannuationDuring the year ended 30 June 2005 the difference in Home Care’s superannuation position following actuarial assessment increased by $2.566 million (increase of $0.507 million in 2003–2004) was taken up against the superannuation reserves, assets and liabilities and included in other revenue (Note 6).

22. RECONCILIATION OF NET CASH PROVIDED BY OPERATING ACTIVITIES TO THE SURPLUS FOR THE YEAR 2005 2004 $’000 $’000

Surplus for the year 11,736 895

Depreciation 1,369 1,719

Proceeds from sale of plant and equipment (1,677) (1,533)

Written down value of plant and equipment sold 2,351 2,354

Change in assets and liabilities

Decrease in current receivables 1,532 983

(Decrease)/Increase in payables (3,854) 376

(Decrease)/Increase in current provision (708) 86

Decrease in non-current provision (2,446) (142)

Net cash provided by operating activities 8,303 4,738

23. AFTER BALANCE DATE EVENTS

Home Care is not aware of any circumstances that occurred after balance date which would render particulars included in the Financial Statements to be misleading.

END OF AUDITED FINANCIAL STATEMENTS

08 Appendices

Contents

1. Performance Statements 138

2. Committees and Advisory Bodies 139

3. Consultants 140

4. Electronic Service Delivery 141

5. Disability Action Plan 141

6. NSW Government Action Plan for Women 141

7. Ethnic Affairs Priorities Statement 142

8. Human Resources 144

9. Equal Employment Opportunity 145

10. Occupational Health and Safety 148

11. Freedom of Information 150

12. Legal Change 154

13. Departures from Subordinate Legislation Act 154

14. Privacy Management Plan 154

15. Overseas Travel 154

16. Research and Development 155

17. Supporting the Environment 157

18. Government Energy Management Policy 157

19. Land Disposal 157

20. Payment of Accounts 158

21. Credit Card Certification 159

22. Risk Management and Insurance Activities 159

23. Property Assets 159

24. Funds Granted to Non-Government Community Organisations 2004–05 160

25. Home Care Service of New South Wales Budget 2004–05 and 2005–06 Explanatory Notes of Adjustments 203

26. Statistical Appendix 204

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1. PERFORMANCE STATEMENTS

Senior Executive Service staff – Level 5 and above

Brendan O’Reilly Director-General Level 8 Remuneration Package $372,350

The Minister has expressed satisfaction with Mr O’Reilly’s performance throughout the period of his employment in the Department. Mr O’Reilly has successfully met the performance criteria contained in his performance agreement including setting the objectives and priorities for the Department to reflect and support the NSW Government’s policy direction. Major achievements include:

■ developing an accommodation options and discussion paper and establishing a consultation process for engaging stakeholders

■ developing and implementing a co-ordinated intake, improved assessment, capacity and vacancy management system

■ finalising the development and implementation of a statewide Integrated Monitoring Framework

■ implementing budget improvement and operating savings strategies

■ conducting the Ageing Forum and develop a new Healthy Ageing Framework

Carol Mills Deputy Director-General Level 5 Remuneration Package $228,644

The Director-General has expressed satisfaction with Ms Mill’s performance throughout the period of her employment in the Department. Ms Mills has successfully met the performance criteria contained in her performance agreement. Major achievements include:

■ rolling out a plan of action in response to the NSW Ombudsman’s Report and implementing improved early intervention and family support services

■ refocusing ATLAS on Transition to Work and Community Participation programs

■ finalising the 2004-05 HACC Plan and developing the 2005-06 HACC Plan

■ placing all funded organisations on a funding base consistent with the overall grants budget

■ establishing effective relationships with key service providers, peak bodies and government agencies

Carolyn Burlew Deputy Director-General Level 5 Remuneration Package $ 211,827

The Director-General has expressed satisfaction with Ms Burlew’s performance throughout the period of her employment in the Department. Ms Burlew has successfully met the performance criteria contained in her performance agreement. Major achievements include:

■ negotiating a new Enterprise Bargaining Agreement for Home Care general staff

■ negotiating a new Award for nursing staff

■ developing an Occupational Health and Safety Improvement Plan and establishing a quarterly performance reporting

■ ensuring the budget and financial reporting system is operating in accordance with Audit and Treasury requirements

■ developing and implementing a Total Asset Management Plan and implementing SAP HR across the Department

Ethel McAlpine Deputy Director-General Level 5 Remuneration Package $210,360

The Director-General has expressed satisfaction with Ms McAlpine’s performance throughout the period of her employment in the Department. Ms McAlpine has successfully met the performance criteria contained in her performance agreement. Major achievements include:

■ improving the quality of service to clients in group homes and Large Residential Centres

■ developing a policy that clarifies Home Care’s position as a government HACC provider and setting policies and procedures to contain financial pressures and address growing demand

■ rolling out and managing the Attendant Care Program and enhancing supports for people with a physical disability

■ implementing initiatives and developing policies and plans to improve access and supports for Aboriginal clients

■ developing service models for clients with challenging and complex behaviour


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2. COMMITTEES AND ADVISORY BODIES

Information follows about the Department’s significant committees and advisory bodies that involved external parties for stakeholder consultation, expert advice and formalised external involvement in significant issues relating to the Department’s business.

Boarding House Expert Advisory GroupProvides the Department with advice on DADHC policies and programs to oversee licensed boarding houses and support residents, and advises on reform and change in the boarding house sector.

Chair: Carol Mills (Deputy Director-General, DADHC)

Members: Alison Crisp (DADHC), Patricia Davidson (nominee of the Office of Public Guardian), Sr Myree Harris RSJ (Convenor of the Coalition for Appropriate Supported Accommodation for People with Disabilities), Rev. Harry Herbert (Uniting Care NSW/ACT), Freda Hilson (nominee of the NSW Council Of Social Service), Tony Horley (nominee of the NSW Residential Care Association), Marika Kontellis (nominee of the Disability Council of NSW), Janett Milligan (DADHC), Pat Price (Boarding House Operator, Mittagong).

Closure of Large Residential Centres (CLRC) Devolution Expert Advisory Group (DEAG) The CLRC Devolution Expert Advisory Group was established to assist the Department to progress the CLRC Program and provide a consultative mechanism on key areas of model development in the context of the CLRC Program. The DEAG was comprised of Departmental and external stakeholders and its final meeting was held in April 2005.

Chair: Ethel McAlpine (Deputy Director-General, DADHC)

Members: Matthew Bowden/Phillip French (People with Disabilities), Dr Lesley Chenoweth (University of Queensland), Jane Cross/Alix Goodwin (DADHC); Phillip Morath (Autism Spectrum Australia), Jeanette Moss (Western Sydney Intellectual Disability Support Group), Lauren Murray (DADHC), Jo Ridley (Disability Enterprises Leura), Dr Roger Stancliffe (Centre for Developmental Disability Studies), Len Thomson (Sunnyfield Association), Trudy Van Dam (Hornsby Challenge), Rob White (The Spastic Centre).

Epilepsy Policy Review GroupAn important aspect of the review process for the Support of Clients with Epilepsy Policy was the consultation with clinical experts and other key stakeholders. An expert advisory group was formed to provide input into some of the difficulties which can be experienced in formulating a policy which aims to balance the need for supervision and safety with a person’s right to privacy and dignity of risk. The Group comprised three leading medical experts in epilepsy.

Members: Dr Andrew Bleasel (Westmead Hospital), Professor Neil Buchanan (University of Sydney), Robert Fitzgerald (NSW Ombudsman), Lorne Hyde (The Epilepsy Association), Michael Mann (DADHC), Professor Ernest Somerville (Prince of Wales Hospital).

Grants Administration Advisory GroupProvides expert advice to inform DADHC’s administration of grants to non-government organisations.

Chair: Janett Milligan (Director, Service Development and Planning, DADHC)

Members: Damien Anderson (ACROD NSW), Mark Blanks (DADHC), Mary-Jane Clark (DADHC), Carrie Hayter (Aged and Community Services Association of NSW and ACT Inc), Les MacDonald (Meals on Wheels), Patrick Maher (ACROD NSW), Gary Moore (NCOSS), Christine Regan (NCOSS), Paul Sadler (Aged and Community Services Association of NSW and ACT Inc).

Home Care Advisory BoardThe Home Care Advisory Board is constituted under the Home Care Service Act 1998. The Board met four times in 2004–05. Board members are Ministerial appointments for a period of 3 years.

Chair: Director-General, DADHC

Members: Robert Davis (NSW Health); Betty Johnson (Retired); Leslie MacDonald (NSW Meals in Wheels Association); Astrid Perry (Centrelink); Ingrid Selene (Selene Consulting); Ted Woodley (Uniting Care NSW/ACT); Edward Watts (Macquarie University).

NSW Dementia Reference GroupThe NSW Dementia Reference Group assists the Department of Ageing, Disability and Home Care and NSW Department of Health in the implementation of the Future Directions for Dementia Care and Support in NSW 2001–06. The Group provides expert advice on strategies and priorities to support implementation of the plan, and assists the Government in the identification of emerging policy issues. The Group meets quarterly and includes representatives of key stakeholder groups and dementia care and medical experts.

Chair: The Group was chaired by Kate Jackson and Lorraine Lovitt on behalf of NSW Department of Health in 2004, and Anastasia Ioannou on behalf of the Office for Ageing, DADHC over the first half of calendar year 2005.


Physical Disabilities Expert Advisory GroupThe Expert Advisory Group is established to assist in the implementation of DADHC programs that provide support for people with a significant physical disability, including the Attendant Care Program and the Home Care High Needs Pool. The group’s membership includes representatives of consumers, providers and peak organisations. This group met four times during 2004–05.

Chair: Ethel McAlpine (Deputy Director-General, DADHC)

Members: David Brice (Physical Disability Council of NSW), Robyn Chapman (The Spastic Centre), Alanna Clohesy (People with Disability Australia), Bernice Daher (Paraquad), Amanda Ellison (Northcott Society), Belinda Epstein-Frisch (Community Representative), Robyn Faine (Multiple Sclerosis Society of NSW), Dougie Herd (Disability Council of NSW), Margaret Noonan (Spinal Cord Injuries Australia), Kim Rowles (Consumer Representative), Sharon Smith (Physical Disability Council of NSW), Ross Turner (Consumer Representative).

Planning for Later Life ForumThe Planning for Later Life Forum was established to identify opportunities for coordinated action regarding later life decision making for older people between represented agencies and interest in the areas of legislative reform, workforce education, community education and administrative arrangements.

Chair: Barbara Squires (Benevolent Society) – joint chair with Margaret Duckett (Director, Office for Ageing, DADHC – until April 2005) and Pamela Rutledge (Executive Director, Office for Ageing, DADHC – from May 2005).

Other Committees

Ministerial Committees

Home and Community Care State Advisory Committee (HACCSAC)This Committee advises the NSW and Australian Government Ministers on the implementation of the HACC Program in NSW.

Chair: Sheila Rimmer AM

Members: Paul Comelli (consumer representative, disability community), Robyn Frost (Central West HACC Service), Sara Graham, Liz Heta (Albury City Council), Annette Grant (Gudu Wondjer Aboriginal Corporation), Mary Holding (resigned 7 April 2005), Joan Hughes (Carers NSW), Ewa Korczynski (Newcastle-Lake Macquarie COPS), Irena Liddell (Northern Sydney Regional Community Forum), Bruce Mercer (Clarence Valley Council), Debra Pugh (New England HACC Development Inc). Secretariat provided by Colin Jensen (DADHC – until March 2005) and Carmel Caggegi (DADHC – from April 2005).

Ministerial Advisory Committee on Ageing (MACA)The Committee advises and makes recommendations to the Government, through the Minister for Ageing, on matters affecting the needs, interests and well-being of older people in NSW. The Committee conducts consultations and seminars, undertakes research and publishes discussion papers on ageing issues. The Committee has 13 members appointed as individuals on the basis of their expertise and experience in various areas of ageing. The Committee Secretariat, which provides policy advice and administrative support, is located in the Office for Ageing in DADHC.

Chair: Dr Dawn Linklater

Members: Jeanette Antrum; Felicity Barr; John Cormack; Mel Davies; The Hon Ross Free (Deputy Chair); Ray Harris; Dr Sonia Laverty; Gerlinde McQueen; Barbara Squires; Sharon Wall; Patti Warn; Hewitt Whyman; Dr Robert Yeoh.

3. CONSULTANTS

Consultants costing under $30,000During the year the Department engaged 21 consultants whose fees were less than $30,000. Fees charged by these consultants during the year were $208,317 including seven consultants engaged by the Home Care Service of NSW with fees totalling $28,172.

Consultants costing over $30,000

Consultant Description Amount

Management Services

Assessments Review of Rosters Australia in Group Homes $88,700

Centre for Research Agreement Developmental Contract between Studies CDDS and DADHC $80,735

Managing Work Employees as Life Balance Carers Project International $56,214

Training

Boardworks Hunter Valley International Conference $36,394

Total $262,043


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4. ELECTRONIC SERVICE DELIVERY

The Department worked with NSW Businesslink over 2004–2005 to implement a number of key corporate systems to improve the efficiency and effectiveness of electronic service delivery. Progress in relation to these initiatives is reported under Information Technology in Section 5.

Through this work with NSW Businesslink, the Department introduced a new project to streamline the Department’s human resources and payroll systems. The SAP HR/Payroll Program supports the Department’s strategic objectives relating to information management and better service delivery.

The SAP HR/Payroll Program:

■ introduces a consistent and streamlined approach to processing payroll across the Department

■ combines the many different payroll systems that were in use throughout the Department

■ interconnects with existing Finance systems allowing transfer of information and more streamlined processing and accounting

■ allows employee and manager ‘self-service’ to access and maintain personal, leave and contact information

A new system for enabling service providers to log in and view the data that the Department holds about them was also developed during 2004–05. The Service Provider Portal, which commenced pilot testing in early 2005, will allow service providers to update their contact details, and view tax invoices and Minimum Data Set (MDS) information they provide to the Department. The portal also contains a module to enable online communications between service providers and the Department.

The Department also progressed development of a new Client Information System (CIS) during 2004–05. Several existing outdated systems will be superseded by the new system, which will provide additional features to improve planning and service delivery. Progress in relation to this initiative is reported under Information Technology in Section 5.

Other electronic service delivery initiatives undertaken during 2004–05 included the introduction of my.dadhc web-based solution for remote users, and starting the development of an online IT procurement system.

5. DISABILITY ACTION PLAN

The NSW Government Disability Policy Framework requires State Government agencies to address the priority areas of Physical Access, Promoting Positive Community Attitudes, Training of Staff, Information About Services, Employment in the Public Sector and Complaints Procedures in implementing their Disability Action Plans.

During 2004–05, the Department developed a consolidated Employment Equity and Diversity Framework and Management Plan for 2004–07. This plan includes an Annual Action Plan for the Employment and Development of People with a Disability. In 2005–06, we plan to establish an internal support network for employees with a disability, and a policy framework for identified positions for people with a disability.

A review of the NSW Government Disability Policy Framework, and development of a Disability Action Plan, consistent with such a framework is planned.

6. NSW GOVERNMENT ACTION PLAN FOR WOMEN

The NSW Government Action Plan for Women outlines the NSW Government’s commitments, priorities and initiatives for women. Specific elements of the plan that relate to the Department’s business include the ageing NSW population, women with a disability, carers and supporting women’s access to and participation in public sector employment.

The Department conducted the NSW Forum on Ageing on 28 September 2004 to identify opportunities to enhance the role of older people in the community and to promote NSW’s leadership role in responding to the ageing of our community. The forum’s theme was Leadership in Ageing, highlighting the inspiration of older people in our community.

For more information on DADHC’s 2004–05 achievements related to ageing, refer to the Office for Ageing section in Section 3 of this Annual Report.


In terms of supporting NSW women with a disability, the Home and Community Care (HACC) Program managed by the Department, is a joint Commonwealth/State program providing support services to frail older people, younger people with a disability and their carers. The program funds services provided through non-government organisations and the Home Care Service of NSW for respite, home care, personal care, meals on wheels, day programs, home modification and maintenance, transport, nursing and allied health.

In relation to carers, respite care is funded under the Disability Services program or the Home and Community Care program and provided by the Department or non-government organisations. Respite care supports and maintains the primary care-giving relationship by providing planned short-term and time-limited breaks for families and other unpaid care-givers of adults and children with a disability and frail older people. Options for respite care include in-home support, overnight care, weekends away and centre-based respite.

For more information and specific service-related data on the HACC Program and respite care, refer to Section 4 on Our Regions, and Appendix 26.

To help improve access to public sector employment for women, the Department has developed and implemented an integrated Employment Equity and Diversity Management Plan 2004–2007 including action plans for Aboriginal people, people with a disability and people from culturally and linguistically diverse backgrounds. 78% of the Department’s staff are women. Specific initiatives to improve access to public sector employment for women at DADHC and thereby support women’s full participation in the public service include the establishment of the Department’s Spokeswomen’s Program and Senior Women’s Forum. For more detailed information on these and other related initiatives, refer to the Human Resources section in Section 5.

7. ETHNIC AFFAIRS PRIORITIES STATEMENT

In 2004–05, the Department continued to make progress on its priority to make services available to the diverse NSW community. During the year, 125 services were funded to provide targeted service delivery to people with a disability, older people and their carers from culturally diverse communities. The Department will continue to support these services in the coming year.

A review of 14 Multicultural Access Projects was completed and provided evidence of some of the best ways to deliver improved access to

HACC services for people from culturally diverse communities. In 2005–06, the Department will continue to implement the recommendations of the review. This is important as the Department recognises people from culturally diverse backgrounds under utilise ageing and disability support services.

