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Residential Services Practice Manual 3rd Edition – Part 4

Section 4 Contents Issued: August 2018

4 Person directed practice4.1 Entry, exit, relocation and residential statements re-issued

February 20144.1.1 Respite entry re-issued February

20144.2 Decision making and choice re-issued

August 20184.2.1 The role of a guardian re-issued August

20184.2.2 The role of an administrator4.2.3 Decision-making in a group environment

4.3 Support planning4.3.1 Support plan implementation

4.4 Person Centred Active Support4.5 Promoting community inclusion4.6 Personal relationships and sexuality4.7 Transport4.8 Holidays, overnight stays and outings re-issued July

20144.9 Cultural and linguistic diversity (CALD)

4.9.1 Interpreting and translation4.10 Complex communication needs4.11 Personal privacy and entry to a person’s room4.12 Bathing and showering4.13 Grooming and dressing4.14 Overnight monitoring

RSPM application to service type Each instruction has service type and instruction application codes to assist to identify how the specific instruction applies to supported accommodation by service type. Service type:STAA /FBR

Short term accommodation and assistance/ Facility based respite

GH group homes

STJ short term justiceLTRP long term rehabilitation program

I Colanda RTF residential treatment facility (DFATS)

Instruction application:Y instruction applies in full

N instruction does not apply to service type

PPartial application. Service required to implement principle of instruction but service not generally directly responsible for planning, monitoring and reviewing components of instruction

Access the Disability Accommodation Services Hub to ensure the most up to date information is used

Residential Services Practice Manual 3rd Edition – Part 4

LD Locally determined based on client plans, service model and protocols. Applicable to STJ, LTR and RTF only


Residential Services Practice Manual 3rd Edition – 4.1 – 1

4.1 Entry, exit, relocation and Residential StatementsIssued: February 2014 FBR – P GH/I – Y STJ/LTR/RTF – LDContents Overview

What is vacancy coordination?How a vacancy is managed?When must an Entry, exit and relocation checklist be completed?What does the Entry, exit and relocation checklist cover?What is relocation within the service?Disability Act 2006 requirements for temporary relocation and termination of residencyWhat is an urgent relocation?Relocation planning for building replacementWhat is transition planning?Who is responsible for transition planning?What is a residential statement?When is the residential statement provided?Children and young people entering residential servicesExit requirementsRole of supervisorsRole of the manager when a vacancy occursRole of the manager when a resident movesManagers role for urgent entry, exit and relocationResources

Overview Moving homes can be a major event in people’s lives. It is important that considered planning, consultation and communication is undertaken that includes input from residents, their families/advocates and staff.

What is vacancy coordination?

Vacancy co-ordination is a fair and transparent process of allocating ongoing disability support including vacancies in residential services. Vacancy co-ordination is based on a person’s needs, compatibility and priority. Entry to a residential service is guided by the Disability Support Register (DSR) guidelines.



How a vacancy is managed

The DSR guidelines outline the vacancy management process and the roles and responsibilities of those involved.Disability Accommodation Services (DAS) management is responsible for notifying the divisional vacancy management team within one business day of a vacancy becoming available, even if a service reconfiguration is being considered.Service reconfiguration is a key component of the vacancy coordination process and can include residents moving to alternate group homes within DAS to address resident compatibility and accommodation and fabric issues and the appropriateness of the level of support. After notifying of an accommodation vacancy the opportunity can then be taken to consider a service reconfiguration. Clear timelines and authorisation processes are outlined in the DSR guidelines and must be adhered to as any reconfiguration will delay the availability of a vacancy.When a vacancy occurs in a group home, management are responsible for assessing the needs and preferences of existing residents and ensuring these are considered in decision making. Within five business days of the vacancy being identified, the operations manager must provide a Vacancy Profile for Supported Accommodation to the divisional vacancy management team.

When must an Entry, exit and relocation checklist be completed?

The Entry, exit and relocation checklist must be completed before a person enters any residential or respite service, relocates from one residential or respite service site to another for any reason or moves out of a residential service. This includes an urgent entry, exit or relocation where there is limited planning time available.The Health and Safety Representative (HSR) is to be consulted and given opportunity to review the following occupational health and safety (OHS) assessments for: physical support needs occupational violence risk fire risk.

The new or alternative location must have the capacity to support the needs of the particular person and meet any health and safety requirements, so far as is reasonably practicable.If a resident has been absent from the residential service for three months or more, and regular contact has not been maintained their: needs must be re-assessed; and Entry, exit and relocation checklist must be completed again and

any changes required are identified, actioned and appropriate strategies developed and implemented prior to the person returning.



What does the Entry, exit and relocation checklist cover

The Entry, exit and relocation checklist is comprised of the following parts: general information that must be available to enable support to

occur OHS requirements that include:

fire risk assessment – an assessment of the person’s capacity to be safe with items that present fire risk such as cooking and the presence of any fire risk behaviour.

Occupational Violence Risk Assessment Management Tool (OVRAMT) – is an electronic tool that assists to identify behaviours of concern that may present an occupational violence risk and the management of identified risks.

Physical Support Assessment tool (PSA) - an electronic tool that identifies the support and management strategies to enable safe physical support.

A visual check of accommodation – the physical environment where the person is to be accommodated must be checked to ensure that support can be provided safely and according to any current management strategies. This means both the identified physical support and behaviour support strategies must be able to be implemented, for example, the use of aids and equipment, safe work area for staff, absence of any potential hazards or weapons, clear exits, lockable storage or any other management requirements.

A list of actions that must be taken to enable support to be provided at the location either prior to or after the entry or relocation occurs.

A section for the operations manager and DAS manager to sign as confirmation they are satisfied the required steps have been implemented or other identified reasonably practicable actions have been taken and a section for the HSR to confirm they have been consulted.

What is relocation within the service?

Relocation is the movement within the service of one or all residents of a home as a result of: individual choice changes in support needs that cannot be met at the current

location the current building is no longer suitable and is replaced.

Relocation may be short or long term to any location where the department continues to have responsibility for support provided to the resident.An Entry, exit and relocation checklist must be completed for every relocation.

Disability Act 2006 requirements for temporary relocation and termination of residency

A resident of a residential service may be temporarily relocated, or have their residency terminated in circumstances as specified under sections 74 and 75 of the Disability Act 2006. The specific requirements for providing notification to a resident are set out in the Strengthening rights in residential services policy. These requirements protect the rights of residents.Temporary relocation includes a short-term move to allow renovations to be completed. An Entry, exit and relocation checklist must be completed for every relocation.



What is an urgent relocation?

An urgent relocation is when the relocation and transition process occurs within a very short time and minimal planning can be undertaken. Urgent relocation should only occur when there is an immediate health and safety risk to any person due to issues such as: Property damage that makes the building unsafe or unusable, for

example, major plumbing breakdown, structural damage or contamination.

Unexpected and sudden behaviours of concern that create a health and safety risk that is significant enough to warrant relocation of one or more residents.

The alternate location must meet the needs of the resident and support the implementation of all safety and support requirements of the resident including physical and behaviour support.For urgent relocation, all of page two of the Entry, exit and relocation checklist must be completed and as much of page one as reasonably possible to ensure the risks to health and safety of residents or staff are minimised or effectively managed in the alternative location. The remaining parts of page one of the Entry, exit and relocation checklist must be commenced immediately and completed within seven days.Note: Emergency evacuation and relocation due to a natural disaster such as earthquake, fire or flood, are managed under the department’s emergency management response provisions and are not part of this instruction.