Planning and evaluationIn 2004–05, the Department allocated 5 per cent of funds committed to expanding HACC support services to increase services for culturally diverse communities. Following regional consultation with culturally diverse communities, the 2005–06 HACC State Plan recommends that 8.3 per cent of service growth funding be used to target people from culturally diverse backgrounds, an increase in funding of 17 per cent on the previous year. The State Plan requires approval by Commonwealth and State Ministers.

The Metro West Region allocated funds to develop more systematic and comprehensive methods for identifying the diversity of support needs of people with a disability, older people and their carers from culturally diverse communities. The project will recommend how to improve opportunities for diverse communities to participate in planning and development of culturally appropriate services.

The Western Region funded Charles Sturt University to report on current service provision to people from culturally diverse backgrounds in Albury, to consult with communities to identify barriers to access and recommend options. It found that the Dutch and German communities had better access to support services, and that increasing multilingual information would help to improve access for other culturally diverse groups. Actions to increase culturally appropriate multilingual information have begun.

Program and service deliveryIn 2004–05, the Department introduced a single system for the management of service users data. A single set of definitions will facilitate the collection, storage and reporting of data on culturally diverse clients. Quarterly analysis will follow in 2005–06 to ensure data collection will be consistent with the adopted national standards, and reports are helpful for planning new services.

The Department also made extensive progress implementing the Children’s Standards In Action training manual across fourteen locations in 2004–


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05. This manual provides guidance and practical strategies to help services to work effectively with culturally diverse families and children with a disability. Implementation will continue as a priority for 2005–06.

A pilot project researching culturally competent case management services was started in the Metropolitan South West Region. The HACC-funded project will focus on developing training resources to improve the skills of Community Options staff providing case management services to people from culturally diverse communities. The project aims to promote adoption of the training manual across all DADHC-funded case management services.

Funded servicesThe Department funded the Ethnic Child Care, Family and Community Services Co-op and the Multicultural Disability Advocacy Association to develop and implement cultural competency training courses for funded disability services across the state. The training helps staff in disability services to improve their capacity to work with people with a disability and their carers from diverse cultural backgrounds.

The Multicultural Health Communication Service was funded to review the provision of information, communication styles and experiences of culturally diverse clients of HACC services. Participation in research by 460 people from diverse backgrounds will help to improve the way HACC support services develop and disseminate information about available support to people from culturally diverse communities. The result will inform the development of a CALD communication strategy for 2005–08.

StaffingThe Department’s Learning and Development Unit provides 11 courses that have integrated cultural competency modules. The integration of these modules is across both management and staff induction training for client services. Implementation throughout the Department’s disability and Home Care services will continue in 2005–06.

In 2004–05, a CALD Employment Strategy has followed the Employment Equity and Diversity Management Plan 2004–07. A draft policy for establishing Identified Positions has been developed together with a draft strategy promoting the Community Language Assistance Scheme (CLAS) within the Department. In 2004–05 six regional staff were nominated and referred for CLAS examinations. The representation of culturally diverse staff has increased slightly in the last year to 16 per cent from 15 per cent in 2003–04.

CommunicationA radio information series describing support services available to older people, people with a disability, their families and carers was produced and broadcasted in the SBS radio network in Cantonese, Croatian, Khmer, Korean, Macedonian, Persian and Ukrainian during 2004–05. The Department funded SBS to continue the Home Reach information series, providing a total of one hour of information per language, across several weeks. A review will be undertaken to identify ways of improving future productions.

In 2004–05, the Post School Program translated and disseminated information sheets in eight community languages alerting school leavers from diverse backgrounds and their families about eligibility for the program and registration procedures for 2005. The Office for Ageing translated and disseminated Mind Your Memory postcards in the top ten community languages, and a corresponding promotional magnet into 21 languages. The post cards are also available on the Department’s website at www.dadhc.nsw.gov.au


8. HUMAN RESOURCES

Number of Officers and Employees by Category

DADHC including Home Care

2001–02 2002–03 2003–04 2004–05

Permanent 8,192 65.4% 8,392 65.9% 8,324 66.5% 8,487 70.6%

Temporary 1,445 11.5% 1,406 11.0% 1,404 11.2% 896 7.4%

Contract – Executive – Senior Executive 8 <0.1% 18 0.1% 23 0.2% 20 0.2%

Contract – Executive – SES Equivalent 2 <0.1% 0 0% 0 0% 0 0%

Contract – Non-Executive 1 <0.1% 3 <0.1% 0 0% 0 0%

Training Positions 0 0% 4 <0.1% 3 <0.1% 1 <0.1%

Casual 2,880 23.0% 2,910 22.9% 2,762 22.0% 2,606 21.7%

Total Staff 12,528 100% 12,733 100% 12,516 100% 12,010 100%

Data Source: DADHC Workforce Profile

Home Care Service of NSW

2001–02 2002–03 2003–04 2004–05

Permanent 3,648 75.0% 3,669 76.0% 3,506 75.1% 3,360 75.2%

Temporary 109 2.2% 110 2.2% 83 1.8% 29 0.7%

Contract – Executive – Senior Executive 2 <0.1% 1 <0.1% 0 0% 0 0%

Contract – Executive – SES Equivalent 0 0% 0 0% 0 0% 0 0%

Contract – Non-Executive 0 0% 0 0% 0 0% 0 0%

Training Positions 0 0% 0 0% 1 <0.1% 0 0%

Casual 1,107 22.7% 1,049 21.7% 1,072 23.0% 1,079 24.1%

Total Staff 4,866 100% 4,829 100% 4,662 100% 4,468 100%

Data Source: DADHC Workforce Profile


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Exceptional Movements in Wages, Salaries and AllowancesWage and salary movements occurred in accordance with NSW Government wages policy, and in the case of nurses in large residential centres, a wage increase was approved that gave nurses employed with the department comparability with nurses employed in the public health sector. The movement in nurses’ wages was predicated on the basis of a significant restructure and review of classifications – the first in 20 years.

Wage movements during 2004–05 were a 4% increase in the Community Living Award, a 3% increase for Home Care staff following negotiation of a new Enterprise Bargaining Agreement and an average increase of 3.5% for nurses employed with the Department.

Personnel Policies and PracticesThe following policies were approved and implemented across the department in 2004–05:

■ Code of Conduct and Ethics

■ Protected Disclosures Policy

■ Learning & Development Framework

■ Managing Unsatisfactory Performance Policy

■ Procedures for Position Establishment Management

■ Performance Development Policy

■ Policy & Procedures for Induction

■ OHS Policy

■ OHS Risk Management

■ OHS Return to Work Policy

■ Manual Handling Policy

9. EQUAL EMPLOYMENT OPPORTUNITY

Outcomes during 2004–05In 2004–05, the Department’s continuing commitment to Equal Employment Opportunity was further enhanced with the development and implementation of an integrated Employment Equity and Diversity Management Plan 2004–07. The three-year strategic plan comprises four annual action plans, namely the:

■ 2004–05 Action Plan for Employment Equity and Diversity

■ 2004–05 Action Plan for Aboriginal Employment and Development

■ 2004–05 Action Plan for Employment and Development of People from Culturally and Linguistically Diverse Backgrounds

■ 2004–05 Action Plan for Employment and Development of People with a Disability

The annual action plans are designed to ensure the Department achieves the goals contained in the EEO Outcomes Framework developed by the Public Employment Office in the NSW Premier’s Department.

Our major EEO outcomes for 2004–05 are reported in accordance with this framework.

Planning Outcome 1 – sound information baseKey Result: EEO statistical data is comprehensive and accurate, and qualitative information is collected and used in EEO planning

EEO statistics are derived from the workforce profile on an annual basis. With the introduction of SAP HR in May 2005, reports on EEO information on staff can be accessed regularly. Qualitative data was collected through focus groups on the use of flexible work practices in the Department as part of the Employees as Carer’s project. EEO data is also requested at recruitment.

Planning Outcome 2 – employee views are heardKey Result: EEO groups contribute to decision-making

The Department established its first Spokeswomen’s Program in late 2004. Nineteen Spokeswomen were elected to represent eight regional offices, the Statewide Aboriginal Region and central office. The Spokeswomen’s Program Strategic Plan 2004–07 was developed, and launched on International Women’s Day 2005 by the Director-General.

Networking arrangements have been consolidated for Spokeswomen as a basis for contributing to decision-making.

Planning Outcome 3 – EEO outcomes included in agency planningKey Result: EEO is integrated into DADHC planning

EEO principles are incorporated into the Department’s Business Plans, for example, the Strategic and Corporate Human Resources Business Plan 2004–05 focused on priority initiatives that included the development and implementation of equity and diversity strategies for Aboriginal and CALD clients. Employment Equity and Diversity is also specifically referred to in the Department’s Business Plan 2004–05, linking the achievement of EEO outcomes with the achievement of the Department’s business objectives.


Action Outcome 4 – fair policies and proceduresKey Result: Policies and procedures are non-discriminatory and contribute to EEO outcomes, and employment practices and meet both the diverse needs of employees and DADHC business and service goals

In 2004–05, the Employees as Carers Project was developed and implementation started. This resulted in the development of Flexible Work Practices information kits for managers and other staff. A Flexible Work Practices training kit is currently in development.

The Department has applied and promoted the Community Language Allowance Scheme. The needs were assessed and CLAS was resourced regionally in 2004–05 and implemented centrally, through NSW Businesslink.

Action Outcome 5 – needs-based programs for EEO groupsKey Result: DADHC provides appropriate development opportunities for EEO groups, and recruitment strategies target EEO groups

The Department took part in the 2004 Careers and Employment Expo at Darling Harbour over two days in July 2004.

Vacancies have been advertised in a diverse range of appropriate local and Indigenous media. Identified and targeted positions are advertised in Indigenous media including the Koori Mail and National Indigenous Times. An Identified Positions and Targeted Recruitment Policy is currently in development.

In conjunction with the Public Employment Office, our regions participated in the Aboriginal Employment in Practice Support Strategy, where seven DADHC employees received funding to assist in their targeted career development.

Study Leave and Assistance Policies are currently in development.

Action Outcome 6 – managers and employees informed, trained and accountable for EEOKey Result: Accountabilities for EEO are specified in the performance agreements of the CEO and all managers at DADHC; EEO issues are integrated into relevant training and development for all DADHC employees; and information on EEO and associated policies and programs reaches all DADHC employees.

In 2004–05, the Department developed and maintained information about Employment Equity and Diversity on the intranet, with relevant links to regularly updated information. Human Resources also disseminated regular information to managers. Key EEO related information was included in the Department’s Induction Manual, with specific reference to EEO group material included in the program delivery.

Program Outcome 7 – a workplace culture displaying fair practices and behavioursKey Result: The DADHC workplace is free from discrimination, and workplace relations are based on respect for others

This is achieved through the development and implementation of EEO related policies. The Employment Equity, Diversity and Anti-Discrimination Policy and the Prevention and Resolution of Workplace Bullying and Harassment Policy are in draft form. The Resolution of Workplace Grievance Policy has been developed and implemented, following endorsement by the Board of Management in April 2005, allowing grievances to be monitored centrally by the Ethics and Professional Standards Unit.

The former Code of Conduct for Disability Services was examined for employment equity and diversity management principles and relevant EEO principles were incorporated into the new DADHC Code of Conduct and Ethics.

The Employee Assistance Program (EAP) is promoted on the Department’s intranet. Awareness sessions have been made available by the provider, Davidson Trahaire Corpsych, and staff are informed about the program during induction workshops.

Program Outcomes 8 and 9 – improved employment access and participation by EEO groups, and a diverse and skilled workforceKey Results: There is selection success for and retention of employees from EEO groups, and diversity in the DADHC workforce reflects the diversity of the NSW community

Achievements under Program Outcomes 8 and 9 are reflected in the statistical tables below, which illustrate the representation and distribution of EEO groups within the Department’s workforce.

Planned EEO outcomes for 2005–06In 2005–06, the Department plans to achieve the following EEO outcomes:

■ collection of reliable and accurate EEO data

■ endorsement of policies relating to Prevention and Resolution of Bullying and Harassment, Employment Equity, Diversity and Anti-Discrimination, and Identified Positions and Targeted Recruitment

■ establishment of networking arrangements for the Department’s Aboriginal & Torres Strait Islander staff, and for staff with a disability

■ promotion and facilitation of the Community Language Allowance Scheme (CLAS) within the Department to help improve services to CALD clients


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EEO Annual Statistics 2005 (including Home Care)A. Trends in the representation of EEO Groups (note 1)

NSW Public Sector Benchmark Percentage of Total Staff (note 2)EEO Group or Target 2002 2003 2004 2005

Women 50% 79% 79% 79% 78%

Aboriginal people and Torres Strait Islanders 2% 2.8% 2.4% 2.2% 3%

People whose first language was not English 20% 15% 15% 15% 15%

People with a disability 12% 7% 7% 7% 6%

People with a disability requiring work-related adjustment 7% 2.7% 2.1% 2.2% 1.9%

Data Source: NSW Premier’s Department

B. Trends in the distribution of EEO Groups (note 1)

NSW Public Sector Benchmark Distribution Index (notes 3 and 4)EEO Group or Target 2002 2003 2004 2005

Women 100 90 89 90 90

Aboriginal people and Torres Strait Islanders 100 97 100 102 93

People whose first language was not English 100 109 109 107 109

People with a disability 100 109 109 110 114

People with a disability requiring work-related adjustment 100 119 118 121 124


Home Care Service of NSW – EEO Annual Statistics – 2005A. Trends in the representation of EEO Groups (note 1)

NSW Public Sector Benchmark Percentage of Total Staff (note 2)EEO Group or Target 2002 2003 2004 2005

Women 50% 91% 92% 92% 92%

Aboriginal people and Torres Strait Islanders 2% 3.6% 3.2% 3% 4.2%

People whose first language was not English 20% 10% 10% 10% 9%

People with a disability 12% 6% 6% 6% 4%

People with a disability requiring work-related adjustment 7% 1.7% 1.6% 1.6% 1.4%


B. Trends in the distribution of EEO Groups (note 1)

NSW Public Sector Benchmark Distribution Index (notes 3 and 4)EEO Group or Target 2002 2003 2004 2005

Women 100 89 93 96 98

Aboriginal people and Torres Strait Islanders 100 114 120 119 108

People whose first language was not English 100 102 101 101 102

People with a disability 100 108 109 107 112

People with a disability requiring work-related adjustment 100 114 117 119 124


Notes:1. Staff numbers are as at 30 June 2005.2. Excludes casual staff.3. A Distribution Index of 100 indicates that the centre of the distribution of the EEO group across salary levels is equivalent to that of other staff. Values less than

100 mean that the EEO group tends to be more concentrated at lower salary levels than is the case for other staff. The more pronounced this tendency is, the lower the index will be. In some cases the index may be more than 100, indicating that the EEO group is less concentrated at lower salary levels. The software provided by the NSW Premier’s Department calculates the Distribution Index.

4. The Distribution Index is not calculated where EEO group or non-EEO group numbers are less than 20.


10. OCCUPATIONAL HEALTH AND SAFETY

The number of workers compensation claims decreased slightly from 1,391 in 2003–04 to 1,383 in 2004–05. The claims incidence increased from 15.91 claims per 100 employees to 16.25 claims per 100 employees over the same period.

Comparative claims frequency data from the Treasury Managed Fund indicates a fund average claims incidence in the order of 9.7 claims per 100 employees. The figure for agencies with a comparable OHS risk profile is in the range of 12 to 24 claims per 100 employees.

The average cost per claim increased from $7,555 in 2003–04 to $7,825 in 2004–05. Comparative claims severity data from the Treasury Managed Fund indicates average claims costs in the range of $5,719 to $13,513 for comparable agencies.

As the attached diagrams for 2004–05 demonstrate, manual handling claims represent the single largest accident type category with 33% of total claims, slips trips and falls (15%), assault (15%), stress (9%), and motor vehicle accidents (7%).

Over a 3 year period 2002–03 to 2004–05, there has been a decrease in slips, trips and falls injuries, and an increase in assault injuries. The assault injuries are generally the result of episodes of challenging behaviour from clients.

A total of 96% of injuries were sustained in direct client service delivery.

2002–03 2003–04 2004–05

PerformanceClaims numbers 1,465 1,391 1,383Claims per 100 employees 16.38 15.91 16.25Average cost per claim 6,404 7,555 7,829

Accident TypeManual handling 483 450 458Slips, trips and falls 260 224 214Motor vehicle 82 85 95Stress 112 105 118Assault 74 178 210Hit by moving object 273 111 128Hit object with body 79 81 41Unspecified 49 74 64Other 53 83 55

Total 1,465 1,391 1,383

* Assault claims have only been recorded separately on the Insurer database as an Accident Type since December 2002 (previously Hit by moving object was used)

2002–03 2003–04 2004–05

Injury TypeStrains 848 731 722Contusion 189 136 158Open wound 87 71 74Mental disorder 113 117 125Infectious disease 2 17 8Non-infectious disease 80 82 77Other 146 237 219

Total 1,465 1,391 1,383



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Table 1: Claims by accident type Number of Claims

Manual handling 458Slips, trips and falls 214Motor vehicle 95Stress 118Assault 210Hit by moving object 128Hit object with body 41Unspecified 64Other 55

Total claims 1,383

Table 2: Claims by injury type Number of Claims

Strains 722Contusion 158Open wound 74Mental disorder 125Infectious disease 8Non-infectious disease 77Other 219

Total Claims 1,383

Table 3: Claims by service stream Number of Claims

Regional management 13Community Access 83Accom & Respite Support 9Group homes (including Respite and In-Home Support) 472Residences 399Service Development and Planning 7Home Care 380Central office 20

Total claims 1,383

Other 4%Unspecified 5%Hit object

with body 3%

Hit by moving

object 9%

Assault 15%

Stress 9%

Motor vehicle 7%Slips, trips and falls 15%

Manual handling 33%


Accomm. and Respite

Support 1%

Community Access 6%

Regional Management 1%

Central Office 1%

Home Care 27%

SD&P 1%

Residences 32%

Group Homes (inc. Respite

and In HS) 34%


Other 16%

Non-Infectious Disease 6%

Infectious Disease 1%

Mental Disorder 9%

Open Wound 5%

Contusion 11%

Strains 52%



ProsecutionsWorkCover initiated proceedings against the Department for offences under section 8(1) of the Occupational Health and Safety Act 2000: Industrial Relations Commission (IRC) 5722 of 2004.

These proceedings were initiated following an incident at the Department’s Rydalmere residential facility at Metro Residences on 25 September 2002.

Notwithstanding the systems and procedures in place for dealing with emergencies and clients with challenging behaviours, a client physically assaulted a registered nurse who was in attendance at the nurse’s office.

The Department entered a plea of guilty and made a submission in mitigation at the sentencing hearing on 14 April 2005. In handing down his decision Justice Haylen took into account the Department’s extensive and commendable OHS strategies to address detriment to safety and noted the “valuable service provided by the Department” and the competing requirements to provide care for clients with a disability and with challenging behaviours while “juggling” the objectives of the Disability Services Act 1993 and the OH&S Act 2000.

Justice Haylen made the following orders: that the Department is guilty of breach of section 8(1) of the OH&S Act, is fined $227,000, and ordered to pay the Prosecutors’s costs as agreed or as ordered by the Court.

11. FREEDOM OF INFORMATION

Application for access to documents under the Freedom of Information Act 1989 (NSW) should be accompanied by a $30.00 application fee and directed as follows:

The Freedom of Information OfficerDepartment of Ageing, Disability & Home CareLevel 5, 83 Clarence StreetSydney NSW 2000Phone: (02) 8270 2320

Or, for documents held by the Guardianship Tribunal:

Freedom of Information OfficerAttention: Legal OfficerGuardianship TribunalLocked Bag 9Balmain NSW 2041Phone: (02) 9555 8500

Freedom of Information Statistics 2004–05During 2004–05 compliance with the provisions of the Freedom of Information Act 1989 (FOI Act) had no significant impact on the administration of the Department of Ageing, Disability and Home Care.

There were 22 applications processed during the 2004–05 financial year. This represents a slight increase in the number of applications from 2003–04, in relation to applications for personal information and other information. In addition, a few requests for access to records held by the Department were processed under other legislative schemes, including provision of personal information under the privacy legislation.

Two applications for internal review were lodged with the Department during the reporting period. One application was received from a third party who was consulted under section 32 of the FOI Act. The initial determination was upheld. The decision on the second application for internal review was that a small amount of additional information be released (minor variation) and that the bulk of the original determination be upheld.

During the same period, no application for review was lodged with the Administrative Decisions Tribunal. One complaint was lodged with the NSW Ombudsman’s Office who was still making inquiries at the date of this report.

The following statistical summary is set out in accordance with the provisions of the FOI Act, the Freedom of Information Regulation 2000 and the NSW Premier’s Department FOI Procedure Manual.

The summary contains information about FOI applications in the reporting period for the whole Department, including the Home Care Service of NSW.


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Numbers of new FOI requests Personal Other TotalFOI Requests 2003–04 2004–05 2003–04 2004–05 2003–04 2004–05

New (includes transferred in) 10 12 3 9 13 21

Brought forward 1 1 1 0 2 1

Total to be processed 11 13 4 9 15 22

Completed 9 11 4 9 13 20

Transferred out 0 0 0 0 0 0

Withdrawn 2 0 0 0 2 0

Total processed 11 11 4 9 15 20

Unfinished (carried forward) 0 2 0 0 0 2

Data Source: DADHC Legal Services Branch

What happened to completed requests? Personal Other TotalResult of FOI Requests 2003–04 2004–05 2003–04 2004–05 2003–04 2004–05

Grant in full 5 7 2 3 7 10

Grant in part 4 2 2 6 6 8

Refused 0 2 0 0 0 2

Deferred 0 0 0 0 0 0

Completed 9 11 4 9 13 20


Ministerial Certificates issuedNo Ministerial Certificates were issued during the period.

Formal Consultations 2003–04 2004–05

Number of requests requiring formal consultation 6 4

Amendment of personal records No requests of this nature were received

Notation of personal records No requests of this nature were received

FOI requests granted in part or refused Personal OtherFOI Requests 2003–04 2004–05 2003–04 2004–05

Section 19 (application incomplete, wrongly directed) 0 0 0 0

Section 22 (deposit not paid) 0 0 0 0

Section 25(1)(a1) (diversion of resources) 0 0 0 0

Section 25(1)(a) (exempt) 4 2 2 6

Section 25(1)(9b), (c), (d) (otherwise available) 0 0 0 0

Section 28 (documents not held) 0 2 0 0

Section 24(2) (deemed refused, over 21 days) 0 0 0 0

Section 31(4) (released to a medical practitioner) 0 0 0 0

Totals 4 4 2 6



Costs and fees of requests processed Assessed Costs FOI Fees Received 2003–04 2004–05 2003–04 2004–05

All completed requests 270 480 270 450

Discounts allowed Personal Other 2003–04 2004–05 2003–04 2004–05

Public Interest 0 0 0 0

Financial hardship – pensioner/child 5 6 0 0

Financial hardship – non-profit 0 0 0 0

Totals 5 6 0 0

Significant correction of records 0 0 0 0


Days to process Personal Other Total 2003–04 2004–05 2003–04 2004–05 2003–04 2004–05

0 – 21 days 6 5 2 5 8 10

22 – 35 days (consultation period) 3 1 2 1 5 2

Over 35 days (extended consultation) 0 0 0 2 0 2

Over 21 days (out-of-time determinations) 0 4 0 1 0 5

Over 35 days (out-of-time determinations after consultation) 0 1 0 0 0 1

Totals 9 11 4 9 13 20


Processing time Personal Other Total 2003–04 2004–05 2003–04 2004–05 2003–04 2004–05

0 – 10 hours 3 4 0 2 3 6

11 – 20 hours 6 4 3 6 9 10

21 – 40 hours 0 2 1 1 1 3

Over 40 hours 0 1 0 0 0 1

Totals 9 11 4 9 13 20



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Reviews and appeals 2003–04 2004–05

Number of internal reviews finalised 0 2

Number of Ombudsman reviews finalised 0 0

Number of District Court/ADT actions finalised 0 0


Details of internal reviewsBases of internal review Personal Other

Grounds on Upheld Varied Upheld Variedwhich requested 2003–04 2004–05 2003–04 2004–05 2003–04 2004–05 2003–04 2004–05

Access refused 0 0 0 0 0 0 0 0

Deferred 0 0 0 0 0 0 0 0

Exempt matter 0 0 0 0 0 1 0 1

Unreasonable charges 0 0 0 0 0 0 0 0

Charge unreasonably incurred 0 0 0 0 0 0 0 0

Amendment refused 0 0 0 0 0 0 0 0

Totals 0 0 0 0 0 1 0 1


The Guardianship TribunalFor the purpose of the Freedom of Information Act 1989 and Freedom of Information Regulation 2000, the Guardianship Tribunal is included in the reporting requirement of the Department of Ageing, Disability and Home Care (DADHC).

During the 2004–05 financial year, the Guardianship Tribunal received two requests for information under the Freedom of Information Act (FOI Act) which were accompanied by the relevant $30 application fee.

Both applications requested information about a client file that related to a Tribunal hearing. The request was refused on the basis that the Tribunal is not an “agency” for the purposes of the FOI Act, as section 10 specifies that a tribunal is not included within that definition in relation to its judicial functions. The applicants were informed of this provision and their cheques returned.

One matter was left pending at the end of the 2003–04 financial year, which was at that stage awaiting review hearing at the Administrative Decisions Tribunal. The appellant withdrew her appeal during the 2004–05 financial year and the matter has been finalised.


12. LEGAL CHANGE

Minor, technical and consequential amendments were made to the Guardianship Act 1987 in 2004–05, by three pieces of legislation:

The definition of “exempt premises” was amended by the Health Legislation Further Amendment Act 2004 as a consequence of the repeal of the Nursing Homes Act 1988. The amending Act was assented to on 30 November 2004 and the relevant provisions commenced on 1 January 2005.

The Statute Law (Miscellaneous Provisions) Act (No 2) 2004 changed the definition of the Department to clarify the effect of certain Administrative Changes Orders to make clear that a reference in the Guardianship Act 1987 to “the Department” is a reference to the Department of Ageing, Disability and Home Care. The Act received the Royal Assent on 10 December 2004 and the relevant amendment commenced on that day.

Provisions in the Guardianship Act 1987 relating to preservation of rights and former employment entitlements of the President or Deputy President of the Guardianship Tribunal were amended by the Teaching Services Amendment Act 2004, to equate with changes being made to the Teaching Service. The amending legislation was assented to on 21 December 2004 and commenced on 17 January 2005.

The Community Services (Complaints, Reviews and Monitoring) Regulation 2004 replaced the former regulation, which was subject to automatic repeal in September 2004. The new regulation is the same in substance as the former regulation. The Regulation commenced on 1 September 2004.

13. DEPARTURES FROM SUBORDINATE LEGISLATION ACT

Nil to report. The Community Services (Complaints, Reviews and Monitoring) Regulation 2004, was replaced in accordance with the Subordinate Legislation Act 1989.

14. PRIVACY MANAGEMENT PLAN

Privacy Code of PracticeIn 2003 the Department submitted a revised Privacy Code of Practice to the Privacy Commissioner for approval. The revised code was developed to modify the application of Information Privacy Principles (IPPs) under the Privacy & Personal Information Protection Act 1998 (PPIP Act). The revised code has not yet been approved. In 2005 the revised code was updated to incorporate modifications in association with the Health Records Information Privacy Act 2002 (HRIP Act). When approved, the code will specify how the IPPs and Health Privacy Principles (HPPs) are to be applied by the Department in certain situations.

While awaiting approval of the code, the Department continues to operate under a direction issued by the Commissioner under section 41 of the PPIP Act. The Department has submitted a draft direction under section 62 of the HRIP Act to the Privacy Commissioner for approval, which will modify the HPPs while the code is being finalised.

Privacy Management PlanThe Department’s Privacy Management Plan is currently being reviewed in light of the requirements of the HRIP Act.

Privacy reviewsDuring 2004–05, the Department received four applications for internal review under Part 5 of the PPIP Act. Reviews were undertaken in accordance with the Departmental Internal Review Procedure – Privacy Complaint Policy, relevant procedures set out by the NSW Privacy Commissioner and the PPIP Act.

One application related to the applicant’s performance assessment for a new position, which was provided to another staff member who appealed against the recruitment decision under the Government and Related Employees Appeal Tribunal Act 1980 (GREAT Act). It was found that there was no breach of IPPs under the PIPP Act because the information in question is excluded from the definition of ‘personal information’ under section 4 of the PPIP Act, and also that the information was provided under section 44 of the GREAT Act.

The other three applications related to incidents involving inappropriate handling of ‘personal information’ by managing staff. In each case, the ‘personal information’ concerned was found to relate to the applicants’ ‘suitability for employment’ and accordingly no breach of the IPPs under the PPIP Act. However, recommendations were made that the relevant areas undertake actions to improve their management and handling of personal information.

15. OVERSEAS TRAVEL

■ James Christian and Jenelle Tinham – to attend ANZSOG studies conference, New Zealand. Funded by the Department.

■ Sarah Fogg and Dr Dawn Linklater – to attend and make presentation at International Federation on Ageing’s 7th Global Conference, Singapore. Funded by the Department.


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16. RESEARCH AND DEVELOPMENT

The following research and development projects were undertaken during 2004–05 and some will be continued in 2005–06.

Research project Resources allocated

Michael Bitman, UNSW Social Policy Research Centre, ARC Linkage Project, Negotiating Caring and Employment – the impact on carers’ well-being. Examines the effect of caring on income security, social participation and carers’ health

$20,000, Community Access

Dr Sharon Chalmers and Dr Brett Nelson, Centre for Cultural Research UWS, Diverse Strategies for Diverse Populations – review knowledge base of experience in caring for frail elderly persons with a disability within CALD communities and within the general community

$25,000 HACC State Plan 2003–04

Lucinda Mora, University of Sydney, Activities, Task and Routines of Children with Behavioural Needs – explore functional performance of children with behavioural needs. Began July 2002

Access to staff and postage

Dr Frini Karayanidis and Alicia Sercombe, University of Newcastle, Face and Facial Expression Processing in Autism

Staff/client access

Greta Ridley, Jacqueline Roberts and Roger Stancliffe, University of Sydney CDDS, Appropriate and Effective Models of Respite Care for Children Under 7 years of Age with Challenging Behaviour

CDDS workplan 2003–04

Gwynneth Llewellyn and David McConnell, Sydney University ARC Linkage Project, Human Services and Parents with a Disability Cooperatively Working with Children – identify effective prevention strategies/practices

Funded prior to 2004–05

Trevor Parmenter, University of Sydney CDDS, Early Intervention and Family Support – evidence based investigation of six service pilots originally set up to explore services for supporting people with a disability


Michele Wiese, University of Sydney CDDS, Positive Behaviours Support – reviews programs for families with a child with a disability


NDA project, NSW chairs, Children and Young People with a Disability (incorporates challenging behaviours)

Current NDA research and development program

Sydney University, Home Maintenance and Modifications Clearing House and Research

$59,392 HACC recurrent 2004–05

Richard Stock Australian Healthcare Associates, Update of HACC Costing Models – deliver accurate unit cost benchmarks for the full range of HACC services


DADHC Information Technology Branch, Development of HACC MDS DATA Cubes – purchase development & user licence products for constructing various data cubes required to conduct research activity


Equity of Access to HACC Services for Boarding House Residents – documentation of barriers for accessing HACC services, identification of strategies, i.e. seminars and information for residents and implementation of targeted HACC training projects


Development of Services for CALD Communities in the Southern Highlands – identification of current services, infrastructure and migration trends, needs analysis of CALD communities, identification of barriers and development of strategies for addressing unmet needs


Charles Sturt University, Identification of HACC Service Needs in the Albury/ Wodonga CALD Community – identification of specific regional and rural centres HACC target group service needs for the CALD communities. Within Albury/Wodonga and surrounding rural townships located within the Hume, Corowa, Culcairn and Holbrook local government areas



Research project Resources allocated

Transient Aboriginal Client Research Project, Hunter Region – review impact of transient Aboriginal clients on HACC funded services, numbers of clients, access levels of services received, service types, models of service, coordination and networking between agencies and access issues re mainstreaming HACC services


Cost and Other Barriers in Rural and Remote Areas $45,000 HACC State Plan 2004–05

How Much Disability is Long Term? – investigation of factors associated with the development of long-term disability


Tony Broe, Ageing Research Centre – Modelling Future Aged Care Service Resource Requirements – evidence from the Sydney Older Persons Study – map service utilisation, project service requirements, social networks and disability factors by key demographic variables across NSW by LGA per projected year


Dr Laurie Brown, NATSEM, ARC Linkage Project, Financial Security, Self-provision, Service Needs and Costs – projecting the care needs and circumstances of older Australians at a detailed regional level to 2020


Pathways of Support for People with an Intellectual Disability and Dementia $115,000 HACC State Plan 2004–05

Keith McVilly, Sydney University CDDS, High Support Clients – Planning for Better Outcomes for Complex/High Support Clients


Seeta Durvala, Sydney University CDDS, Epilepsy Management – literature reviews of management options


Roger Stancliffe, Sydney University CDDS, Review of Palliative Care Options CDDS workplan 2003–04

David Butt/Alison Moore, Macquarie University, Enhancing Interaction in Group Homes – increase success in group homes in Inner West Area by improving the way clients interact with each other and with their carers

Funded prior to 2004–05, access to group homes and clients

Roger Stancliffe, University of Sydney CDDS, Active Support Model Evaluation – evaluation of trial of UK Active Support Model in five DADHC Group Homes


Roger Stancliffe, Seeta Durvasula, University of Sydney CDDS, Physical Activity Guidelines – to promote regular physical activity for people with intellectual and physical disabilities


Kathy Eagar, University of Wollongong, NSW ATLAS Classification and Costing Study – examine the relationship between consumer characteristics and the cost of services provided to consumers.

$170,619, Community Access

NDA project, NSW chairs, Support Needs and Service Models for Younger People with High Clinical Care Needs

Current NDA research and development program

Data Source: DADHC Planning and Evaluation Unit


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17. SUPPORTING THE ENVIRONMENT

The Department is committed to the establishment of a Waste Reduction and Purchasing Plan framework, and will develop an operational policy and related strategies by September 2005.

The Department has a practice of procuring environmentally friendly paper products and other strategies will be developed to fully address government policy and sustainability requirements.

A comprehensive policy framework for the Department will be submitted to the Department of Energy, Utilities and Sustainability by September 2005.

18. GOVERNMENT ENERGY MANAGEMENT POLICY

The Department is committed to the establishment of a Government Energy Management Policy framework for its agency, and will develop an operational policy and related strategies by September, 2005. This policy framework will then be submitted to the Department of Energy, Utilities and Sustainability. The Department has recently commenced the Australian Building Greenhouse Rating of its owned premises, and a program of rating reviews will be outlined in the Department’s energy management policy document.