Relocation planning for building replacement

Where a relocation opportunity arises due to a building replacement, the manager will inform the residents and their support network as soon as the division is formally advised that a replacement option can be considered. Staff should then ensure residents support needs are thoroughly re-assessed through the support planning process, see RSPM 4.3.Staff should use this opportunity to assist residents to identify: aspirations and preferences who they would like to live with the type of accommodation they would most prefer the type of accommodation that would meet their support needs

This should involve a review of the resident’s support plan in consultation with other people the resident deems significant to them, and the offer of engaging an advocate to ensure every resident is supported and their best interests are considered.The development of any relocation options and their implementation should actively promote residents’: participation in household and community activities relationship building with other people informed choice in all aspects of decision making that affects

them dignity and respect in all aspects of their lives skill development and the achievement of goals

A working group will be established to assist with proposed relocation and the house supervisor will participate in this group. The supervisor is to provide input into the communication process that will occur for residents, the families and advocates, staff and other relevant stakeholders.The regular house staff meeting and residents meetings should include the relocation as an agenda item until this is complete. Each division will have a designated staff member who can be invited to these meetings to discuss the building relocation.Staff are responsible for effectively communicating information about the relocation at all stages, to residents and their families, in order to provide reassurance and minimise any concerns they may have. Where residents raise concerns with staff, staff should support residents to communicate concerns to local management or through the departments’ complaints process.House relocation may also impact on staff. Staffing matters and concerns should not be raised with residents or residents’ families. Staff may also seek support through the Employee Assistance Program (EAP) or seek information relevant to their concern in RSPM Part 2.



What is transition planning?

A transition plan outlines how the person will be supported in their move into, out of or to relocate within long term supported accommodation. The plan is developed in conjunction with the resident, their family or advocates and the residential service. Transition planning must be person centred and build on existing aspirations and choices expressed in the residents support plan. Transition planning should include strategies to inform and support: the new or relocating resident and their families or advocates,

including a communication strategy current residents and their families or advocates, including a

communication strategy an orientation to the new supported accommodation an orientation to the local area, and the facilities that are

important to the individual a plan for how the new residents existing networks and links to

services will be maintained, or new networks and links developed arrangements for moving, including movement of furniture and

personal belongings any actions required to implement specific support requirements

or strategies how the current support plan is to be updated.

Who is responsible for transition planning?

For people moving into supported accommodation via the vacancy coordination process, the case manager usually develops the transition plan in consultation with: the resident the residential service relevant others, such as, family members, carers, advocates,

guardians, staff and other service providers.Where there is not an appointed case manager, the residential service will lead the transition planning process for new residents. Where appropriate, transition planning tasks should be undertaken by the resident, and relevant others in consultation with the residential service.When an individual is relocating within the service between sites, the transition planning should be shared between the current and new site. Where residents will be relocating due to a new building, relocation planning is to be implemented. Relocation for any purpose requires the Entry exit, relocation checklist to be used to ensure support and safety requirements are met.

What is a residential statement?

The Disability Act 2006 requires a residential statement is provided to people who enter residential services. A residential statement is not required for people accessing respite services.The residential statement clarifies the conditions which apply when they commence living in the residential service such as: the cost of accommodation and support a statement of their rights and duties service provision conditions such as: the hours of staffing support specific conditions of support for the resident or for others that

may impact the individual, for example, people with Prader-Willi syndrome may require restrictions to accessing food.

The Residential Statement is created on an electronic template in frontline applications. The completed statement must be signed by the DAS manager.



When is the residential statement provided?

The Residential Statement must be provided before, or on the day a person enters the residential service. A copy is given to: the resident, who must also receive it in an easy read format their guardian their administrator

A copy that includes a note of who received a copy and the date this occurred is to be placed on the resident’s file.The Residential Statements need to be explained to a resident in a format or language they understand.The Residential Statement is reviewed annually and formally renewed every three years. The statement may need to be reviewed if significant changes occur that alter the conditions outlined by the Statement except where formal communication occurs within the provisions of the Disability Act 2006, such as notification of fee increases.

Children and young people entering residential services

Children and young people voluntarily placed in a residential service for out of home care must have a Child Care Agreement in addition to other entry requirements. The Child Care Agreement must be attached to their Residential Statement as part of the information provided to their representative, see RSPM 1.1.1.

Exit requirements

Where a resident is moving out to live independently or is relocating to an external service provider or to any other living arrangement where the department no longer has primary responsibility for ongoing support, the move is an exit. The Entry, exit and relocation checklist must be used to ensure all relevant information is provided to implement appropriate support and safety strategies in the new location.

Role of supervisors

Supervisors are to support the entry, exit and relocation process by: supporting residents to adapt to the new environment checking safe work and support systems are actioned and in

place if residents are to be supported at an alternative location providing support and information in the implementation of the

transition plan to all residents involved assisting as required with any relocation to ensure residents are

appropriately supported throughout the process referring any concerns or issues relating to the resident to the

operations manager.



Role of the manager when a vacancy occurs

Managers must ensure the following has occurred for vacancies within a group home: The divisional vacancy management team is notified of a vacancy

occurring within one business day even if a service reconfiguration is being considered.

The completed Vacancy Profile for Supported Accommodation is provided to the divisional vacancy management team within five business days.

The Disability Support Register (DSR) guidelines have been followed.

Role of the manager when a resident moves

When a resident moves the manager must ensure: the DAS manager or equivalent has checked all required processes

have been actioned and the Entry, exit, relocation checklist has been signed

the HSR has been provided with an opportunity to review OHS assessments

identified specific health or safety needs of a resident that requires staff to be trained, has been actioned

all other identified support needs can be met in the ongoing location and required actions have been taken, for example, aids and equipment in place

staff have all required support and safety information there is a current support plan a transition plan has been developed and implemented change at a workplace is managed by the appropriate consultation

process the DAS manager has signed the Residential Statement and the

resident has been provided with this statement as required Child Care Agreements for people under 18 are completed, see

RSPM 1.1.1 notices to relocate or vacate have been issues if required.

Additional requirements for planned relocation to a new ongoing group home site, the manager ensures: residents and their support network are informed as soon as a

building replacement is formally advised by central office residents of group homes to be relocated have support plans

reviewed and accommodation and support needs re-assessed vacancy and relocation opportunities are used to consider the most

appropriate accommodation option for each resident, for example, consideration of moving into more independent housing in the community via allocation of an Individual Support Package

effective communication to staff occurs regarding the opportunities this presents

staff concerns related to a relocation of worksite are addressed and separated from resident relocation support matters.



Managers role for urgent entry, exit and relocation

For urgent entry, exit and relocation where limited planning time is available: All of page two of the Entry, exit and relocation checklist must be

completed and as much of page one as reasonably possible to ensure the risks to health and safety of residents or staff are minimised or effectively managed in the alternative location.

The remaining parts of page one of the Entry, exit and relocation checklist must be commenced immediately and completed within seven days.

All current safety requirements for staff, residents and the community are supported at the location

Staffing support considerations at the relocation site includes: use of staff who know the resident well staff are trained to manage the specific support needs consideration of appropriate staffing levels



Resources Disability Support Register guidelines – outlines the process for allocation of individual and group supports through the DSR. Available on the Department of Human Services website.

Administering Child Care Agreements in voluntary out-of-home care. Handbook and resources. Available on the Department of Human Services website.

Disability Act 2006 – provides a legislative framework to strengthen the rights and responsibilities of people with a disability. Available on the Victorian Legislation and Parliamentary Documents website.

Entry, exit and relocation process chart – a flow chart to assist in meeting requirements for resident movement including communication to staff. Available on the DAS Hub.

Entry, exit and relocation checklist – a form outlining OHS and information provision requirements which must be met before a person enters, or transfers between any residential or respite services. Available on the DAS Hub.

Occupational Violence Risk Assessment and Management tool (OVRAMT) – a tool for assessment and prevention of occupational violence.

Physical Support Assessment (PSA) – an electronic assessment tool for identifying and assessing risks associated with providing physical assistance to residents. Available on frontline applications. Where the resident has not yet been added to frontline applications an abbreviated paper based version can be completed in the interim. Available on the DAS hub.

Residential Statement – information about the service and service provision which must be provided. Available on frontline applications

Strengthening rights in residential services: Policy, forms and procedures in relation to residential rights. This includes the Statement of Rights and Duties in Residential Services and notification forms for vacating or relocating. Available on the Department of Human Services website.

Vacancy profile for Supported Accommodation – A profile document that forms part of the Vacancy Management process. Available on the DHS hub.

eBSP toolkit and description - The RIDS-eBehaviour Support Planning toolkit supports staff who work in the disability sector to provide high-quality support to clients at risk of restraint and seclusion. Available on the Department of Human Services website.


Residential Services Practice Manual 3rd Edition – 4.1.1 – 1

4.1.1 Respite entryIssued: February 2014 FBR – Y GH/I/STJ/LTR/RTF – NContents Overview

Respite co-ordinationWhat is the respite agreement?If a client is under 18 yearsOccupational health and safety requirementsRole of the managerResources

Overview This instruction should be read in conjunction with RSPM 4.1 Entry, exit, relocation and residential statements, to ensure the appropriate level of support and information is available in all circumstances.

Respite coordination

Respite co-ordination is a process of allocating access to respite. It involves short-term residential support to: enable a break for family and carers provide a variety of activities and opportunities for the person

with a disability.Access to respite may also be provided in urgent situations where there is limited planning time available, for example, if the person’s carer becomes ill. People can request respite access via divisional intake and response teams, or by discussing the request with their case worker. When a person has been assessed as eligible for respite services they will be linked to staff who manage respite booking processes.

What is the respite agreement?

The respite agreement including mandatory attachments, provides the information required to support a person when they access respite services such as: a statement of the person’s rights and duties the authorisation and provision of medication diet and nutrition requirements health support requirements personal care support requirements communication requirements how much the person will pay for respite services.

If a client is under 18 years

The respite agreement must also include a Child Care Agreement if the person is under 18 years of age, see RSPM 1.1.1. Relevant court orders must be attached.The respite agreement must be signed and agreed to before access to the service occurs. The agreement must be reviewed annually, or as significant changes occur. If the review process determines changes have not occurred, a copy of the current agreement can be carried over into the next year provided: the date of review in noted the person who reviewed it has written and signed their name the agreement notes the name of those consulted, on behalf of

the person.



Occupational health and safety requirements

The Entry, exit and relocation checklist is to be completed before a person first accesses respite services. This includes the Occupational Health and Safety risk assessments for: physical support needs occupational violence risk fire risk.

The person is then a known respite user and the identified support and management strategies that have been developed must be in place and current whenever the individual accesses the respite service.

Role of the manager

Managers are to ensure the following are completed or provided and communicated to staff when respite occurs for: Planned entry; the Entry, exit and relocation checklist is completed and signed

before the first entry to each respite facility the respite agreement including mandatory attachments

outlining support requirements and OHS assessments, is current and a copy is placed on the person’s file

required information is available to staff recommendations from assessments have been documented and

are available for implementation when respite occurs e.g. communication and behaviour support assessments

the DAS manager, or equivalent, operations manager and HSR has signed-off necessary documents, or processes.

Urgent entry where limited planning time is available: In a situation where respite support is requested that is urgent

and planning time is limited, page two of the Entry, exit and relocation checklist must be completed and as much of page one as reasonably possible to ensure the risks to health and safety of residents or staff are minimised or effectively managed, before the person accesses the service, see RSPM 4.1.

The remaining parts of page one of the Entry, exit and relocation checklist must be commenced immediately and completed within seven days or prior to any subsequent access to the service.

Information and resources must be made available to ensure, as far as is reasonably practicable, the health safety and wellbeing of all clients and staff, with priority to the following information: manual handling requirements medications including the contact details of the person’s doctor

and pharmacist health support instructions including specific health

management, for example, an epilepsy management plan behaviour support strategies for identified behaviours of concern

including strategies to manage and prevent occupational violence

general support needs including diet and nutritional requirements.



Resources Disability Act 2006 – provides a legislative framework to strengthen the rights and responsibilities of people with a disability. Available on the Victorian Legislation and Parliamentary Documents website.

Entry, exit and relocation process chart – a flow chart to assist in meeting requirements for resident movement including communication to staff. Available on the DAS Hub.

Entry, exit and relocation checklist – a form which must be completed before a person enters respite. Available on the DAS Hub.

Looking After Children (LAC) framework in voluntary out-of-home care. Available on the Department of Human Services website.

Occupational Violence risk Assessment and Management tool (OVRAMT) – a tool for assessment and prevention of occupational violence.

Physical Support Assessment (PSA) – an electronic assessment tool for identifying and assessing risks associated with providing physical assistance to residents. Available on frontline applications. Where the resident has not yet been added to frontline applications an abbreviated paper based version can be completed in the interim. Available on the DAS hub.

Respite medication information – an information sheet for carers about the requirements for providing medications when accessing respite services. Available on the DAS Hub.

Respite agreement – documentation to be completed for planned respite access. Available on the DHS Hub.

eBSP toolkit and description - The RIDS-eBehaviour Support Planning toolkit supports staff who work in the disability sector to provide high-quality support to clients at risk of restraint and seclusion. Available on the Department of Human Services website.



4.2 Supporting decision making and choiceIssued: August 2018 STAA – P GH/I – Y STJ/LTRP/RTF – LD

Contents The right to make decisions and choicesResident inclusion in decision making and choiceThe right to support and advocacyWhat if a person cannot make decisions?Role of staffResources

The right to make decisions and choices

Residents have a right to make decisions and choices in all areas of their life and about the things which affect them and are important to them. They have a right to: make decisions for themselves without interference make lifestyle choices contribute to organisational, community and government decision

making processes.

For children and young people (under 18 years of age) the life areas where they will be able to make decisions and choices may vary between individuals based on age, capacity and the Child Care Agreement.

Children and young people have a right to be heard and have their concerns and ideas taken seriously. The Child Safe Standards should be met by ensuring:

strategies are in place to promote the participation and empowerment of children and young people

children and young people are supported in knowing their rights children and young people are heard and respected about

decisions that affect their lives an environment is established of trust and inclusion that enables

children to ask questions and speak up if they are worried or feeling unsafe.

Resident inclusion in decision-making and choice

Residents should be supported as much as possible to make choices and decisions. For those with limited capacity to exercise choice and control over major life areas, making choices about daily activities such as what to wear and eat can become very important. Supporting and respecting decisions and choices can impact on their quality-of-life of residents by increasing and improving their: self-confidence ability to try new activities communication and interactions with others mental health and wellbeing.