19. LAND DISPOSAL

In 2004–05, the Department disposed of land and buildings through sales, transfers and write-offs.

Value of Number of propertiesType of Disposal Properties $000 Reasons for disposal

Sale 6 2,968 Properties were sold under the Department’s Asset Rationalisation Program. Proceeds from property sales will be used to purchase group homes

Transfer to 1 770 Property transferred to the Department other Departments of Community Services (DoCS) under the

Memorandum of Agreement between DoCS and DADHC

Long term lease 1 8,479 DADHC entered into a 99 year lease of a property in Bondi Junction. The lease was treated as a sale in accordance with AAS 17 “Leases”. A reversionary right of $1,000 has been recognised

Transfer to a 1 6,654 Property is owned by the John Williams Memorial charitable Trust The Department’s Director-General is the

administrator of the Trust

Write-off 1 3,812 Title and control of a property in Woodstock are held by the Department of Health

Total 10 22,683

Access to documents relating to property disposals can be obtained under the Freedom of Information Act.

Data Source: DADHC Strategic Asset Management and Procurement Directorate


20. PAYMENT OF ACCOUNTS

The payment of accounts is closely monitored across the Department to ensure accounts are paid in accordance with NSW Treasury Directions.

Aged analysis of accounts payable at the end of each quarter: DADHC Between Between Current Less than 30 and 60 and More than (within 30 days 60 days 90 days 90 days due date) overdue overdue overdue overdue Quarter $000 $000 $000 $000 $000

September 2004 505.5 18.0 (2.0) 8.7 (20.4)

December 2004 458.7 16.6 1.8 0.8 (21.9)

March 2005 1,309.8 645.6 84.7 35.0 47.7

June 2005 3,641.0 4,065.8 1,452.2 151.1 207.6

Data Source: DADHC Finance Directorate

Accounts paid on time with each quarter: DADHC Total Total accounts paid on time amount paidQuarter Target % Actual % $000 $000

September 2004 90.0 94.2 315,351 334,813

December 2004 90.0 91.8 291,613 317,598

March 2005 90.0 92.2 268,480 291,080

June 2005 90.0 87.8 262,822 299,353

Total year 90.0 91.6 1,138,266 1,242,844

The Department did not incur any penalty interest for late payment of accounts.


Aged analysis of accounts payable at the end of each quarter: Home Care Service of NSW Between Between Current Less than 30 and 60 and More than (within 30 days 60 days 90 days 90 days due date) overdue overdue overdue overdue Quarter $000 $000 $000 $000 $000

September 2004 209 2 – – –

December 2004 342 – – – 3

March 2005 600 – – – 3

June 2005 876 34 4 1 9


Accounts paid on time with each quarter: Home Care Service of NSW Total Total accounts paid on time amount paidQuarter Target % Actual % $000 $000

September 2004 90.0 99.0 209 211

December 2004 90.0 99.1 342 345

March 2005 90.0 99.5 600 603

June 2005 90.0 94.8 876 924

Total Year 90.0 97.3 2,027 2,083

The Home Care Service of NSW did not incur any penalty interest for late payment of accounts.



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21. CREDIT CARD CERTIFICATION

As at 30 June 2005, the Department administered a total 1,390 credit cards:

■ 1,220 for DADHC officers

■ 170 for HCS officers

Credit cards were used in accordance with government guidelines.

22. RISK MANAGEMENT AND INSURANCE ACTIVITIES

The Department is a member of the New South Wales Treasury Managed Fund, which is a self-insurance arrangement for NSW Government agencies. As such, the Department is fully covered under related NSW legislation and is committed to using risk management principles to mitigate risk exposure and therefore premium costs.

Details of our external and internal audit and risk management activities are included in the introduction to the Corporate Initiatives section and in the Business Improvement report in Section 5.

23. PROPERTY ASSETS

The Department maintains an asset register, which lists the location, age, value and depreciation of its building stock. In 2004–05, the Department’s properties were physically revalued by MVS Valuers Australia Pty Ltd resulting in a net increase in the value of properties of $1.92 million.

The Department had the following building stock as at 30 June 2005:

■ a total of 8 residential centres

■ a total of 441 group homes

The Home Care Service of NSW had the following building stock as at 30 June 2005:

■ a total of 4 office sites


24. FUNDS GRANTED TO NON-GOVERNMENT COMMUNITY ORGANISATIONS 2004–05

Service Provider Funding Purpose 2004–05 Funding

Ability Options Ltd Community Support $186,300

Community Access $285,237

Accommodation Support $3,018,136

Aboriginal Medical Service Co-operative Ltd Respite Care (HACC) $140,263

Access Industries for the Disabled Ltd Community Support $14,766

Accessible Arts Inc Other Support $116,978

Accommodation Network Pty Ltd Community Support $31,559

Respite $326,973



ACES Inc Accommodation Support $98,366


Acquired Brain Injury Group Inc Respite Care (HACC) $202,546

ACROD NSW Division Other Support $479,354

ACSN Inc Accommodation Support $328,697

ACT Department of Disability Housing and Community Services


Accommodation Support $308,620

Action for People with Disability Inc Advocacy, Information and print disability $147,516

Adelong/Batlow and District Meals on Wheels Service Incorporated

Food Services (HACC) $49,093

Aftercare Community Access $647,496


Age Concern Albury Wodonga Inc Home Help (HACC) $17,387

Ageing $25,860

Other Support Services (HACC) $57,991

Respite Care (HACC) $152,097

Home Modification & Maintenance (HACC) $396,061

Aged & Disability Support Services Inc Multi Service Outlet (HACC) $43,630

Home Help (HACC) $111,523

Home Maintenance (HACC) $116,785

Domestic Assistance (HACC) $148,297



Community Options (HACC) $1,424,093

Albury Meals on Wheels Inc Food Services (HACC) $112,435

Albury/Wodonga Volunteer Resource Bureau Inc

Ageing $27,598

Alkira Respite Service Inc Respite Care (HACC) $240,549

Allambi Youth Services Incorporated Respite $14,812


Allambie Leeton Inc Accommodation Support $171,618

Allowance Inc Accommodation Support $2,537,959

Alzheimer’s Australia NSW Incorporated Counselling/Support, info & advocacy (HA $20,420

Ageing $184,283

Non Output Service (HACC) $221,820



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Anglicare Youth and Family Services Accommodation Support $29,698


Community Support $223,394

Respite $345,560

ANHF Aged Services Pty Limited Centre Based Day Care (HACC) $40,840

Anowah Community Living Inc Community Access $231,502


Archdiocese of Canberra & Goulburn – Marymead


Armenian Community Welfare Committee Food Services (HACC) $22,080


Armidale Care for Seniors Inc Home Help (HACC) $51,241

Armidale Dumaresq Council Respite Care (HACC) $42,161



Armidale/Uralla Meals On Wheels Inc Food Services (HACC) $128,341

Ashfield Council Aged Care Workers (HACC) $21,953

Ashfield Municipal Meals on Wheels Inc Food Services (HACC) $69,358

Assoc of Relatives & Friends of The Mentally Ill – (ARAFMI)


Association of Blind Citizens of NSW Inc Advocacy, Information and print disability $27,178

Auburn Council Other Support Services (HACC) $25,471

Australian Chinese Community Association of NSW Incorporated

Aged Care Workers (HACC) $21,690


Social Support (HACC) $90,898



Australian Foundation for Disabled Accommodation Support $1,600,363

Community Access $1,907,965

Australian Home Care Services Pty Ltd Community Access $6,861

Respite $60,800


Australian Red Cross NSW – Central Coast Ageing $14,886



Australian Red Cross NSW – Hunter Home Help (HACC) $107,642

Australian Red Cross NSW – Northern Other Support Services (HACC) $107,002

Australian Red Cross NSW – Southern Home Help (HACC) $35,311

Australian Serbian Illawarra Welfare Association St John the Baptist Inc


Autism Spectrum Australia (ASPECT) Accommodation Support $627,803



Autocefalic Greek Independent Community Respite Care (HACC) $28,867

Awabakal Newcastle Aboriginal Co-op Ltd Community Access $15,637

Ageing $48,823






Ballina & District Community Services Assoc Inc





Ballina Early Intervention Inc Community Support $54,208

Ballina Meals on Wheels Inc Food Services (HACC) $77,236

Balranald Meals On Wheels Food Services (HACC) $25,198

Bankstown Area Multicultural Network Inc Other Support Services (HACC) $280,255

Bankstown City Council Development Workers (HACC) $32,137


Bankstown Community Resource Group Inc Community Support $62,086

Bankstown Community Services Co-op Ltd Respite Care (HACC) $54,708


Baptist Community Services – NSW & ACT Community Access $13,028



Multi Service Outlet (HACC) $167,006




Community Options (HACC) $276,849

Centre Based Day Care (HACC) $293,910

Respite $431,896

Multi-Service Outlets (HACC) $762,612

Personal Care (HACC) $1,397,434

Home Help (HACC) $1,406,824


Domestic Assistance (HACC) $1,463,451

Respite Care (HACC) $1,660,143

Barkuma Neighbourhood Centre Social Support (HACC) $204,200

Barnardos Australia – Penrith Children’s Family Centre




Barraba Accommodation Service Inc Accommodation Support $147,250

Bathurst Early Childhood Intervention Service Inc


Bathurst Independent Living Skills Inc Community Access $448,467

Bathurst Information and Neighbourhood Centre


Ageing $54,047


Bathurst Meals on Wheels Services Inc Food Services (HACC) $323,272

Bathurst Seymour Centre Inc Respite Care (HACC) $207,284

Baulkham Hills Council Aged Care Workers (HACC) $28,368



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Baulkham Hills Shire Community Care Committee


Ageing $51,919



Bay & Basin Community Resources Inc Centre Based Day Care (HACC) $15,054



Beehive Industries Co-operative Ltd Accommodation Support $227,548

Bega Valley Council Respite $95,460



Bega Valley Home Modification and Maintenance Project Inc


Bega Valley Meals on Wheels Co-operative Ltd




Behha Enterprises Inc Accommodation Support $302,121

Bellingen Shire Council Respite Care (HACC) $21,821



Bellingen Shire Meals on Wheels Inc Food Services (HACC) $91,685

Bellingen Shire Support Network Inc Respite $27,865





Belmont Meals on Wheels Inc Food Services (HACC) $87,398

Beresfield & District Meals on Wheels Food Services (HACC) $66,065

Berrigan Shire Council Community Support $58,838


Better Hearing Australia NSW State Council Inc

Advocacy, Information and print disability $85,385

Beverley Park School Kids Inc Community Support $67,016

Biala Respite Service Inc Social Support (HACC) $16,568


Biala Support Services Inc Community Access $28,139

Biripi Aboriginal Corporation Medical Centre Other Support Services (HACC) $87,244

Blackheath Area Neighbourhood Centre Inc Community Access $651,129

Blacktown City Council Aged Care Workers (HACC) $24,893

Blacktown Meals On Wheels Inc Food Services (HACC) $310,372

Bland Council Centre Based Day Care (HACC) $3,009



Blayney Voluntary Meals on Wheels Service Food Services (HACC) $37,230

Blue Mountains City Council Aged Care Workers (HACC) $26,585



Blue Mountains Disability Services Limited Community Support $112,808



Blue Mountains Food Service Inc Home Help (HACC) $71,034

Other Food Services (HACC) $464,947

Blue Mountains Recreation and Respite Service Inc


Boggabri Old Peoples Welfare Committee Inc


Bombala Council Home Help (HACC) $6,359




Bombala Meals on Wheels Food Services (HACC) $15,504

Booroongen Djugun Aboriginal Corporation Respite Care (HACC) $31,310



Respite $118,152

Community Transport (HACC) $131,020

Development Workers (HACC) $168,092

Botany Bay City Council Food Services (HACC) $164,524

Brain Injury Association of NSW Inc Other Support $141,298

Brain Injury Respite & Development Service Inc


Break Thru People Solutions Community Access $79,595

Breona Residential Services Inc Accommodation Support $636,539

Bridges Disability Services Hawkesbury Inc Respite Care (HACC) $159,493


Broken Hill & District Hearing Resource Centre


Broken Hill City Council Aged Care Workers (HACC) $42,848


Respite $154,578



Brunswick Valley Meals on Wheels Service Inc


Bucketts Way Neighbourhood Group Inc Respite $36,902



Bungree Aboriginal Association Inc Respite $57,949





Bunyarra – Accommodation Service for People With Disabilities Inc


Burwood Community Welfare Services Inc Food Services (HACC) $76,459


10 IN

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LLand Disposal 157Learning and Development 50, 66, 67, 143Legal Change 154Legal Services 53, 72, 151Local Planning Areas 40, 41, 48Local Support Coordination 49, 204, 208

MManagement Board 6, 54, 55, 71, 73Manual Handling 63, 65, 145, 148, 149Mid North Coast Aboriginal Co-ordinated Care Trial 48Ministerial Advisory Committee on Ageing 32, 140Models of Supported Accommodation 16, 19Motor Accidents Authority 10, 28, 29

NNational Dementia Framework 32National Disability Administrators 11, 37, 38, 71Network Managers 9NSW Businesslink 53, 63, 68, 69, 77, 141, 146NSW Dementia Reference Group 139NSW Government Action Plan for Women 141

OOccupational Health and Safety 43, 47, 65, 138, 148, 150Office for Ageing 5, 13, 30, 33, 53, 140, 141, 143 Older People, NSW 2004 11, 32Operations Executive 16, 54Our Voice 61Overseas Travel 154

PParliamentary Friends of Dementia 32Payment of Accounts 158People with high and complex needs 14, 16, 17Performance Management System 66Performance Monitoring 6, 35, 56Performance Overview 2, 10Personal Care 3, 5, 10, 26, 27, 28, 43, 44, 45, 46, 47, 48, 50, 62, 204, 206Personnel Policies 145Physical Disabilities Expert Advisory Group 29, 140Planning for Later Life Forum 11, 32Positive Ageing Hunter 47Post School Programs 8, 21, 23, 25, 72, 209Premier’s Christmas Gala Concerts 5, 59Premier’s Seniors Week Gala Concerts 59Prevention and Early Intervention 10, 20, 22, 24, 45, 49 Priority Major Initiatives 6, 9, 11, 13, 15, 22, 27, 31, 36, 56, 66, 71, 75Privacy Management Plan 154Procurement 74, 75Property Assets 159Public Accountability Branch 72

QQuality and Safety Framework 10, 18, 44, 45, 46

RReferral and Assessment Centre 26, 28, 29Hunter Region 19, 47, 52Metro South East Region 43, 52Metro South West Region 44, 52, 57Metro North Region 45, 52Metro West Region 46, 52Northern Region 48, 52Southern Region 49, 52Statewide Aboriginal Region 5, 40, 51, 52, 53Western Region 50, 52, 142Research 23, 33, 38, 59, 73, 115, 140, 143, 155Residential Support Workers 9, 63, 209Risk Management 43, 47, 56, 65, 159

SSAP HR 9, 11, 64, 65, 69, 77, 138, 141, 145SAP OHS 11, 55, 69Seniors Card 3, 5, 31, 51, 58, 60, 70, 204Seniors Week 3, 5, 8, 11, 58, 59, 61Seniors Week Achievement Awards 59Service Coordinator Conference 49Service Description Schedules 23Service Development and Planning 5, 9, 11, 13, 33, 34, 35, 57, 71Spastic Centre Mobile Service 48Stabilising Grants Programs 38Stakeholders 3, 6, 8, 9, 10, 17, 19, 22, 24, 28, 29, 38, 43, 45, 47, 50, 68, 70, 76Strategic Asset Management 45, 47, 50, 76Support for Children 10, 22, 204, 206

TTransition to Work Program 10, 21, 23, 24, 25, 44, 138, 204, 206, 209

VVacancy Management 9, 10, 15, 16, 18, 24, 36, 40, 43, 44, 45, 46, 47, 48, 49

WWaste Reduction and Purchasing Plan (WRAPP) 157

YYouth and Community Services Act 1973 3, 11, 36, 38


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Burwood Council Aged Care Workers (HACC) $23,960

Allied Health – Podiatry (HACC) $91,890



Byron Shire Early Intervention Association Inc


Byron Shire Respite Service Inc Social Support (HACC) $77,000


Byron-Ballina Home Modification and Maintenance Service Inc


Cabonne Council Multi Service Outlet (HACC) $170,780

Cabramatta Community Centre Home Modification & Maintenance (HACC) $266,049

Camden District Care Incorporated Respite Care (HACC) $316,356

Camden Haven Meals on Wheels Assoc Inc Food Services (HACC) $113,275

Camden Meals on Wheels Inc Food Services (HACC) $90,402

Campbelltown City Council Community Support $161,574


Campbelltown Meals on Wheels & Housebound Resource Service Inc


Canterbury City Community Centre Inc Home Maintenance (HACC) $70,460



Canterbury City Council Aged Care Workers (HACC) $29,029


Canterbury Earlwood Caring Association Ltd Ageing $5,927


Canterbury Meals on Wheels Inc Food Services (HACC) $202,667

Canterbury Multicultural Aged & Disability Support Service Inc


CAPAH Association Inc Respite Care (HACC) $37,066

Care & Respite Association Inc Respite $15,398





Care Connect Ltd Case Management (HACC) $124,818






Care for Children with Disabilities Inc – Armidale

Respite $19,027


Care Works (Dellwood Pty Ltd) Accommodation Support $107,330

Carers NSW Inc Community Support $201,797




Caringa Enterprises Inc Community Support $7,988



Caringbah Neighbour Aid Inc Ageing $2,261


Caroona Homes for the Aged Respite Care (HACC) $154,682

Carrathool Shire Council Multi-Service Outlets (HACC) $54,400

Carrington Centennial Care Limited Other Support Services (HACC) $118,685

Personal Care (HACC) $193,990

Casino Meals on Wheels Food Services (HACC) $53,129

Casino Neighbourhood Centre Inc Accommodation Support $61,477


Respite $141,117




Casino/Kyogle HACC Flexible Service Inc Multi-Service Outlets (HACC) $329,249

Castle Personnel Services Inc Community Access $691,965


Catholic Centre for Hearing Impaired Children


Catholic Health Care Services Limited Respite Care (HACC) $89,304


Counselling/Support, info & advocacy (HA $122,520








Centacare – Archdiocese of Broken Bay Community Options (HACC) $29,362




Respite $864,600


Centacare – Archdiocese of Canberra & Goulburn




Centacare – Diocese of Wollongong Counselling/Support, info & advocacy (HA $157,250