The right to support and advocacy

Residents who cannot make decisions independently should be supported to develop decision making skills or have access to advocacy support. Staff can assist by providing access to advocacy services, including legal services, which support disability rights. Disability advocacy plays a critical role in ensuring resident’s rights and interests are respected and realised. Disability advocacy aims to ensure: the rights of people with a disability, as members of the community,

are upheld people with a disability make their own decisions, particularly when the

outcome affects their lives.



What if a person cannot make decisions?

If a resident is unable to make basic day-to-day decisions, then family, friends and support staff will usually make these decisions on their behalf. However, most medical, financial, legal and important lifestyle decisions can only be made by a decision maker with legal authority. The Office of the Public Advocate can assist in clarifying when a decision must be made by a person with ‘legal authority’, see RSPM 4.2.1, 4.2.2, 5.5. For children and young people, the parents generally retain all guardianship rights, see RSPM 1.1.1.

Role of staff Staff must: enable residents to live the life they want to lead by supporting them

to make choices about the things which affect them and are important to them

encourage residents to make decisions and choices about daily and life activities

consider a range of ways to provide opportunities for residents to make decisions and choices, for example, staff and resident meetings

ensure day-to-day routines offer residents maximum choice and control consult with residents prior to any changes to their support, routine or

activities ensure residents understand options including risks, or adverse

consequences encourage residents to have a say about how group, or organisational

decisions are made (via meetings or voting processes) encourage residents to develop skills to participate meaningfully in

meetings and other forums support residents to use relevant mode of communication ensure individual support information includes resident preferences

and choices are easily accessible for all staff document processes used to support residents to make decisions assist residents to access advocacy and legal services follow requirements as stated in a Child Care Agreement provide a child safe environment where children are safe and feel safe,

and their voices are heard about decisions that affect their lives. ensure that the Child Safe Standards are met and implement

strategies that promote the participation and empowerment of children. See the department’s Child safe standards internet page.

Resources Forms and templates are available on the department’s internet.



4.2.1 The role of a guardianIssued: August 2018 Applies to allContents What is a guardian?

How are guardians appointed?Who can be a guardian?What decisions can guardians make?Duration of a guardianship orderTemporary emergency ordersRehearingSafeguardsResident inclusionResources

What is a guardian?

A guardian is a person appointed to make lifestyle decisions for an adult who does not have the capacity to make their own decisions. The guardian’s decisions have the same legal standing as if the person is making the decision themselves. A guardian is usually only appointed as a last resort when:

there is no appropriate person to act as ‘person responsible’ there is disagreement about what is in the best interests of

the person.For most people an appropriate person to act as ‘person responsible’ and assist in decision making is generally a close relative. The person responsible is required to consult with the person with a disability, so their wishes are considered. Parents are the legal guardians of people under 18 years of age, unless a court order specifies otherwise, see RSPM 1.1.1.

A guardian must: act as an advocate for the represented person act in the best interests of the represented person take the represented person’s wishes into account when making

decisions encourage the represented person, as far as possible, to make

decisions and act for themselves protect the person from neglect, abuse or exploitation.



How are guardians appointed?

Guardians are appointed by the Victorian Civil and Administrative Tribunal (VCAT). Any person may apply to VCAT for a guardianship order. When VCAT receives an application to appoint a guardian, a hearing is arranged. If VCAT agrees a guardian is required, an order naming a person, or the Public Advocate, to act in this capacity will be made. When appointing a guardian, VCAT must be satisfied the person who is the subject of the guardianship application:

has a disability is unable to make reasonable judgements, because of their

disability is in need of a guardian.

VCAT must also be satisfied the proposed guardian: consents to act as the guardian will act in the represented person’s best interests does not have conflicting interests is suitable.

The primary carer of the person is entitled to notice of the hearing and this includes the disability service provider for people living in supported accommodation.

Who can be a guardian?

Anyone aged 18 years of age or over can be a guardian, including a relative, or friend of a person if they meet the requirements outlined above. A person who is employed in a paid, or voluntary capacity, to support a person should not be appointed as a guardian.Where a guardian is needed and there is no one who fulfils the requirements of the role, VCAT may appoint the Public Advocate as the guardian. In some cases, the same person is appointed as the guardian and administrator of the represented person.

What decisions can guardians make?

The decisions a guardian can make depend on the order made by VCAT. If staff need to confirm a guardian’s authority they can request the guardian show them a copy of their guardianship order. There are two types of guardianship orders:

a limited order: this specifies the type of personal and lifestyle decisions the guardian can make. The limited order may relate to one, or more areas, for example, accommodation, health care, or access to services

a plenary order: this allows the guardian to make lifestyle decisions, except when another person has authority for health care decisions. This includes a person with an Enduring Power of Attorney (Medical Treatment), or the medical treatment decision maker, see RSPM 5.5.

A guardian cannot make decisions about a resident’s financial or legal affairs. This is the role of an administrator. The guardian will need to consult with the administrator to determine if a resident can afford proposed personal, health care, or lifestyle items.

Duration of a guardianship order

A guardianship order can last for a maximum of three years, although it is usually for a shorter time. Guardianship orders are re-assessed by VCAT within three years and can be cancelled, if no longer required. Guardianship orders cease when a person dies.



Temporary emergency orders

VCAT operates a 24-hour emergency service. If VCAT considers a matter is urgent (there is significant risk to the person's wellbeing), a temporary guardianship order can be made for up to 21 days. The order can be extended a further 21 days. Within 42 days of making the temporary guardianship order, VCAT must hold a hearing to determine if continued guardianship is required. Before applying, staff are advised to discuss the need for a temporary guardianship order with the Office of the Public Advocate (telephone: 1300 309 337). The Office of the Public Advocate is staffed outside office hours for emergency enquiries.

Rehearing Requesting a rehearing of a Guardianship case can only be made in some circumstances. A party, including the primary carer of the person or any other person entitled to notice the application, can apply to VCAT for a re-hearing within 28 days of the order.

Safeguards The following safeguards help to ensure guardian’s act in the best interests of the represented person:

guardians can ask VCAT for advice at any time private guardian’s (family or friends of the represented

person) can contact the Office of the Public Advocate Private Guardian Support Program for support and advice

any person who believes a guardian is not acting in the best interests of the represented person can apply to VCAT for a re-assessment

if the Public Advocate has been appointed as the guardian, complaints can be made to the Office of the Public Advocate.

A person who is employed in a paid, or voluntary capacity, to support a person should not be their guardian.

Resident inclusion

People should be supported to attend and where possible participate in formal processes where decisions are being made about them.

Resources Forms and templates are available on the department’s internet.



Rehearing A party or person’s entitled to notice of the application, including the primary carer of the person, can apply to VCAT for a re-hearing within 28 days of the order.

Safeguards The following safeguards help to ensure guardian’s act in the best interests of the represented person: guardian’s can ask VCAT for advice at any time private guardian’s (family or friends of the represented person) can

contact the Office of the Public Advocate Private Guardian Support Program for support and advice

any person who believes a guardian is not acting in the best interests of the represented person can apply to VCAT for a re-assessment

if the Public Advocate has been appointed as the guardian, complaints can be made to the Office of the Public Advocate.

A person who is employed in a paid, or voluntary capacity, to support a person should not be their guardian.

Resident inclusion

People should be supported to attend and where possible participate in formal process where decisions are being made about them.