Centacare – Newcastle Accommodation Support $929,471

Centacare – Port Macquarie Community Support $4,268


Respite $78,333



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Centacare Catholic Community Services – Archdiocese of Sydney






Respite $1,548,547



Centacare Catholic Family Services Home Help (HACC) $56,892

Centacare Lismore – Respite Program Respite $251,306

Centacare Lismore – Senior Day Care Respite Care (HACC) $89,381

Central Coast Alternative Care Group Ltd Accommodation Support $46,056

Respite $332,633



Central Coast Area Health Service Ageing $115,330


Central Coast Disability Network Inc Advocacy, Information and print disability $93,381



Central Coast Living Options Inc Community Access $122,019


Central Coast Post School Options Inc Community Access $1,882,856

Central Darling Shire Council Multi Service Outlet (HACC) $61,691

Central Sydney Area Health Service Accommodation Support $50,039

Ageing $91,811



Central West Community College Ltd Community Access $26,913


Central West Special Needs Centre Community Support $25,527




Respite $180,455


Cessnock Hostel Ltd Accommodation Support $279,575

Challenge Armidale Ltd Community Access $614,532


Challenge Disability Services Community Support $10,554

Respite $202,811



Challenge Foundation Goulburn Inc Respite $176,162


Charlestown and District Meals on Wheels Inc




Charlestown Caring Group Inc Home Help (HACC) $135,325

Chatswood Sheltered Industries Inc Accommodation Support $769,993

Chester Hill Neighbourhood Centre Inc Respite Care (HACC) $36,158

Ageing $70,158

Children First Incorporated Community Support $237,171

Chinese Australian Services Society Co-operative Ltd (CASS)



Christian Community Aid Service Inc Counselling/Support, info & advocacy (HA $4,290





Christie Centre Inc Community Access $43,308

Citizen Advocacy Western Sydney Inc Respite Care (HACC) $77,784


City of Canada Bay Council Development Workers (HACC) $23,037



City of Fairfield Meals on Wheels Inc Food Services (HACC) $126,251

City of Liverpool Meals on Wheels Inc Food Services (HACC) $127,334

City of Sydney Aged Care Workers (HACC) $49,995


Citycare Newcastle Inc Accommodation Support $299,280

Civic Industries (Division of SLAS Limited) Community Access $16,976

Civic Residential Services (Division of SLAS Ltd)



Respite $1,802,539


Clarence Valley Council Aged Care Workers (HACC) $24,003








Respite $839,063

Clarence Valley Home Modification and Maintenance Service Inc


CO AS IT Italian Association of Assistance Ageing $46,022



Coalfields Meals on Wheels Co-operative Ltd Food Services (HACC) $160,359

Coalfields Neighbourcare Incorporated Domestic Assistance (HACC) $40,840




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Coastal Accommodation Support Service Incorporated

Respite $260,144


Coastal Disability Services Limited Community Access $727,355

Coffs Harbour Aboriginal Family Community Care Inc


Coffs Harbour Challenge Inc Community Access $6,237

Coffs Harbour City Council Other Support Services (HACC) $73,531

Coffs Harbour Home Modification and Maintenance Service Inc


Coffs Harbour Meals on Wheels Incorporated


Coffs Harbour Support Services Inc Community Support $5,442

Respite $54,592



Combined Pensioners & Superannuants Assoc NSW Inc


Ageing $353,013

Community Care (Northern Beaches) Inc Ageing $67,019





Community Care Services – Central Coast Domestic Assistance (HACC) $102,100




Community Connections Australia Respite $12,362



Community Independence Support Services Incorporated





Community Options Brokerage Service Inc Community Access $174,832


Community Options Illawarra Incorporated Case Management (HACC) $137,835


Community Programs Inc Social Support (HACC) $78,050


Respite $192,086




Community Restaurant Miranda Inc Food Services (HACC) $119,482

Community Transport Organisation Inc Community Transport (HACC) $136,261

Concord Community Food Services Incorporated




Cooinda Family Support Group Inc Community Support $118,571

Coolamon Council Multi-Service Outlets (HACC) $78,206

Cooma – Monaro Council Meals Service (HACC) $58,178


Cooma Challenge Ltd Respite $30,906





Coonabarabran Meals on Wheels Multi-Service Outlets (HACC) $105,014

Coonamble Meals on Wheels Food Services (HACC) $64,064

Coonamble Parent Support Host Family Respite Care

Respite $23,290


Cootamundra Community Centre Inc Home Help (HACC) $33,752


Respite $37,198

Cootamundra Meals on Wheels Service Inc Food Services (HACC) $78,185

Coptic Orthodox Church Ageing $10,416


Council of Social Service of NSW Other Support Services (HACC) $117,746

Council on the Ageing NSW Inc Other Support Services (HACC) $130,648

Ageing $268,347

Cowra Early Intervention Group Inc Community Support $71,555

Cowra Information & Neighbourhood Centre Home Modification & Maintenance (HACC) $114,598

Cowra/Grenfell Meals on Wheels Food Services Inc


Cram Foundation Accommodation Support $2,648,272

Croatian Community Centre Respite Care (HACC) $37,314

Cronulla Neighbour Aid Inc Home Help (HACC) $102,706

Crookwell Meals on Wheels Service Inc Food Services (HACC) $9,134

Crowle Foundation Ltd Community Support $11,324

Other Support $244,097



Cubby House Toy Library Inc Community Support $17,244

Currajong Disability Services Incorporated Respite $30,800




Dadirri Inc Community Support $8,619



Delegate Meals On Wheels Association Inc Food Services (HACC) $1,059

Deniliquin Meals on Wheels Inc Food Services (HACC) $41,167

Denman Meals on Wheels Service Inc Food Services (HACC) $7,156

DIRC (NSW) Inc Advocacy, Information and print disability $125,337

Disability Advocacy and Information Service – Albury



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Disability Advocacy Service Hunter (DASH) Inc


Disability and Aged Information Service Inc Other Support Services (HACC) $76,884


Disability Enterprises Leura Respite $97,600



Disability Information Advocacy Service Incorp


Disability Services Australia Limited Community Support $467,166



Disability Services Port Stephens Incorporated

Respite $54,663


Down Syndrome Association of NSW Inc Advocacy, Information and print disability $54,731

Druitt Information and Link Up Service Inc Non Output Service (HACC) $1,524



Dubbo Community Services & Information Centre Inc

Ageing $8,467



Dubbo Meals on Wheels Food Services (HACC) $431,160

Dundaloo Foundation Ltd Accommodation Support $728,800

Dungog & District Neighbourcare Inc Social Support (HACC) $3,250




Dunrossil Challenge Foundation Ltd Community Access $487,429

Earlwood Aged Support & Care Group Inc Respite Care (HACC) $45,681

Early Childhood Intervention Australia (NSW Chapter) Inc


Early Education (EarlyEd) Inc Community Support $364,161

Early Links Inclusion Support Service Inc Community Support $296,372

East Lake Macquarie Dementia Service Inc Respite Care (HACC) $264,891

Eastlakes Neighbour Aid Inc Home Help (HACC) $195,767

Easy Care Gardening Inc Home Modification & Maintenance (HACC) $100,427


ECHO Bondi Junction Neighbourhood Centre Inc


EMMAUS – Disabled Persons Catholic Services


Endeavour Industries Ltd Accommodation Support $24,825


Engadine District Community Aid & Information Service Inc


Epilepsy Association Community Access $920





Essential Personnel Association Inc Community Access $528,546

Estia Foundation of Australia Accommodation Support $324,715

Respite $886,297

Ethnic Child Care Family & Community Services Co-op Ltd




Ethnic Communities Council of Newcastle and Hunter Region Inc


Ethnic Communities’ Council of NSW Inc Other Support Services (HACC) $75,867


Eurella Community Services Inc Community Access $43,853



Eurobodalla Council Aged Care Workers (HACC) $35,382





Respite $462,213


Eurobodalla Meals on Wheels Co-operative Ltd


Evans Community Options Inc Social Support (HACC) $71,470

Respite $139,302


Fairfield Community Resource Centre Community Access $655,322

Fairfield Council Aged Care Workers (HACC) $27,499


Fairhaven Services Ltd Accommodation Support $179,409

Respite $547,013

Family Link Wagga Wagga Respite Care Scheme Inc


Respite $119,174


Family Resource & Network Support Inc Community Access $108,518

Respite $196,465


Far West Area Health Service Home Modification & Maintenance (HACC) $44,976




Ageing $130,068

Far West HACC Services Inc Home Modification & Maintenance (HACC) $93,377

Firstchance Incorporated Accommodation Support $25,005


Flintwood Disability Services Inc Respite $487,543




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FOCAS Shoalhaven Inc Community Access $315,107

Food Distribution Network Inc Food Services (HACC) $335,560

Forbes and District Meals on Wheels Assoc Inc


Forbes HACC Centre Inc Other Support Services (HACC) $31,094

Forbes/Bland Home Modification and Maintenance Service Inc


Foster Grandparents Scheme Hunter Region Inc


Fraternal Society of Tripoli & Mena Districts Other Support Services (HACC) $9,145


Ageing $51,460

Friends of Woodstock Disability Services Incorporated


Respite $229,500


Fusion Australia Ltd – Sydney West Home Modification & Maintenance (HACC) $797,056

Georges River Community Service Inc Home Help (HACC) $131,786

Gilgai Aboriginal Centre Inc Development Workers (HACC) $253,285


Respite $293,347

Gilgandra Council Food Services (HACC) $90,328



Gladesville & District Community Aid & Info Servc Inc





Glen Industries Community Access $37,944

Glen Innes Severn Council Community Support $22,284







Respite $669,315

Glenray Industries Ltd Community Access $6,237


Gloucester Home Maintenance Project Inc Home Modification & Maintenance (HACC) $73,897

Gloucester Meals on Wheels Inc Food Services (HACC) $45,783

Gosford & Terrigal Meals on Wheels Inc Food Services (HACC) $250,902

Gosford City Council Aged Care Workers (HACC) $25,925



Goulburn & District Children’s Services Assoc


Goulburn & District Meals on Wheels Service Inc




Goulburn Mulwaree Council Social Support (HACC) $45,630



Grafton District Meals on Wheels Service Inc Food Services (HACC) $79,281

Great Lakes Community Resources Inc Home Modification & Maintenance (HACC) $154,969

Great Lakes Council Multi-Service Outlets (HACC) $35,671



Respite $117,208





Great Lakes Disabled Alliance Inc Accommodation Support $14,419


Great Lakes Meals on Wheels Inc Food Services (HACC) $101,593

Greater Hume Shire Council Home Modification & Maintenance (HACC) $27,599



Greater Murray Area Health Service Ageing $207





Greater Queanbeyan City Council Other Support Services (HACC) $1,719







Respite $261,768


Greater Southern Area Health Service Ageing $20,739

Greek Welfare Centre Community Transport (HACC) $36,807



Greenacres Association Community Access $2,541,698

Griffith Early Intervention Service Community Support $80,396

Griffith Meals on Wheels Incorporated Food Services (HACC) $53,859

Griffith Neighbourhood House Other Support Services (HACC) $74,154

Griffith Post School Options Inc Community Access $486,485

Gulgong Hostel Association Incorporated Multi Service Outlet (HACC) $124,411

Gundagai Neighbourhood Centre Inc Multi-Service Outlets (HACC) $86,360

Gunnedah Council Home Help (HACC) $24,810




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Gunnedah Family and Children’s Services Inc Community Support $31,370

Gunnedah Meals on Wheels Association Inc Food Services (HACC) $37,567

Gunnedah Special Support Service Inc Accommodation Support $216,200

Guriwal Aboriginal Corporation Respite Care (HACC) $139,448

Guyra Shire Council Home Help (HACC) $34,575


Gwydir HACC Services Inc Food Services (HACC) $54,359



Gwydir Shire Council Food Services (HACC) $24,079




Gymea Community Aid & Information Centre Inc



H.N McLean Memorial Retirement Village Pty Ltd


Handicapped Children’s Centre NSW Community Support $2,248


Respite $165,750



Handital – NSW Inc Advocacy, Information and print disability $59,574

Hastings Council Other Support Services (HACC) $30,012

Hastings District Respite Care Inc Respite $26,314


Hastings Early Intervention Inc Community Support $177,455

Hastings Headway Inc Community Access $197,936


Hastings Home Modification and Maintenance Service Inc


Hawkesbury City Council Aged Care Workers (HACC) $28,585

Hawkesbury Colo Meals on Wheels Inc Food Services (HACC) $142,893

Hawkesbury Early Childhood Intervention Service Inc


Hawkesbury/Penrith Respite Services Inc Respite $109,856



Hay Shire Council Multi-Service Outlets (HACC) $129,466

HeadEast Eastern Sydney Acquired Brain Injury CAS Inc


Headstart Community Access Programme Inc


Respite $30,576





Headway Adult Development Program Inc Community Access $200,395

Headway Illawarra Inc Community Access $242,473

Henty Community Health Care Committee Centre Based Day Care (HACC) $5,750


Holbrook Meals on Wheels Service Inc Food Services (HACC) $29,906

Holdsworth Street Community Centre Other Support Services (HACC) $28,217

Counselling/Support, info & advocacy (HA $103,712



Holiday Coast Respite Co-operative Limited Respite $1,175,206

Holroyd City Council Aged Care Workers (HACC) $22,892




Home Care Block Grant Non Output Service (HACC) $3,040


Ageing $107,095






Home Help (HACC) $64,140,873

Home Care Service of NSW – Active Ageing $20,946






Case Management (HACC) $325,709






Multi Service Outlet (HACC) $1,170,802

Respite $1,283,641



Home Modifications Lake Macquarie/Newcastle Inc

Allied Health – Occupational Therapy (HA $66,365


Homebush-Strathfield Community Service Inc


Hope Healthcare Limited – Greenwich Hospital




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Horizon Early Childhood Intervention Service Inc


Hornsby Challenge Foundation Ltd Accommodation Support $7,300,171

Hornsby Council Aged Care Workers (HACC) $23,109


Hornsby Ku-ring-gai Lifeline & Community Aid Inc


Hume Employment Service Limited Community Access $15,943

Hunter Area Health Service Centre Based Day Care (HACC) $41,758

Ageing $52,338




Hunter Brain Injury Respite Options Inc Respite $475,543

Hunter Carers for Intellectual Disability Community Support $13,205


Hunter Integrated Care Inc Food Services (HACC) $67,445


Respite $118,427









Hunter Prelude Early Intervention Centre Inc Community Support $279,408

Hunters Hill Congregational Church Social Support (HACC) $163,315

Hunters Hill Respite Care Centre Respite Care (HACC) $236,279

Hurstville City Council Other Support Services (HACC) $17,796

Hurstville Community Food Services Association Inc


IDAFE Inc Community Access $434,087

Illaroo Cooperative Aboriginal Corporation Other Support Services (HACC) $368,501

Illawarra Area Health Service Accommodation Support $630

Ageing $7,855


Illawarra Community Housing Trust Ltd Allied Health – Occupational Therapy (HA $45,945


Illawarra Community Services Inc Food Services (HACC) $116,731



Illawarra Ethnic Communities Council Inc Social Support (HACC) $40,000



Illawarra Indo-Chinese Aged Group Inc Respite Care (HACC) $28,098



Imlay Special Needs Group Inc-Eden Other Support Services (HACC) $31,285


Inala Community Access $788,336


Independence Ulladulla Inc Other Support Services (HACC) $60,639




Independent Living for the Physically Disabled Inc


Information on Disability Equipment Access Services



Inner South West Community Development Organisation


Inner Sydney Regional Council for Social Development Co-op Ltd


Inner West Aboriginal Community Company Ltd



Respite $82,631


Inner West Community Transport Inc Food Services (HACC) $121,185

Inner West Neighbour Aid Inc Home Maintenance (HACC) $108,185


Integral Community Services Inc Respite $71,786


Intellectual Disability Rights Service Inc Advocacy, Information and print disability $765,832

Interaction Ltd Respite $342,562





Interchange Bathurst Inc Community Access $22,103


Respite $313,039

Interchange Illawarra Inc Community Support $19,625


Respite $391,400

Interchange Respite Care Inc – Lismore Respite $71,999


Interchange Respite Care NSW Inc Other Support Services (HACC) $133,234

Interchange Shoalhaven Inc Social Support (HACC) $59,729


Respite $341,255

Interchange Wingecarribee Inc Respite $59,379





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Inverell Accommodation Service Inc Accommodation Support $928,098

Inverell Council Community Access $315,775

Inverell Disability Services Respite $15,964




Inverell HACC Services Inc Multi-Service Outlets (HACC) $41,101



Inverell Senior Citizens Welfare Association Inc


Italian Social Welfare Organisation Advocacy, Information and print disability $18,849



Jannali Neighbour Aid (Nightingale) Inc Home Help (HACC) $84,789

Jennings Lodge Accommodation Support $477,828

Jesmond Neighbourhood Centre Inc Home Help (HACC) $133,313

Jewish Care Respite $4,964

Ageing $9,090



Jewish Centre on Ageing Inc Other Support Services (HACC) $53,800


Jobsupport Inc Community Access $449,906

Jumbunna Community Pre-School & Early Intervention Centre


Junction House Inc Community Access $152,506

Junee Community Centre Inc Multi-Service Outlets (HACC) $170,445

Kaiyu Enterprises Inc Community Access $339,753

Kalianna Enterprises Inc, Marro Training and Community Access Services


Kalparrin Inc Community Access $466,140

Karabi Community & Development Services Inc


Katoomba Neighbourhood Centre Incorporated



Kempsey & District Meals on Wheels Inc Food Services (HACC) $155,910

Kempsey Council Centre Based Day Care (HACC) $76,575



Kempsey Early Intervention Program Inc Community Support $108,181

Kempsey Respite Services Inc Respite $36,309


Kempsey Workpool Inc Community Access $430,025

Kenthurst Pre-School Kindergarten Inc Community Support $38,049

Kiama Meals on Wheels Inc Food Services (HACC) $84,450



Kiama Municipal Council Aged Care Workers (HACC) $25,738






Kids Korner Combined Occasional Care Centre Inc



Kincare Community Services Ltd Accommodation Support $76,831

Respite $235,258





Kings Cross Community & Information Centre Inc

Ageing $18,446


Kingsgrove Community Aid Centre Inc Centre Based Day Care (HACC) $55,511


Kirinari Community Services Ltd Community Support $114,618



Kogarah Community Services Incorporated Home Help (HACC) $318,802

Kogarah Council Other Support Services (HACC) $28,585

Kogarah Meals on Wheels Service Inc Food Services (HACC) $137,711

Koomarri Association (ACT) Inc Community Access $96,785

Koorana Child & Family Centre Inc Community Support $420,400

Kootingal Moonbi Meals on Wheels Food Services (HACC) $24,523

KU Children’s Services Community Support $349,693

Ku-ring-gai Meals on Wheels Service Food Services (HACC) $246,910

Ku-ring-gai Municipal Council Aged Care Workers (HACC) $28,072


Ku-ring-gai Neighbourhood Centre Inc Home Help (HACC) $65,378

Kurrajong-Waratah Community Support $460,611



Kurranulla Aboriginal Corporation Centre Based Day Care (HACC) $55,134


Kurri Kurri Community Centre Inc Other Support Services (HACC) $27,181



Home Modification & Maintenance (HACC) $1,699,126

Lachhaven Inc Respite Care (HACC) $85,857


Lachlan Shire Council Multi-Service Outlets (HACC) $160,398

Lake Macquarie City Council Other Support Services (HACC) $51,880


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Lake Macquarie/Newcastle HACC Support Project Inc



Lambing Flat Enterprises Ltd Respite Care (HACC) $126,224




Lane Cove Community Aid Service Formal Linen Service (HACC) $25,525





Lapstone Pre-School Kindergarten Association Inc


L’Arche Sydney Inc Accommodation Support $533,624

Learning Links Respite $35,499

Community Support $1,353,427

Leeton Shire Council Home Modification & Maintenance (HACC) $19,026


Leichhardt Council Aged Care Workers (HACC) $26,901


Life Activities Inc Community Access $15,065



Respite $907,159

Life Care Home Care Pty Ltd Accommodation Support $44,079

Life Without Barriers Community Options (HACC) $72,300


Respite $2,193,686



Lifeline Northern Beaches Incorporated Ageing $12,792

Lifestart Co-operative Ltd Community Support $1,484,229

Lifestyle Solutions (Aust) Ltd Community Support $4,414

Respite $11,480



Lightning Ridge Meals on Wheels Service Inc Food Services (HACC) $45,512

Links Youth and Disability Services Pty Ltd Accommodation Support $92,807

Lismore Challenge Ltd Community Support $23,964

Respite $198,171



Lismore Home Modification Service Inc Allied Health – Occupational Therapy (HA $86,785


Lismore Meals on Wheels Service Inc Food Services (HACC) $122,643

Lismore Neighbourhood Club Inc Respite Care (HACC) $7,791

Lithgow Early Intervention Service Community Support $37,580



Lithgow Information and Neighbourhood Centre






Lithgow Uniting Church Respite $45,900



Liverpool City Council Development Workers (HACC) $23,180

Liverpool Fairfield Disabled Person’s Resource Service Inc



Liverpool Plains Shire Council Respite Care (HACC) $2,972




Liverpool/Fairfield Community Learning Centre



Living and Learning Services for Adults with Disabilities Inc


Local Government and Shires Associations of NSW


Lockhart & District Community Services Inc Multi-Service Outlets (HACC) $184,172

Lower Hunter Peer Support Inc Respite Care (HACC) $144,031

Lower Hunter Temporary Care Inc Accommodation Support $3,465


Respite $156,846


Lower Mountains Neighbourhood Centre Inc Home Help (HACC) $33,392

LUCAN Care Aged Care Workers (HACC) $23,868


Macarthur Disability Services Ltd Ageing $8,130








Macarthur District Temporary Family Care Inc Community Support $27,758


Respite $679,981


Macarthur Diversity Services Incorporated Social Support (HACC) $96,995


Macedonian Welfare Centre Inc Respite Care (HACC) $58,780

Macleay Home Modification and Maintenance Service Inc



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Macleay Kalipso Inc Community Access $38,732


Macleay Options Inc Community Access $38,771


Macquarie Area Health Service Food Services (HACC) $35,755



Maitland Community Transport and Neighbour Aid Incorporated



Maitland Council Meals Service (HACC) $10,000


Maitland Meals on Wheels Inc Food Services (HACC) $176,039

Mai-Wel Respite $84,344



Manly Council Aged Care Workers (HACC) $26,585


Manly Warringah Pittwater Community Aid Serv Inc




Manly Youth Council Community Access $20,897

Manning & Great Lakes Early Intervention Inc Community Support $194,701

Manning Support Services Inc Other Support Services (HACC) $66,047



Manning Valley Food Services Inc Food Services (HACC) $143,518

Manning Valley Respite Care Service Inc Social Support (HACC) $24,336


Marashel Inc Community Access $11,752


Marayong Pre-School Kindergarten Inc Community Access $40,230

Marist Youth Care Limited Community Support $33,812


Marrickville Council Aged Care Workers (HACC) $48,962



Mater Dei Ltd Community Support $109,868


May Murray Neighbourhood Centre Inc Aged Care Workers (HACC) $3,086

Ageing $10,382


McCall Gardens Community Ltd Community Access $45,922


Meals on Wheels Auburn Inc Food Services (HACC) $190,007

Meals on Wheels Iluka Assoc Inc Food Services (HACC) $50,547

Meals on Wheels Queanbeyan Inc Food Services (HACC) $101,939



Meals on Wheels, Narrandera Branch Incorporated


Menai District Neighbourhood Service Inc Centre Based Day Care (HACC) $54,000


Mercy Care Centre Young Home Modification & Maintenance (HACC) $47,522

Mercy Centre, Lavington Ltd Respite $42,888




Mercy Community Services Domestic Assistance (HACC) $33,750






Mercy Family Centre Ltd Respite Care (HACC) $46,182



Merry Makers (Central Coast) Inc Community Access $18,052

Metropolitan Local Aboriginal Land Council Other Support Services (HACC) $90,476

Mid Mountains Neighbourhood Centre Inc Home Help (HACC) $39,538

Mid North Coast Area Health Service Respite $19,998



Mid North Coast Community Care Options Inc



Mid North Coast Regional Council for Social Development


Mid Richmond Neighbourhood Centre Inc Social Support (HACC) $40,840



Mid Western Area Health Service Ageing $10,673




Mid Western Regional Council Food Services (HACC) $57,472



Midwest Community Care Inc Respite Care (HACC) $545,400


Migrant Resource Centre of Newcastle & Hunter Region Ltd



Minimbah Challenge Inc Other Support $188,406


Ministry of Transport Non Output Service (HACC) $96,995

Transport (HACC) $3,892,265

Community Transport (HACC) $22,868,307


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Miranda District Neighbour Aid Inc Home Help (HACC) $89,454

Miroma Community Access $458,229

Mission Australia – Sydney City Mission Community Support $300,139

Monaro Early Intervention Service Inc Community Support $68,238

Moree Pre-School Inc Community Support $42,297

Morisset & District Children’s Co-operative Ltd


Morisset & District Meals on Wheels Inc Food Services (HACC) $86,954

Mosman Municipal Council Aged Care Workers (HACC) $66,104


Mudgee Accommodation Service Accommodation Support $238,467

Mudgee Coolah Lifeskills and Community Access Service Inc


Respite $56,059


Multicultural Disability Advocacy Association of NSW


Multicultural Home Respite Inc Accommodation Support $14,421


Multiple Sclerosis Society of NSW Respite $19,693




Multi-Purpose Allira Gathering Association Inc


Murray Human Services Inc Community Access $25,673

Murray Shire Council Multi-Service Outlets (HACC) $131,579

Murrin Bridge Advancement Aboriginal Corporation


Murrumbidgee Council Multi-Service Outlets (HACC) $63,276

Murrumburrah-Harden Flexible Care Services Inc



Murwillumbah Meals On Wheels Service Inc Food Services (HACC) $84,523

Myrtle Cottage Group Inc Home Help (HACC) $67,831

Respite $112,625


N. I. L.C. Inc Community Access $203,436


NADO Inc Advocacy, Information and print disability $26,773

Respite $593,606


Nambucca Bellingen Home Maintenance Service Inc


Nambucca Council Other Support Services (HACC) $12,776

Nambucca Valley Children’s Group Inc Community Support $107,476

Nambucca Valley Community Services Council Inc

Ageing $43,510


Nambucca Valley Phoenix Ltd Community Access $65,127



Nardy House Inc Respite $90,000

Nareen Gardens Respite Care (HACC) $111,064


Narrabri Community Tenancy Scheme Inc Respite $12,823


Narrabri Home and Community Care Inc Respite Care (HACC) $105,254

Narrabri Meals on Wheels Inc Food Services (HACC) $50,045

Narrama Multi Services Aboriginal Corporation




Respite $80,570



Narrandera Council Home Modification & Maintenance (HACC) $18,369

Nepean Food Services Inc Home Help (HACC) $58,930


Nepean Migrant Access Inc Respite Care (HACC) $130,332

Nepean Volunteer Services Inc Other Support Services (HACC) $44,583


New Deal Association Community Access $193,663

New England Area Health Service Food Services (HACC) $14,229


Ageing $53,060



New England HACC Development Inc Personal Care (HACC) $13,200




Case Planning/Review & coordination (HACC)

$98,840


New Era Independent Living Centre Community Access $477,888

New Haven Farm Home Ltd Accommodation Support $551,855

New Horizons Enterprises Ltd Community Access $38,150



New Lake Peer Support Inc Respite $483,507



Newcastle & Hunter Community Access Inc Respite $7,028



Newcastle and District Meals on Wheels Inc Food Services (HACC) $691,636

Newcastle Council Other Support Services (HACC) $11,043

Newcastle Elderly Citizens Centre Inc Food Services (HACC) $84,993

Newcastle Pensioner Advisory Association Inc

Ageing $65,861


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Newcastle Temporary Care Ltd Community Support $22,874





Respite $369,507

Newcastle-Westlake Social Club Inc Community Access $45,805

Newtown Neighbourhood Centre Incorporated




Newtrain Incorporated Community Access $25,443

Ngambaga Bindarry Girrwaa Community Service Inc


Ngunnawal Aboriginal Corporation Non Output Service (HACC) $8,000


Nimbin Health & Welfare Association Inc Respite Care (HACC) $25,617


Ningana Enterprises Inc Community Access $6,237


Noah’s Ark Centre of Shoalhaven Inc Community Support $358,902

North Coast Area Health Service Ageing $10,476

North Coast Children’s Home Inc trading as (CASPA)


North Lake Carers Inc Home Help (HACC) $63,716

North Ryde Community Aid & Information Centre



North Shoalhaven Meals Co-operative Ltd Food Services (HACC) $211,815

North Sydney Community Service Ltd Respite Care (HACC) $6,918

Formal Linen Service (HACC) $16,653





North Sydney Council Aged Care Workers (HACC) $19,901

North West Disability Services Inc Accommodation Support $5,058


Respite $606,378


Northern Beaches Interchange Inc Community Support $15,806

Respite $83,134


Northern Beaches Neighbourhood Service Inc



Northern Illawarra Meals on Wheels Inc Food Services (HACC) $108,660

Northern Illawarra Neighbour Aid Inc Centre Based Day Care (HACC) $28,989




Northern Rivers Area Health Service Respite $15,558


Ageing $88,000




Northern Rivers Community Transport Inc Social Support (HACC) $143,000

Northern Rivers Social Development Council Inc



Northern Sydney & Central Coast Area Health Service

Ageing $10,200

Northern Sydney Area Health Service Home Help (HACC) $40,794



Meals Service (HACC) $162,281

Northside Community Forum Incorporated Food Services (HACC) $29,418



Northside Enterprise Inc Community Access $468,153

Nova Employment & Training Program Incorporated


Novacare Incorporated Domestic Assistance (HACC) $51,785


NSW Council for Intellectual Disability Advocacy, Information and print disability $339,903

NSW Home Modification and Maintenance Services State Council


NSW Meals On Wheels Association Inc Food Services (HACC) $177,123



Nurruby Children’s Services Inc Community Support $42,300

Nyampa Aboriginal Housing Co Home Help (HACC) $8,406


Oatley Caring Centre Ageing $26,359


Older Women’s Network New South Wales Inc

Ageing $105,876

On Track Community Programs Incorporated Community Access $19,000

Respite $95,615


On-Focus Inc Respite $26,051



On-Q Human Resources Ltd Community Access $387,408

Orana Early Childhood Intervention & Education Project Inc


Orange and District Early Education Program Inc



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Orange City Council Aged Care Workers (HACC) $27,903






Orange Community Resource Organisation Inc


Respite $70,650




Our Lady of Consolation Aged Care Services Other Support Services (HACC) $51,853



Outer Liverpool Community Services Inc Social Support (HACC) $141,587

Parent Council for Deaf Education Advocacy, Information and print disability $72,670

Parent to Parent Association Inc Community Access $41,788


Parkes Aged & Disabled Support Scheme Ageing $19,016



Parkes Shire Food Service Inc Food Services (HACC) $124,540

Parkes/Lachlan Home Modification & Maintenance


Parklands Cottage Inc Respite Care (HACC) $101,475

Parramatta Council Aged Care Workers (HACC) $26,919




Partially Blinded Soldiers Assoc of Australia Ageing $4,413

PATH Inc Advocacy, Information and print disability $58,650

Pathways Early Childhood Intervention Inc Community Support $135,898

Peckys Limited Respite Care (HACC) $63,952


Pedal Early Childhood Intervention Service Incorporated


Peninsula Community Centre Inc Home Maintenance (HACC) $86,785





Peninsula Senior Citizens Toy Repair Group Ageing $805

Pennant Hills Neighbour Aid Inc Home Help (HACC) $29,122

Penrith City Council Aged Care Workers (HACC) $17,290


Penrith Community Aid Meals on Wheels Service




Penrith Disabilities Resource Centre Inc Advocacy, Information and print disability $73,896

People with Disability Australia Incorporated Other Support $502,049

Personnel Employment Albury Wodonga Incorporated


Phillippine-Australian Society for Senior Citizens

Ageing $40,792

Physical Disability Council of NSW Inc Advocacy, Information and print disability $193,635

Picton/Burragorang District Meals on Wheels Social Support (HACC) $85,174


Pittwater Council Aged Care Workers (HACC) $25,585

Pole Depot Neighbourhood Centre Inc Respite Care (HACC) $37,617


Port Kembla Meals on Wheels Service Inc Food Services (HACC) $75,097

Port Macquarie Meal Services Committee Inc


Port Stephens Community Care Inc Social Support (HACC) $268,654


Port Stephens Community Home Maintenance Serv Inc



Port Stephens Council Meals Service (HACC) $25,500




Possum Children’s Support Service Inc Community Support $52,647

Practical Employment Services Ltd t/a First Contact Human Resources


Psychiatric Rehabilitation Association (PRA) Community Access $854,609

PWD Western NSW Inc Advocacy, Information and print disability $9,292


Queanbeyan Children Special Needs Group Community Support $87,754

Queanbeyan Multilingual Centre Inc Other Support Services (HACC) $16,067

R E D Inc Accommodation Support $75,430


Radio for the Print Handicapped of NSW Co-op Ltd


Rainbow Children’s Centre Inc Community Support $27,688

Rainbow Home & Respite Services Pty Ltd Respite $49,921


Randwick Council Aged Care Workers (HACC) $23,204


Randwick Information and Community Centre




Randwick Meals on Wheels Inc Food Services (HACC) $235,781

RBS.RVIB.VAF Limited (Royal Blind Society) Non Output Service (HACC) $8,000




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Rec Link (Dubbo) Incorporated Community Access $477,627

Recreation and Peer Support Inc Respite Care (HACC) $115,834

Recreation Rendezvous Inc Community Access $106,637

Redfern & Inner City Home Support Service Inc


Regional Social Development Group Incorporated


Respite $66,300





Respite & Recreation Inc Community Support $25,023

Respite $64,375


Respite Care Bega Valley Incorporated Respite Care (HACC) $141,310

Respite $236,515

Response Employment & Training Pty Ltd Community Access $1,180,365

Richmond Community Services Inc Home Help (HACC) $85,493

Richmond Valley Council Aged Care Workers (HACC) $10,948

Riding for the Disabled Association (NSW) Community Access $51,871

Riverlink Interchange Inc Accommodation Support $26,924

Respite $446,684


Riverstone Neighbourhood Centre and Community Aid Service Inc


Riverwood Community Centre Inc Centre Based Day Care (HACC) $40,840



Rockdale Community Services Inc Social Support (HACC) $136,032


Rockdale Council Aged Care Workers (HACC) $24,664


Royal Institute for Deaf & Blind Children North Rocks



Respite $517,743


Royal Rehabilitation Centre Sydney Community Access $2,858



Rozelle Neighbourhood Centre Inc Accommodation Support $7,053






Ryde City Council Other Support Services (HACC) $20,219


Rylstone District Care & Transport Inc Multi-Service Outlets (HACC) $139,617

Rylstone Kandos District Meals on Wheels Association Inc.