Resources Guardianship and Administration Act 1986 – provides for people with a disability to have a guardian or administrator when needed. Available on the Victorian Legislation and Parliamentary Documents website at: http://www.legislation.vic.gov.au/

Office of the Public Advocate (OPA) – protects and promotes the rights of people with a disability. Available at: http://www.publicadvocate.vic.gov.au

Victorian Civil and Administrative Tribunal (VCAT) – VCAT deals with a range of disputes, appoints guardians and administrators and has the power to review certain matters under the Disability Act 2006. Available at http://www.vcat.vic.gov.au



4.2.2 The role of an administratorIssued: August 2012 Applies to allContents What is an administrator?

How are administrators appointed?Who can be an administrator?What decisions can administrators make?Duration of an administration orderTemporary emergency ordersRehearingSafeguardsResident inclusionResources

What is an administrator?

An administrator is a person appointed to make financial and legal decisions for an adult with a disability who does not have the capacity to make their own decisions. The administrator’s decisions have the same legal force as if the person had made the decision themselves. Parents are responsible for all financial and legal decisions on behalf of children and young people under 18 except where specified by court order.

How are administrators appointed?

Administrators are appointed by the Victorian Civil and Administrative Tribunal (VCAT). Administrator forms are located on the VCAT website. Anyone aged 18 years of age, or over can apply for an administration order. When VCAT receives an application for an administrator, it arranges a hearing to consider the application. If VCAT decides an administrator is needed it will make an order naming a person, or organisation to act in this capacity. In some cases the same person may be appointed as an administrator and guardian, for the represented person.



Who can be an administrator?

Anyone aged 18 years of age, or over, can be an administrator, including: a relative a friend a solicitor an accountant a private trustee company the State Trustees Limited.Staff cannot be an administrator of a person they are employed to support When appointing an administrator, VCAT must be satisfied the proposed administrator (or administrators, as two or more can be appointed): consent to act as an administrator is familiar with the represented person’s values and beliefs knows the represented person’s likes and dislikes is competent to manage the represented person’s affairs will act in the represented person best interests.Where an administrator is needed and there is no one to fulfil the requirements of this role, an independent administrator can be appointed by VCAT.

What decisions can administrators make?

An administrator can make financial and legal decisions for the represented person, such as managing their: finances property bills.An administrator cannot make personal, health care, or lifestyle decisions. The administrator’s role in these areas is to advise if the person can afford such items within their financial means.

Duration of an administration order

The administration order is normally for a three year period, unless VCAT sets an earlier review date. Administration orders must be re-assessed by VCAT within three years and can be cancelled, if no longer required. If the represented person dies the administration order ends. Authority to administer a person’s estate after they have died is a separate matter.

Temporary emergency orders

VCAT has a 24-hour emergency service. If it considers a matter to be urgent, a temporary administration order can be made for up to 21 days. This can be extended a further 21 days, if required. Before the end of the order, VCAT must hold a hearing to determine if on-going administration support is needed. Staff are advised to discuss the matter with the Office of the Public Advocate (telephone: 1300 309 337) before applying to VCAT for a temporary administration order. VCAT is staffed outside of office hours for emergency enquiries.



Rehearing A party or person’s entitled to notice of the application, including the primary carer of the person, can apply to VCAT for a re-hearing within 28 days of the order.

Safeguards The following safeguards help to ensure administrators act in the best interests of the represented person: administrators can ask VCAT for advice at any time administrators must regularly lodge an account of the represented

person’s finances for examination administrators cannot invest money in real estate, or securities, apart

from authorised trustee investments (without VCAT approval).Any person who believes an administrator is not acting in the best interests of the represented person can apply to VCAT for a re-assessment. A person who is employed in a paid or voluntary capacity to support a person should not act as an administrator for that person.

Resident inclusion

Residents have a right to attend and participate in formal process where decisions are being made that affect them. Staff should ensure residents are assisted to attend hearings.

Resources Guardianship and Administration Act 1986 – provides for people with a disability to have a guardian or administrator when needed. Available on the Victorian Legislation and Parliamentary Documents website at: http://www.legislation.vic.gov.au/

Office of the Public Advocate (OPA) – protects and promotes the rights of people with a disability. Available at: http://www.publicadvocate.vic.gov.au

Rights and Accountability: Management of Money Policy – a policy for disability service providers and their staff on their roles and responsibilities in relation to managing the money of people with a disability living in residential services managed or funded by the department. Available on the Department of Human Services website at: http://www.dhs.vic.gov.au/for-service-providers/disability/service-quality-and-improvement/disability-service-providers

Victorian Civil and Administrative Tribunal (VCAT) – VCAT deals with a range of disputes, appoints guardians and administrators and has the power to review certain matters under the Disability Act 2006. Available at: http://www.vcat.vic.gov.au





4.2.3 Decision making in a group environmentIssued: August 2012 FBR – P GH/I – Y STJ/LTR/RTF – LDContents Overview

What is decided as a group?Role of support staffDecision-making methodsRecording group decisionsResources

Overview Living in a residential service is different to residing in a common shared living arrangement. For example: staff are present and closely involved in resident’s daily lives residents have limited opportunities to determine with whom they

live residents often share the living space with a large number of co-

residents.For these reasons it is important to maximise individual choice and develop group decision making practices. Some arrangements may be defined in the Residential Statement and cannot be changed.

What is decided as a group?

Residents have a right to determine how the residential service operates and need to negotiate whenever group decisions are required, or not. Decisions that should be made by the resident group include: agreement about noise levels decoration of common areas including use of photo’s and how they

are displayed use of common areas and equipment, such as the television, radio,

or DVD the household budget, for example, utility costs pets household grocery shopping, menus and general chores overnight guests if smoking is allowed and if so, where the designated area will be,

see RSPM 3.7Some of these issues may be covered in the Residential Statement. For example, if an existing resident is allergic to cats it would not be possible for a new resident to bring a cat to the house.



Role of all staff Staff are to: support residents to communicate their wishes and develop decision

making skills assist resident’s to negotiate by providing information respect and abide by the decisions made by the resident group incorporate decisions into orientation, routines and household

information as necessary.Residents may need support to: identify their wishes understand how their wishes compare to, or impact on, the wishes

of others develop negotiation, problem solving, or assertiveness skills communicate their wishes to the group.

Decision-making methods

Common decision making ideas which may be useful in residential services include: a suggestion box regular informal group catch-ups formal house meetings.

Recording group decisions

Group decisions must be clearly documented in accessible ways for example: via COMPIC a photograph board by using large type.Residents should decide where this information is kept for their reference. Decisions that impact on how staff support residents, needs to be included in orientation, routines and household information.

Resources House meeting guide – a tip sheet for staff assisting residents to hold house meetings. Available on the DAS Hub.

Managing utility costs – a tip sheet to assist in managing and reducing use of electricity, gas and water. Available on the DAS Hub.

Pets in Group homes – a tip sheet about issues to consider in relation to pets in group homes. Available on the DAS Hub.

Reducing environmental impact – a tip sheet to assist staff and residents implement strategies to reduce environmental impact. Available on the DAS Hub.



4.3 Support planningIssued: August 2012 FBR – P GH/I/STJ/LTR/RTF – YContents Overview

Leading the development of the Support planHow is the information captured?Person centred approachesPre-planning preparationOrganising the meetingDeveloping an agendaSetting goalsWhat if a goal seems unreasonable?The Support Plan meetingWhat is personal and private information?Resources

Overview Support Planning is undertaken with residents to discover the kind of life they aspire to lead and how they can be supported to achieve their goals. The support plan informs staff about the areas which are important to the resident, and together with the health plans, Behaviour Support Plan (BSP) and financial plan contains essential information for staff to follow.The planning approach is governed by the Disability Act 2006. Under the Act, planning takes place within a self-directed framework comprising: self-determination community membership citizenship.The Support Plan must: be prepared within 60 days of commencing regular access to

disability services be reviewed at least every three years, or more often when a

resident, or their service providers request a review support the resident’s autonomy, perspective, specific needs, and

goals rather than the values of staff, or service delivery needs be co-ordinated across the resident’s service providers, unless

otherwise requested by the resident or their representative.A support plan should be a dynamic document that is reviewed and changed as those who support the person discover different ways to achieve the desired goals. There must be a clear process to document and measure progress and outcomes of Support plans, see RSPM 4.3.1.



Leading the development of the Support plan

Residents are entitled to choose who leads their support planning process, however regardless of who is leading the planning process, residential services are to ensure a plan is in place when a resident first enters a residential service.If a plan has already been developed that includes the need to live in supported accommodation, it may not require a formal review. Where there is no current plan or the plan does not include supported accommodation, residential services are to establish who the resident would like to lead their planning and provide assistance to ensure the planning is commenced. If there is no preferred lead, residential services should lead the development or review of the support plan.

How is the information captured?

The support plan should be captured in a way that makes it meaningful to the resident. It does not have to be a written plan and there are a number of different person-centre planning approaches with different names but all leading to a similar outcome. For example, Essential Lifestyle Planning, Person Centred plans (PCP’s), Person Centred Thinking Tools and Lifestyle Support Planning.Staff are encouraged to explore the range of approaches with the resident and choose a method, or combination of methods, which best suit the resident. A Lifestyle Support Planning template is provided as a resource and may provide a useful starting point.Residential services must ensure that the implementation and support responsibilities are clearly described for support staff to follow, see RSPM 4.3.1.Support plans do not include personal and private information, unless otherwise requested by the resident, or their representative. For example, a resident’s health information should be kept in their health plan, rather than the support plan.

Person centred approaches

Person centred planning can have an impact beyond the actual support plans. It provides an opportunity to listen to and focus on the deeply held hopes and fears of the resident which may be communicated with their words and behaviours. It ensures that discussion is centred around what is important to the person and also includes the opinions of what others feel is important for the person. It can assist the resident’s support network to re-frame their views of the person and can help a group to solve difficult problems.The key elements of a person centred approach to support planning are: learning about the resident, in particular, their likes and dislikes including the resident’s family and others important to them, as

appropriate, in the support plan process knowing or learning about the resident’s abilities problem solving to overcome barriers.



Pre-planning preparation

Before organising a meeting to develop or review a support plan a range of information should be gathered to assist the process. The guide in the resource section can be used to gather this information. It is important to establish what the resident: indicates is important to them does as daily routines does over a typical week including the tasks, activities and events

they participate in.The pre-planning also needs to gather documents including the: personal profile, see RSPM Preface communication strategies, see RSPM 4.10 health plans, see RSPM 5.2, Behaviour Support Plans, see RSPM 7.4

and financial plans, see RSPM 6.2.It is important to check that the support to assist the resident to achieve the goals of their support plan takes into account any issues raised in their health, behaviour and financial plans.

Organising the meeting

The resident is to be involved as far as possible in the organisation of the support plan meeting. In conjunction with the resident, consider the: agenda and duration of the meeting, resident’s ability to remain involved preparation the resident may need to ensure their participation is

maximised.Actions should include: choosing some possible dates deciding the:

–venue–people who will be invited to participate

sending a written invitation to the resident’s family that includes:–sufficient notice–the possible dates

the family should receive a follow-up telephone call to check they understand the purpose of the support plan meeting and to answer any questions before the meeting occurs

where possible, address any potential conflicts concerning the goals, or content of the support plan before the meeting occurs. Regular communication with family members in the lead-up to the meeting provides an opportunity to answer concerns, and helps avoid distracting discussions which otherwise may surface on the day.



Developing an agenda

It is important to have a clear agenda to ensure the meeting stays on track and remains focussed on the resident and their goals. A meeting agenda for support planning should include information gathered in the pre-planning preparation. A sample agenda template is provided as a resource.

Setting goals The support plan includes goals which are important to the resident such as activities, events or achievements they want to experience to enhance their quality-of-life.The 16 life areas listed below can be used as prompts to assist staff and residents to think broadly about all the resident’s goals. The life areas are not prescriptive, or exhaustive, rather, they aim to provide a practical starting point to identify goals and actions. Support plans are not required to have goals for each area listed. The 16 life areas for consideration are: Always learning: experiencing lifelong learning and education Being part of a community: participating in local activities, using

community amenities such as libraries, being part of local clubs Being independent: experiencing individual choice and control over

their life Being safe: experiencing physical and emotional safety free from

abuse, neglect and avoidable injury Building relationships: experiencing healthy, constructive and

respectful relationships Choosing supports: choosing their own supports and contributing to

the ways in which supports are provided Communicating: seeking, receiving and imparting information,

ideas, opinions and feelings through their preferred communication style

Doing valued work: experiencing meaningful and rewarding employment with just and reasonable conditions

Exercising rights and responsibilities: exercising human rights and responsibilities

Expressing culture: experiencing a sense of cultural identity and belonging

Having fun: experiencing a sense of social wellbeing through enjoyment of life and having time for leisure and recreational pursuits

How to live: experiencing an adequate standard of living through exercising control over their living circumstances

Looking after self: experiencing the best possible physical, mental, emotional and social health

Moving around: moving freely in their environments and the community

Paying for things: experiencing an adequate standard of living through exercising control over their finances

Where to live: experiencing an adequate standard of living through access to adequate and appropriately located housing.

Normal regular life routines such as having a hair cut or attending health appointments are not generally life goals for most people, however, the wish to increase independence is, and attending appointments with a planned reduction of support levels would be a strategy used to achieve this goal.



What if a goal seems unreasonable?

Residents may identify goals that initially seem unreasonable or not achievable for a variety of reasons. For example, the resident’s support network may consider a goal unreasonable because: the cost may be too great special skills are required physical limitations exist.Resident’s goals should not be dismissed without exploring all aspects with them. The stated end goal may not be achievable but the goal may be broken down to achievable parts. Consideration can be given to alternatives that meet the goal in a different way.For example, a resident may express a desire to go rock climbing, but is confined to a wheelchair and has limited strength in their hands and arms. This goal may seem unachievable. Exploring why the person has requested this goal may determine that they have seen people on TV rock climbing in a national park. What they may actually want to do is to see the park, or be in a very high place above everyone as they spend their life seated at a lower level to other people. It would be easy to ignore this goal based on the initial request and not discover if there was an aspect to the goal that could be achieved.

The Support Plan meeting

Differing views concerning the resident’s goals and activities should be respected with the resident at the centre of all discussion. Participants should speak directly to the resident. The resident should be provided with the opportunity to agree or disagree with any strategies discussed and make the final decision on any outcomes to the maximum extent possible.One person should be responsible to facilitate the meeting. The role of the meeting facilitator should be decided prior to the support plan meeting and will depend on: the complexity of the goals identified by the resident any barriers to the resident experiencing success.A range of issues may impact on the planning process, therefore, a person with the knowledge and skills to resolve them should lead the meeting. Implementation strategies should be developed at the end of the meeting, see RSPM 4.3.1.