Samaritans Foundation – Diocese of Newcastle


Respite $544,766



Sarmace Pty Ltd t/a Sue Mann’s Nursing Service




Sawtell District Meals on Wheels Inc Food Services (HACC) $73,227

Scone & District Pre-School Inc Community Support $26,001

Scone Meals on Wheels Food Services (HACC) $12,653

SDN Children’s Services Inc Community Support $194,745

SEE Foundation Inc Community Access $958,253

Seton Villa Accommodation Support $1,745,061

Share Care Inc Accommodation Support $1,191


Respite $311,382


Share Residential Services Inc Accommodation Support $243,117

Shared Vision Aboriginal Corporation Inc Social Support (HACC) $91,890

Sharing Places Inc Community Access $90,714

Shellharbour & District Meals on Wheels Association Inc


Shellharbour Council Other Support Services (HACC) $16,077



Shoalcare Accommodation Support $464,641

Shoalhaven Advance Industries Community Access $40,110

Shoalhaven Council Aged Care Workers (HACC) $24,375


Shoalhaven Neighbourhood Centre Inc Home Help (HACC) $81,287

Silverlea Early Childhood Services Inc Respite $14,911


Singleton Council Respite Care (HACC) $65,738

Singleton HACC Services Inc Personal Care (HACC) $11,186






Snowy River Council Multi-Service Outlets (HACC) $150,620

South Coast Home Modification and Maintenance Service Limited




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South East Neighbourhood Centre Inc Ageing $9,986

Other Food Services (HACC) $47,562



South Eastern Sydney & Illawarra Area Health Service

Ageing $20,951

South Eastern Sydney Area Health Service Ageing $13,096





South Sydney Community Transport Inc Home Help (HACC) $73,844

South Wallsend Neighbourhood Development Group Inc


South Western Sydney Area Health Service Home Modification (HACC) $8,781

Ageing $10,476

Respite $80,263



Southern Area Health Service Ageing $10,473




Southern Cross Community Healthcare Pty Ltd

Respite $29,657






Southern Shoalhaven Zone Meals on Wheels Co-op Ltd



Southern Sydney Therapy Centre Other Support $62,610


Respite $105,957


Southlake Neighbourhood Centre Inc Community Access $95,678

Southlakes Carers Inc Home Help (HACC) $77,527


Special Broadcasting Service Corporation Non Output Service (HACC) $125,000

Special Needs Support Group Inc Accommodation Support $63,549


Spinal Cord Injuries Australia Limited Community Access $144,207



Springwood Children’s Centre Inc Community Support $37,122

Springwood Neighbourhood Centre Cooperative Ltd




St Anthony’s Family Care Respite $316,633

St Basil’s Homes Respite Care (HACC) $150,716

St George & Sutherland Community College Community Access $981,370

St George Area Intellectual Disability Service Ltd


Respite $307,278



St George Community Housing Co-op Ltd Community Support $112,906

St George Community Services Inc Respite Care (HACC) $49,151





St George Migrant Resource Centre Inc Counselling/Support, info & advocacy (HA $81,680



St Vincent de Paul Society Accommodation Support $94,502


St Vincent de Paul Society – Sutherland Margaret House Respite Care Services


Respite $106,635

Strathfield Municipal Council Aged Care Workers (HACC) $23,953


Stroke and Disability Information (Hunter) Inc Other Support Services (HACC) $98,846

Stroke Recovery Association Inc Advocacy, Information and print disability $45,955

Studio Artes Northside Inc Community Access $276,318

Summerland Early Intervention Programme Community Support $111,896

Summit Care Incorporated Respite $47,436





Sunraysia Residential Services Community Access $16,465

Sutherland Food Services Inc Food Services (HACC) $208,960

Sutherland Shire Community Care Network Inc



Sutherland Shire Council Ageing $2,495


Sutherland Shire Home Modification & Maintenance Service Inc



Swansea Meals on Wheels Inc Food Services (HACC) $75,062

Sydney Anglican Home Mission Society Council operating as Anglicare NSW






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Sydney Anglican Home Mission Society Council t/a ANGLICARE NSW

Ageing $79,997



Respite $552,523




Sydney Multicultural Community Services Inc Respite Care (HACC) $173,675

Sydney Regional Aboriginal Corporation Legal Service


Sydney South West Area Health Service Ageing $18,336

Sydney West Area Health Service Ageing $10,476


Syd-West Personnel Ltd Community Access $43,952

Tamworth Aboriginal Respite Care Committee Inc





Respite $76,500

Community Transport (HACC) $78,452


Tamworth Dementia Respite Service Incorporated


Tamworth Meals on Wheels Inc Food Services (HACC) $320,933

Tamworth Oxley Community Activities Network


Tamworth Regional Council Community Transport (HACC) $1,609







Taree Community College Incorporated Community Access $167,944

Tea Gardens Hawks Nest Meals on Wheels Inc


Technical Aid to the Disabled Community Support $288,769

Temora Council Community Support $6,135





Respite $37,200






Tenterfield HACC Committee Inc Respite Care (HACC) $124,288

Tenterfield Meals on Wheels Food Services (HACC) $51,202

Tenterfield Pre-School Inc Community Support $11,077

The Aged-Care Rights Service Inc Ageing $60,449

The Association of Bhanin El-Minieh Ageing $70,392

The Benevolent Society Respite $28,424









The Centre (BHCCA) Inc Respite $174,471





The Children’s Hospital, Westmead Other Support $35,700

The Churches of Christ Property Trust Respite Care (HACC) $120,315

The Creativity Centre Inc (Operating as) Eastern Respite and Recreation




Respite $971,467

The Deaf Society of NSW Community Support $26,512



The Disability Trust Community Support $33,010




Respite $443,640



The Forrest Centre Other Support Services (HACC) $98,218


The Forsight Foundation For The Deaf/Blind Community Support $24,736


The Hammond Care Group Other Support Services (HACC) $38,464


The Housing Connection (NSW) Incorporated




The Independent Community Living Association Inc



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The Junction Works Inc Community Support $628,279


The Leisure Company Integrated Recreation Inc


The Lorna Hodgkinson Sunshine Home Community Access $841,824


The Northcott Society Other Support $12,185



Respite $1,686,327



The Paraplegic & Quadriplegic Assoc of NSW


The Paraplegic & Quadriplegic Assoc of NSW – North




The Paraplegic & Quadriplegic Assoc of NSW – West




The Richmond Fellowship of NSW Accommodation Support $3,433,392

The Rock and District Meals on Wheels Ass Inc



The Salvation Army New South Wales Property Trust


The Shepherd Centre Community Support $372,815

The Spastic Centre of NSW Other Support $175,122

Respite $1,712,039




The Sunnyfield Association Community Support $170,800


Respite $3,170,710



The Toy Box Centre Inc Community Support $109,895

The Uniting Church in Aust Property Trust (NSW) – Sydney South (Campbelltown)


The Uniting Church in Aust Property Trust (NSW) – Sydney South (Caringbah)


Ageing $27,650

The Uniting Church in Aust Property Trust (NSW) – Sydney South (Ella)






The Uniting Church in Aust Property Trust (NSW) – Syd Board Social Responsibility



Respite $347,812



The Uniting Church in Australia Property Trust (NSW) – Wesley









Respite $743,229



The University of Newcastle – Special Education Centre



The University of Sydney Home Modification & Maintenance (HACC) $60,639

Thomas Chu Centre For Handicapped Citizens


Thorndale Foundation Ltd Community Support $32,317


Thubbo Aboriginal Medical Co-operative Ltd Respite Care (HACC) $31,653

Tina’s Home Care Services Incorporated Accommodation Support $30,060

Tottenham Welfare Council Multi-Service Outlets (HACC) $50,647

TRI Community Exchange Inc Other Support Services (HACC) $211,157

Tuesday Night Club Inc Community Access $121,235

Tulgeen Group Community Support $13,858



Tullamore Day Care Centre Inc Respite Care (HACC) $20,116

Tumbarumba Shire Council Multi-Service Outlets (HACC) $45,852

Tweed Coast Food Services Inc Food Services (HACC) $119,344

Tweed River Home Modification and Maintenance Association Inc


Tweed Shire Council Aged Care Workers (HACC) $24,453


Tweed Valley Early Childhood Intervention Service Inc


Tweed Valley Respite Service Inc Accommodation Support $85,840


Respite $151,923




Twofold Aboriginal Corporation Multi-Service Outlets (HACC) $193,848


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Ulladulla Residential Services Accommodation Support $426,542

United Protestant Association of NSW Limited




Uniting Church in Australia – Springwood Accommodation Support $21,093


Upper Clarence Valley Health and Welfare Council



Upper Hunter Community Care Inc Domestic Assistance (HACC) $8,824


Upper Hunter Peer Link Inc Community Access $65,671


Uralla Home and Community Care Incorporated


Uralla Shire Council Community Access $14,740



Respite $54,039


Valleys to Plateau Community Support Services Inc

Respite $118,336



Valmar Support Services Ltd Community Support $8,907




Respite $89,448



Villawood Senior Citizens Food Services (HACC) $33,579

Vision Australia Foundation Multi-Service Outlets (HACC) $111,134

Volunteering Central Coast Inc Ageing $65,914

Volunteering Coffs Harbour Inc Social Support (HACC) $118,000


Wagga Wagga City Council Development Workers (HACC) $107,644

Wagga Wagga Community Access Support Service Inc


Wagga Wagga Community Resource Centre Other Support Services (HACC) $21,901



Wagga Wagga Meals on Wheels Inc Food Services (HACC) $140,174

Wakool Shire Council Multi-Service Outlets (HACC) $176,887

Walcha Council Community Support $7,622



Walla Walla Meals on Wheels Inc Food Services (HACC) $2,672



Wallsend Area Community Carers Inc Home Help (HACC) $55,373

Wandiyali Aboriginal & Torres Strait Islander Inc


Waratah Respite Centre (Mid North Coast) Inc


Wareemba Community Living (W.C.L.) Inc Community Support $19,691



Warrah Society Community Support $11,824



Warren Meals On Wheels Inc Food Services (HACC) $30,652

Warrigal Care Respite Care (HACC) $109,499

Warringah Council Other Support Services (HACC) $25,262


Warrumbungle Shire Council Multi-Service Outlets (HACC) $158,380

Wauchope & District Delivered Meals Service Inc


Waverley Council Aged Care Workers (HACC) $27,511




Weddin Community Services Inc Home Help (HACC) $41,385

Wee Waa & District Home & Community Care Assoc Inc



Wellington Council Aged Care Workers (HACC) $21,239

Wellington Meals on Wheels Inc Multi Service Outlet (HACC) $120,682

Wendy’s Home Services Pty Ltd Respite $23,428


Wentworth Area Community Housing Ltd Accommodation Support $85,359

Wentworth Area Health Service Centre Based Day Care (HACC) $149,678

Wentworth District Meals on Wheels Association


West Wyalong Meals on Wheels Inc Food Services (HACC) $61,544

Western Plains Workforce Inc Community Access $358,934

Western Sydney Area Health Service Other Support $26,950


Ageing $75,104

Western Sydney Community Forum Inc Food Services (HACC) $79,897



Western Sydney Intellectual Disability Support Group Inc



Westhaven Association Accommodation Support $2,105,999

Westlakes Accommodation Service Inc Accommodation Support $548,374


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Wheelchair & Disabled Assn of Aust – Hunter Valley House with No Steps



Wheelchair & Disabled Assn of Aust (BASS) – HWNS House with No Steps




Wheelchair & Disabled Assn of Aust (Forbes) HWNS House With No Steps



Respite $265,806


Wheelchair & Disabled Assn of Aust (Southern) HWNS House With No Steps


Respite $68,869



Willoughby City Council Respite Care (HACC) $17,391

Willoughby City Council Aged Care Workers (HACC) $23,436





Windgap Foundation Ltd Community Support $12,498



Wingecarribee Adult Day Care Centres Inc Respite Care (HACC) $185,888

Wingecarribee Food Services Co-operative Ltd


Wingecarribee Shire Council Community Options (HACC) $26,781

Witmore Enterprises Inc Community Access $147,980

Wollondilly Senior Friendship Group Respite Care (HACC) $238,984

Wollondilly/Camden Family Support Service Inc

Respite $82,080

Wollongong City Council Aged Care Workers (HACC) $26,607




Wollongong Meals on Wheels Association Inc


Women’s Activities & Self Help House – WASH House


Wontama Homes Centre Based Day Care (HACC) $70,593





Woods Cottage Trust Accommodation Support $101,754

Woodville Community Services Inc Accommodation Support $4,179


Woolgoolga and District Meals on Wheels Food Services (HACC) $51,354

Woolgoolga and District Retirement Village Ltd


Woollahra Council Aged Care Workers (HACC) $28,152


Woollahra Voluntary Community Service Inc Food Services (HACC) $155,299

Woollahra Waverley Home Maintenance & Modification Service Inc


Work & Leisure Centre for Adult Association Inc


Workability Personnel CETP Inc Community Access $432,766

Woy Woy and District Meals on Wheels Inc Food Services (HACC) $210,923

Woy Woy Peninsula Neighbourhood Service Home Help (HACC) $52,914

Wyong Council Development Workers (HACC) $26,204

Wyong Shire Food Services Inc Food Services (HACC) $533,472

Yallambee Deniliquin Ltd Community Access $175,863


Yarrabin Outreach Incorporated Respite Care (HACC) $101,746




Respite $342,698

Yarran Early Intervention Centre Community Support $260,175

Yass Meals on Wheels Inc Food Services (HACC) $31,540

Yass Valley Council Respite $31,392


Yawarra Aboriginal Corporation Social Support (HACC) $37,500



YMCA – Sydney Community Access $138,737

Respite $269,000

Young Adults Disabled Association Inc – YADA


Young Community Transport Service Inc Other Support Services (HACC) $468

Young Meals on Wheels Organisation Inc Food Services (HACC) $95,351

Youth Connections Inc Community Access $41,921

2371 Community Meals Service Inc Food Services (HACC) $2,099

Additional payments have been made to non-government providers under the grants programs managed by DADHC. These payments reflect fee-for-service arrangements for the support of clients and other services during the period and accordingly are not listed in the Grants Summary.


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25. HOME CARE SERVICE OF NEW SOUTH WALES BUDGET 2004–05 AND 2005–06 AND EXPLANATORY NOTES OF ADJUSTMENTS*

OPERATING STATEMENT 2004–05 2004–05 2005–06 Budget Actual Budget $000 $000 $000

Expenses

Operating Expenses –

Employee related 145,807 139,910 155,855

Other operating expenses 29,323 28,265 29,576

Maintenance 4 326 204

Depreciation and amortisation 1,800 1,369 1,845

Loss on Disposal Assets – 674 –

176,934 170,544 187,480

Less:

Retained Revenue

Sales of goods and services 29,780 26,898 28,581

Investment income 1,200 1,682 1,470

Grants and contributions 148,248 149,838 153,974

Other revenue 1,203 3,862 1,423


NET COST OF SERVICES (3,497) (11,736) (2,032)

Notes The 2004–05 actual net cost of service of $11.736 million was $8.239 million less than budget due to the following major factors:

■ total revenue particularly grants and contributions received during the year increased by $1.590 million and were a combination of Home and Community Care and specific program grants. In addition, a favourable adjustment to Home Care Service’s net superannuation liability of $2.5 million is included in other revenue.

■ overall expenditure is $6.390 million below budget as a result of Home Care Service providing 212,000 less service hours than budgeted.

The 2005–06 net cost of service is expected to be $9.704 million more than the actual for 2004–05 due to the following major factors:

■ total revenue is expected to be higher than the 2004–05 actual revenue by $3.168 million primarily due to indexation on grants and the full year effect of grants received.

■ total expenditure is expected to be higher than the 2004–05 actual expenditure by $16.936 million due to the projected delivery of additional service hours.

*As required under Section 7 (1) (a) (iii) of the Annual Reports (Statutory Bodies) Act 1984 and Section 6 (a) and (b) of the Annual Reports (Statutory Bodies) Regulation 2005.