What is personal and private information?

Personal and private information as referred to in the Planning policy is the information needed by staff to ensure residents are supported with their daily needs. This includes details about: personal care such as bathing, dressing and personal hygiene meal assistance health and wellbeing behaviour supportStaff are to refer to the RSPM instructions related to each of these areas to determine what documentation is required to support resident’s individual daily needs.

Resources Planning policy – a 24 page policy on the approach to planning under the Disability Act 2006. It is on the Department of Human Services website at: http://www.dhs.vic.gov.au/about-the-department/documents-and-resources/policies,-guidelines-and-legislation/disability-services-planning-policy-2009

Life areas easy read guide – an easy read version of the 16 life areas to be considered in Support planning. Available on the DAS Hub.

List of disability advocacy agents for residents who do not have a relative or friend to represent them at a planning meeting. Available at: http://advocacyagencies.daru.org.au/

Tip sheet – Support Planning. A tip sheet to assist with the development of a Support Plan in DAS. Available on the DAS Hub

Note: The following resources are provided to assist and prompt ideas for the planning process and are not required formats. Plan formats may be determined by the resident.

Support planning preparation guide – a guide to assist in capturing a person’s support needs and personal preferences before assisting in the development of the Support plan. Available on the DAS Hub.

Sample agenda – provided to assist in developing an agenda appropriate to the individual’s support planning meeting. Available on the DAS Hub.

Have a crack! Coco’s plans and Coco’s dreams. Available from the Department of Human Services Barwon-South Western Region Community Building and Planning Team Disability Partnerships and Service planning [email protected] or 03 5226 4540



4.3.1 Support plan implementationIssued: August 2012 FBR – P GH/I/STJ/LTR/RTF – YContents Overview

Documentation requirements for implementing support plansMonitoring the Support PlanReviewing the Support PlanRole of staffRole of the supervisorRole of the managerResources

Overview Residents may choose to have their support plan in a range of formats that may not always provide clarity about who is responsible for actions to those providing the support. The support planning may also be led by another agency, the family or a planning facilitator engaged by the person or their family. To ensure the plan is implemented as required, residential services are to have a clear process for assigning responsibility for the implementation, monitoring and review of Support Plans.

Documentation requirements for implementing support plans

To ensure the implementation responsibilities are met, the goals and strategies must be clearly documented to ensure the plan is implemented. The implementation plan should include: the resident’s goals the actions or strategies that will be used to achieve the goals the resources required who will be responsible for ensuring actions are implemented timelines for actions dates of when actions have occurred progress notes review datesWhere residents will require support beyond formal disability service providers such as the residential and day program service, for example, a resident may wish to join a local gym, the plan will need to include strategies describing how: staff will work with the gym to achieve this goal the gym will assist the resident achieve this goal.Many of the actions may be incorporated into daily routines to ensure they are implemented .



Monitoring the Support Plan

Monitoring is a continuous process incorporated into daily routines and activities. This means staff must be aware of: the goals and related activities documented in each resident’s

support plan the stage residents are at with their support plan goals and related

activities.Monitoring involves the checking of documentation of when and how strategies have been implemented to establish: what worked well for the person what did not work if adaptation or alteration of strategies is required.This information is then used to inform the reviews.

Reviewing the Support Plan

The support plan is formally reviewed every three years for residents in group homes and annually in other areas according to service requirements. The implementation strategies and monitoring processes should be reviewed on a regular basis to ensure there is progress towards the resident’s goals and activities are occurring as required. The review process relies on monitoring activities to track the progress towards the goals. Progress should be discussed with the resident and can also be discussed at staff team meetings.Decisions that impact on the identified goals and implementation strategies are not to be made without the agreement of the resident or their advocate. Significant changes, such as moving home or retiring, may require a formal review of the support plan. Review discussions should establish if: the goals outlined in the support plan are being met implementation strategies and actions are working, or not working the implementation strategies need to be altered barriers exist and how they may be overcome

Role of staff Staff are required to implement the actions and: maximise resident independence, choice and decision making record the date of actions document progress and comments maximise resident’s participation in the ongoing review process adapt actions and strategies where appropriate, to assist

achievement participate in Professional Development and Supervision and

relevant training as the development and improvement of staff skills will also assist residents to meet their goals.



Role of the supervisor

The supervisor has a significant role in leading the implementation and regular monitoring of the support plan. Supervisors ensure staff understand the areas the residential service is responsible to implement and that: the resident’s goals and lifestyle aspirations remain the focus of

support clear implementation strategies are documented staff implement and document actions as required staff skill gaps that impact on the implementation of the support

plan, are discussed with the regional learning and development coordinator

the monitoring and review process outcomes are communicated to all staff

others involved in supporting the resident are informed of reviews and outcomes as necessary.

Role of manager Managers have an important role in mentoring and coaching staff to understand the support plan requirements. Managers are to: assist with the development of support plans support implementation by providing advice and guidance where

required ensure that plans are monitored and reviewed check that progress is being documented ensure residents have ownership in all stages of the plan to the

fullest extent possible, including development, implementation, monitoring and review processes.

Resources Sample Action Plan – an example of a tool used by Southern Metropolitan Region to capture the actions required to implement a support plan. Available on the DAS Hub.

Sample PCP summary – A summary used by North and West Metropolitan Region to monitor implementation of a Person Centred Plan. Available on the DAS Hub.

Sample monitor and review tool – an example of a tool to monitor and review the Support Plan. Available on the DAS Hub.



4.4 Person Centred Active Support Issued: August 2012 FBR – P GH/I – Y STJ/LTR/RTF – LDContents Person Centred Active Support is the required approach to

supporting residentsWhat is the aim of Person Centred Active Support?Role of staffRole of the supervisor and managerResources

Person Centred Active Support is the required approach to supporting residents

Person Centred Active Support (PCAS) is the required approach to supporting residents. PCAS is based on a premise that most people enjoy spending time participating in different tasks and activities as opposed to doing little, or nothing. The amount of time spent participating in social, personal, household, community and other pursuits is a quality-of-life measure. The role of staff is to enrich residents quality-of-life by using every available opportunity to encourage and support them to: participate in household and community tasks and activities make choices and decisions establish and maintain relationships develop independence and skill levels.

What is the aim of Person Centred Active Support?

The PCAS approach aims to engage residents, irrespective of their abilities, or behaviours, in meaningful tasks and activities at home and the local community. This approach enables residents to fully participate in all aspects of daily life from collecting the mail, or preparing an evening meal to participating in local sporting and recreational clubs, or going on holidays. PCAS has been implemented across department managed residential services to challenge resident disengagement which sometimes happens. When residents are fully engaged in their lives they: experience greater control and choice are more involved in the community gain independence pursue interests are more connected to others experience healthier bodies and minds by being more physically and

mentally active.



Role of staff Staff are to: inform residents about the range of tasks and activities in which

they can participate at the residential service and local community involve residents in developing routines so they can pursue tasks

and activities of choice do tasks and activities with residents, not for them support residents to participate in chosen tasks and activities by

providing the right amount of the right type of support for them to experience success (for example, some residents may require hand-over-hand support, or need to be shown, or guided to participate in activities, others may be able to perform tasks relatively independently)

ensure resident’s cultural, linguistic and spiritual backgrounds inform the range of tasks and activities available to them

encourage outdoor tasks and activities to promote better health document resident involvement in tasks and activities ensure sufficient time is made available to enable resident

involvement in tasks and activities regularly monitor and review resident involvement and progress in

tasks and activities ensure any risks associated with activities are assessed and

managed, see RSPM 1.2, chapter 3.