26. STATISTICAL APPENDIX

Summary of Client Numbers and Outlets/Organisations by Service Group – 2004-05

Data reported in this Appendix is based on a count across the full 2004–05 year, except those figures marked with a 1 which reflect data as at 30 June 2005. No of outlets/ No of clients organisations Funded FundedService Group Services DADHC services DADHC1 services

Community Living DADHC Operated Group Homes1 1,284 ■ 296 ■

NGO Community Living ■ 2,621 ■ 303 Boarding House clients relocated ■ 465 ■ 32

Large Residential Centres DADHC Operated Large Residences1 1,248 ■ 13 ■

NGO Operated Residences ■ 717 ■ 18

Emergency Response Emergency Response 603 ■ ■ ■

Personal Care & Attendant Care 60 254 • • Related Support High Needs Pool 376 ■ • ■

Skills Development DADHC Operated Day Programs 701 ■ 34 ■ & Day Programs NGO Community Engagement Programs ■ 5,017 204 Boarding House Residents Supports ■ 900 ■ 17 Post School Options ■ 1,321 ■ • Community Participation ■ 1,551 ■ • Transition to work ■ 693 ■ •

Respite DADHC Operated Respite 1,569 ■ 46 ■

NGO Operated Respite ■ 2,626 ■ 185 Centre Based Day Care 207 13,944 • • HACC Respite 3,080 3,536 • •

Personal Assistance Domestic Assistance 32,135 5,434 • • Personal Care 8,634 4,700 • • Social Support 136 19,664 • • Nursing Care 23 33,081 • • Meals 110 42,830 • • Transport 190 48,732 • • Linen Services 22 641 • • Home Maintenance 2,589 12,059 • • Other Food Services 167 1,715 • •

Support for Children Early Childhood Intervention (No. of clients aged 0–6) 2,030 4,099 • 88

Therapy and DADHC Community Support Teams 8,753 ■ 73 ■ Prevention NGO Therapy and Prevention ■ 6,488 • 171 Allied Health Care 24 20,139 • • Home Modification 330 9,131 • • Provision of Goods and Equipment 126 11,692 • • Behaviour Intervention Service 161 ■ • ■

Linkage services Case Planning / Review Coordination 50 40,274 • • Assessment 469 49,174 • • Case Management 451 11,346 • • Local Support Coordination 1,396 ■ 28 ■

Advocacy and Information Counselling, Support, Info and Advocacy 21 13,276 ■ ■

Support for ageing Seniors Card 890,000 ■ ■ ■

■ Item does not apply to this category.• Data not available for this item.

Data Source: CSTDA MDS, DADHC Community Access Directorate, DADHC Corporate Communications Unit, DADHC Service Development and Planning Directorate, DADHC Survey, HACC MDS, Home Care Service of NSW, RDCD


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Summary of Services Provided, by DADHC Region

Metro South

East

Metro South West

Metro North

Metro West Hunter Northern Southern Western

DADHC Provided Services

Group Homes1 32 36 50 47 38 24 39 30Group Home Clients1 117 169 206 212 168 105 169 138Large Residential Centres1 0 3 0 3 4 0 2 1Large Residential Centre Clients1

0 68 0 448 702 0 21 55

Respite Centres1 4 8 7 6 6 3 4 8Respite Centre Clients 196 200 224 263 288 130 119 150Local Support Coordinators 0 0 0 0 4 8 8 8Local Support Coordinator Clients

0 0 0 0 203 340 562 291

Community Support Teams 6 8 6 7 6 14 8 18Community Support Team Clients

734 1,310 853 1,089 1,365 1,328 1,020 1,096

Day Programs 2 3 6 4 6 5 6 2Day Program Clients 68 30 128 66 200 33 156 20Personal Care Hours 128,376 200,062 184,465 189,689 168,541 157,395 150,076 144,141Personal Care Clients 881 1,375 762 1,047 1,063 1,237 835 1,447Domestic Assistance Hours 130,272 157,361 93,031 97,997 152,783 216,765 228,643 255,471Domestic Assistance Clients 3,889 4,248 2,688 2,919 4,289 4,733 3,545 5,837HACC Respite Hours 42,680 43,099 24,037 20,796 28,900 46,651 42,599 41,108HACC Respite Clients 390 400 246 296 327 456 326 642Data Source: HACC MDS, RDCD

DADHC Funded Services

Community Living Organisations

22 41 33 46 45 54 28 34

Community Living Clients 184 464 366 448 548 227 473 353Respite Organisations 12 24 11 21 42 40 13 22Respite Clients 169 300 132 437 496 409 289 366Post-School Program Organisations

18 20 13 24 18 37 17 33

Post-School Program Clients 304 662 287 546 641 478 329 367Community Engagement Program Organisations

20 26 20 27 31 33 20 27

Community Engagement Program Clients

297 776 365 750 561 473 486 555

Therapy and Prevention Organisations (Includes early childhood intervention)

11 29 13 25 18 35 18 22

Therapy and Prevention Clients (Includes early childhood intervention)

1,130 2,056 1,199 2,211 1,010 954 675 1,242

HACC Organisations (excl Home Care)

72 82 41 61 73 113 69 99

HACC Clients (excl Home Care) 21,070 18,411 17,707 15,443 22,710 27,996 17,204 18,961 Data Source: CSTDA MDS, DADHC Community Access Directorate, DADHC Service Development and Planning Directorate, DADHC Survey, HACC MDS

Summary of Clients and Expenditure by Service Group Total expenditure Share of: Unit cost 2004–05 Service Group Expenses Clients Provider No. of clients ($/client) ($m)

Community Living 26% 2% DADHC 1,2841 $116,500 149.6 NGO 1,3681 $72,600 99.4 NGO b/h reloc. 4651 $86,500 40.2 DADHC & NGO in-home 1,3311 $25,000 33.9

Large Residences 15% 1% DADHC 1,2481 $121,500 151.5 NGO 7171 $44,600 32.0

Emergency Response 5% <1% NGO 603 $95,000 57.3

Personal Care 3% <1% DADHC (Home Care) ACP – 314 $62,400 19.6 & NGO HNP – 376 $55,500 20.1

Respite 11% 10% DADHC – Disability 1,569 $14,200 22.3 NGO – Disability 2,626 $13,100 34.5 DADHC (Home Care) 20,207 $3,700 75.0 & NGO – HACC

Community Participation 4% 1% NGO – Community Participation 1,551 $13,500 20.9 NGO – Post School Options 1,321 $19,000 25.1

Community Engagement/ 4% 3% DADHC 701 $20,700 14.5 Day Programs NGO 5,917 $7,100 37.9

Personal Assistance 23% 59% DADHC (Home Care) 148,272 $1,900 283.9 & NGO – HACC

Support for Children 1% 2% NGO 4,099 $3,300 13.4

Transition to Work 1% <1% NGO 693 $15,700 10.9

Therapy and Prevention 6% 22% DADHC – Disability 8,753 $4,100 35.8 NGO – Disability 6,488 $2,900 20.5 NGO – HACC 39,682 $550 21.8

Information, advocacy 2% na DADHC & NGOs na na 20.6 and linkage services

Data Source: CSTDA MDS, DADHC Community Access Directorate, DADHC Service Development and Planning Directorate, DADHC Strategic Finance Directorate, DADHC survey, HACC MDS, Home Care Service of NSW, RDCD



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Demographic Information on HACC and CSTDA Clients

HACC CSTDA

Proportion of Clients Identifying as Aboriginal Proportion of Clients Identifying as AboriginalAboriginal 3.9% Aboriginal 3.7%Non-Aboriginal 96.1% Non-Aboriginal 96.3%

Proportion of Clients Identifying as CALD Proportion of Clients Identifying as CALDCALD 19.9% CALD 12.4%Non-CALD 80.1% Non-CALD 87.6%

Clients by Age Group Clients by Age Group 0–5 21.6%under 65 20.3% 6–15 21.5%65–79 35.9% 16–17 3.0%80 and over 43.8% 18–64 49.6% 65+ 4.3%

Clients by Primary Disability Group Intellectual (including Down syndrome) 47.7% Development delay 11.8% Specific learning/Attention Deficit Disorder 1.1% Physical 11.3% Neurological (including epilepsy) 7.8% Autism 7.0% Deaf/blind (dual sensory) 0.2% Vision (sensory) 1.0% Hearing 3.7% Acquired Brain Injury 3.1% Speech 3.6% Psychiatric 1.8%

Data Source: CSTDA MDS, HACC MDS


CSTDA – the Commonwealth, State and Territory Disability Agreement.

CSTDA MDS – a nationally consistent collection of information about services delivered under the CSTDA and the clients receiving those services.

DADHC – NSW Department of Ageing, Disability and Home Care.

DADHC Survey – refers to specific data collection from service-related data held by DADHC regions.

Day program – Day programs provide people with a disability with meaningful day activities that are based on their Individual Plan and promote learning, skill development and support access, participation and integration in their local community. They provide opportunities for clients to develop independent living, pre-vocational and social skills.

DoCS – NSW Department of Community Services

Early childhood intervention – a wide range of support services to help children up to six years of age with a developmental delay, to integrate with their peers into pre-schools and the wider community.

Group home – provides community-based residential support for people with a disability. Usually no more than six people live in any one group home and they are generally staffed 24 hours a day.

HACC – Home and Community Care.

HACC MDS – a nationally consistent collection of information about HACC services delivered and the clients receiving those services.

High Need Pool (HNP) – established under the HACC Program as a way of administering funding and providing care for Home Care clients who require more than 60 hours of service per four-week period.

Large residence – providing 24-hour residential support for people with disabilities in a congregate setting of more than 20 beds. In some cases a range of vocational and day programs and/or respite services are also provided on the one site.

Local support coordination – a personal, flexible service that aims to increase the links between people with a disability, their families and their local community.

Accommodation support – DADHC-run services providing long-term accommodation to people with a disability.

ATSI – refers to Aboriginal people and Torres Strait Islanders.

Attendant Care Program (ACP) – provides for an attendant to help people with daily activities that they are unable to complete for themselves because of physical, intellectual or any other disability. The service is provided to help people with disabilities to live independently in the community.

Behaviour Intervention Service (BIS) – a specialist DADHC service that works with people who provide services or care for people with an intellectual disability who also have challenging or offending behaviours. These people may live at home or in the community and may be at risk of being moved to a more restricted environment because of their challenging or offending behaviour. They may need help at work, school or while in custody, or need support (or have families or carers who need support) in planning a move to a less restrictive environment.

CALD – refers to people from culturally and linguistically diverse backgrounds. In this report, data relating to CALD groups refers to people born in non-English speaking countries.

Community Participation Program – this program provides options for school leavers with a disability who will not be entering paid employment, vocational education and training or higher education. The program provides people with disabilities with opportunities for continued learning, life skill development and participation in the community, which increases their independence and ability to meet their life goals.

Community Support Team (CST) – a multi disciplinary team of professionals who provide a range of support services to clients, families and carers. Support services include both direct intervention and the planning and coordination of services provided to a client and their family or carer. Services include assessment, case planning and management, counselling, referral, therapy, family support, early intervention and behaviour management. The teams are structured to provide services on either a geographical or client age basis. Geographically-based teams are usually located in rural NSW and age-based teams are usually located in metropolitan areas.

09 Glossary of Terms



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MDS – Minimum Data Set.

Post School Option Program – this program is conducted for students with a disability who left school between 1993 and 1998.

Post School Programs – in 2005, the Department began two new post school programs – the Transition to Work Program and the Community Participation Program. These programs replaced the former Adult, Training, Learning and Support (ATLAS) Program, and are available along with the Post School Options Program.

RDCD – Redeveloped Disability Client Database – a database for clients receiving DADHC-provided services.

Respite care – planned short-term breaks for families (and other unpaid carers) of people with a disability that are provided to support and maintain the primary care-giving relationship.

Respite centre – a centre where services are provided to people with a disability that allow families and carers to have a short-term break from their role as care givers. Respite centres usually accommodate four to six clients at a time and are mostly located in residential suburbs.

Residential Support Worker (RSW) – RSWs work in group homes and respite centres, providing support for clients with disabilities. Their role involves helping clients with personal development, community integration and with the development and implementation of individual support plans.

Therapy support – specialised, therapeutic care services including occupational therapy, physiotherapy and speech pathology. These services improve, maintain or slow the deterioration of a person’s functional performance and help with recommendations about equipment that will support people with disabilities to live as independently as possible.

Transition to Work Program – this program supports school leavers with a disability to develop skills that will help them to move to employment, vocational education and training, or higher education. This support is available for up to two years after leaving school.


AAboriginal Consultation Strategy 50, 51Aboriginal Home Care Service 51, 53Aboriginal Policy Framework 51, 61Accommodation and Respite 4, 9, 10, 13, 14, 17, 18, 24, 44, 62Accommodation Challenges Project 47ACROD 50, 65, 139, 160Action on Ageing Framework 8, 11, 31, 32, 33Active Linking Initiative 36Adult Training, Learning and Support Program 23Attendant Care Program 5, 10, 28, 29, 72, 138, 140, 208 Audit Committee 54, 55, 56, 57

BBehaviour Intervention Service 14, 17, 24, 46, 204, 208Better Service Delivery 25, 29, 141Bilateral Workplan 11, 37Boarding Houses 3, 34, 35, 36, 139Boarding House Expert Advisory Group 139Budget and Finance Committee 54Business Assurance 56, 57Business Improvement 52, 53, 55, 56, 57, 159Business Planning 6, 24, 56, 57Business Streams 2, 4, 5, 6, 9, 10, 13, 18, 40, 47, 53, 54Business Units 6, 56, 60, 68, 70, 76

CCALD Action Plan 10, 25Central Office 4, 5, 9, 11, 34, 40, 42, 53, 54, 57, 62, 64Client Information System 9, 11, 29, 55, 57, 64, 68, 69, 122, 141Closure of Large Residential Centres 8, 15, 75 Closure of Large Residential Centres (CLRC) Devolution Expert Advisory Group 139 Code of Conduct 11, 66, 145, 146Committees 139, 140Commonwealth, State and Territory Disability Agreement 4, 34, 37, 208 Community Access 4, 9, 10, 13, 20, 21, 25, 47, 53, 57, 62Community Participation Program 7, 10, 23, 138, 204, 206Community Relations Commission 24Community Support Teams 10, 21, 23, 24, 25, 43, 44, 45, 46, 204Consultants 71, 140Continuous Improvement Matrix 39Corporate Communications 31, 53, 58, 61Corporate Governance 54, 55, 56Corporate Initiatives 2, 8, 9, 11, 53, 55, 56, 58, 63, 64Corporate Plan 6Credit Card Certification 159Criminal Justice Review Panel 49CSTDA Annual Public Report 37

DDADHC Connections 61DADHC-operated accommodation services 15, 24Dementia Awareness Week 32, 59Department of Veterans’ Affairs 27Diagnosis and Assessment Teams 24Direct Client Payment 29Disability Action Plan 141Disability Council of NSW 53, 139, 140Disability Services Act 1993 3, 150

EEAPS Implementation Plan 24Early Childhood Intervention Coordination Program 22, 204, 205, 208Electronic Service Delivery 141Emergency Response Program 21, 22, 23, 25, 47, 48, 50Epilepsy Policy Review Group 139Equal Employment Opportunity 145Ethnic Affairs Priorities Statement 21, 24, 142Exceptional movements in wages, salaries and allowances 145Executive Officer Performance 138External Audit 55

FFeedback and Complaints Handling 73Finance 53, 54, 55, 62, 63, 141Financial Management 4, 9, 23, 45, 55, 68, 76, 77Financial Statements 2, 57Forum on Ageing 8, 11, 31, 32, 141Framework for Ageing in NSW 31Freedom of Information 70, 150, 153Funds granted to non-government community organisations 160Future Directions 6, 31, 56, 57Future Directions for Dementia Care and Support 8, 139

GGovernment Energy Management Policy 157Grants Administration Advisory Group 139Group Home Design Guidelines 16, 18Guardianship Act 1997 4, 154Guardianship Tribunal 4, 5, 53, 150, 153, 154

HHACC State Advisory Committee 36HACC State Plan 7, 11, 35, 36, 44, 51, 142High Need Pool 10, 26, 28, 29, 72, 140, 204, 208Home and Community Care Agreement 4, 34, 39Home and Community Care Program 28, 34, 36, 39, 142Home and Community Care State Advisory Committee 140Home Care 26, 190Home Care Advisory Board 10, 27, 54, 139 Home Care Fees Policy 43Home Care Service Budget 114Home Care Services Act 1988 3, 139, 141, 142, 144, 145Human Resources 53, 55, 62, 63, 64, 141, 142, 144, 145, 146Hunter Safe Care System 47

IInclusive Communication and Behaviour Support Program 19Industrial Relations 63, 67Information and Referral Service 9, 10, 21, 24, 25Information Technology 53, 55, 70, 71, 141, 155Intake and Assessment 10, 24, 25, 29, 48Integrated Monitoring Framework 11, 35, 37, 38, 39, 43, 44, 46, 49, 50, 138Integrated Services Project 10, 17, 18, 19Intellectual Disability Rights Service 178Internal Audit 56, 57, 159International Day of People with a Disability 3, 5, 9, 11, 59, 61International Financial Reporting Standards 76

10 Index

The total external costs of producing this report, including design and

printing 200 copies, were $43,345. This report is available in

hard copy by contacting the Corporate Communications Unit

on (02) 8270 2140 and in PDF, Microsoft Word and RTF formats at

www.dadhc.nsw.gov.au

Designed by spatchurst.com.au

The NSW Department of Ageing, Disability and Home CareLevel 5, 83 Clarence StreetSydney NSW 2000Telephone (02) 8270 2000Facsimile (02) 8270 2110TTY (02) 8270 2167 www.dadhc.nsw.gov.au© November 2005

Annual Report 2004–05 - OpenGov NSW

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Transcript of Annual Report 2004–05 - OpenGov NSW