Role of the supervisor and manager

Supervisors and managers are to ensure that all staff: provide residents with a range of household and community task

and activity options understand the approach have the PCAS way of working included in the residential service

induction document how residents are involved in all aspects of their lives and

a process is in place to monitor and review participation. Documentation may be via specific PCAS templates, incorporated into Support Plan implementation and monitoring documentation, listed in daily household routines and diaries, or a combination of these that best suit the way support is provided to each person.

In addition managers and supervisors should: acknowledge and communicate success across the staff team and

more broadly the region regularly ask staff about the PCAS approach and how residents are

being supported regularly sight documentation that demonstrates the PCAS approach

is used monitor where individual staff or teams are not working with the

required PCAS approach and develop strategies to address this.



Resources The PCAS web page provides information, resources and contacts to implement PCAS. Available on the DAS Hub.

Companion Card – allows free admission to transport and events for attendant carers of eligible people with disabilities. Available on the Companion Card website at: http://www.vic.companioncard.org.au

Local councils for information about local activities. To find your local council details go to: http://www.mav.asn.au

PCAS Tip Sheets – tips about how to implement, maintain and monitor PCAS. Available on the DAS Hub.



4.5 Promoting community inclusionIssued: August 2012 FBR – P GH/I – Y STJ/LTR/RTF – LDContents What is community inclusion?

How to support community inclusionSupporting people in the communityGenerating social activitiesSupporting key interestsResources

What is community inclusion?

Community inclusion means being connected to others in a way which is meaningful and provides a sense of belonging. Community inclusion is created through social and everyday interactions across a range of environments, including: friends and family, as appropriate paid, or volunteer work everyday exchanges with others in the community, for example,

when shopping, at the library, beach, or cafe pursuing interests with others, such as gardening, or playing sport attending places of worship, or joining meditation or yoga groups participating in civic events such as voting, attending community

consultation or advocacy groupsattending events or workshops, such as the football, cricket, concerts, or art classes.

Community is not just about the geographic area in which people live. It is also a: community of interest community of friends or peerscommunity which connects through an online discussion forum

Participation in, and a sense of belonging to, any type of community helps to ensure inclusion.

How to support community inclusion

Community inclusion must be based on what people find meaningful and enjoy doing. Ways to increase community inclusion include: supporting residents to access the community more doing the things

they enjoy supporting residents to generate social activities investigating ways resident can become involved in a community of

interest supporting connections to others who share similar interests and

lifestyle choices.



Supporting people in the community

It is important to provide support and guidance to members of the community the resident wishes to be a part of, to ensure the resident will be included and the experience will be valuable to all involved. Some community members may not have any experience of interacting with a person with a disability so may be unsure about how to interact with the person. Community members will be more confident and inclusive if they gain a better understanding of the person with a disability.Staff should assist by: Supporting the person to interact with others In conjunction with the resident, explain and demonstrate their

preferred communication method and style Supporting the resident to participate in the community or groups

activities.

Generating social activities

Assisting residents to initiate social activities involves: identifying with whom they like to spend time identifying activities they can do together. For example, a resident

may want to:–watch a favourite television program on a regular basis with

a friend–invite family members, or others important to them to a

barbeque–host a party–go walking with friends–invite a friend on a date.

Staff support may be required to support residents to plan and carry out social activities.

Supporting key interests

Residents can build connections through shared interests. Staff can support residents to develop, or expand their interests by: providing opportunities to sample new activities, particularly if they

have not had exposure to a wide range of interests exploring ways they can pursue interests such as attending

community recreational classes supporting attendance at ‘come and try’ days at local sporting clubs.



Resources Access for All Abilities (AAA) providers – develop and support a diverse range of sport and recreation environments which are inclusive of and accessible to people with disabilities. Available on the DAS Hub.

Arts Access Victoria is a disability arts organisation providing access, participation, engagement and professional development in the arts and cultural life across Victoria for people with a disability. Available at: http://artsaccess.com.au/

Companion Card – allows free admission to transport and events for attendant carers of eligible people with disabilities. Available on the Companion Card website at: http://www.vic.companioncard.org.au

Local councils for information about local activities. Links to local council details are available at: http://www.mav.asn.au

Local resource template – a tool for identifying local community activities and resources. Available on the DAS Hub.

MetroAccess, RuralAccess and DeafAccess – provides support to local communities to be welcoming and inclusive of people with disabilities. Access officers are based in local communities. More information is available on the Department of Human Services website: http://www.dhs.vic.gov.au/for-individuals/disability/community-life-and-jobs/community-involvement/community-involvement-ruralaccess,-metroaccess,-deafaccess

Travellers Aid Disability Access Service (TADAS) – provides a range of services for people with a disability travelling to, in, and around, the city of Melbourne. Available at: http://www.travellersaid.org.au/tadas

Participation in sporting and recreation clubs – Tip Sheet. Available on the DAS Hub.





4.6 Personal relationships and sexuality Issued: August 2012 FBR – P GH/I – Y STJ/LTR/RTF – LD

Contents OverviewThe role of support staffConsent to sexual activityHaving a partner stay overAccess to sex workersDealing with inappropriate behavioursResources

Overview Adults, including those with a disability, have the right to: engage in friendships and relationships of choice go out independently with friends and partners engage in consensual sexual activity enjoy and express their sexuality in ways which are legal and do not:– exploit others– infringe on the rights of others.

The role of all staff

Staff are to: support the development of social, relationship, communication and

conversation skills help residents to gain knowledge about sexuality and protective

behaviours by accessing services such as Family Planning Victoria assist residents to develop and adopt protective behaviours treat resident relationships with respect and confidentiality use developmental and support strategies to help residents achieve

friendship and relationship aspirations, see RSPM 4.5 refer residents to experts, or services, as appropriate, to obtain

information about:– safe sex– contraception– relationship counselling.

Staff must not: impose their own values on resident activities discuss the personal relationships of residents, unless required to do

so by their role monitor the relationship activity of adult residents inform family members about the sexual activity, or orientation of

residents aged 18 years, or over, unless they have consent to do so intervene in a resident’s relationship activities unless:– the activity is illegal– sexual activity is occurring in an inappropriate place– there are duty of care issues, such as suspicion of abuse, or

coercion engage in any form of sexual relationship, or activity with a resident;

such activity is a criminal offence, even if the resident consents.



Consent to sexual activity

Consent is required by participants for sexual activity to be legal. To give legally valid consent resident’s need to be aware of the nature and consequences of the act to which they are consenting. Staff should contact Client Services intake, who will assess, or refer a resident to an appropriate service, if concerns exist about their capacity to understand what they are doing. If staff are concerned consent for sexual activity has not been given they must follow the Critical Client Incident report policy and the Responding to allegations of physical or sexual assault policy.

Having a partner stay over

Adult resident’s have the right to have a partner stay overnight and sleep in their bed. The rights of co-residents also need to be considered as they are entitled to discuss and agree on when and how often, partners can stay-over, see RSPM 4.2.3. Discussions may include: whether the partner needs to contribute to costs such as food and

utilities the care, or support needs the partner may have if emergency procedures need to be reviewed.

Access to sex workers

Residents may request, or be recommended by assessment, to access a sex worker. If a resident requires support to do this a plan must developed which includes how they will be assisted to access the service. Staff cannot directly support residents to access sex workers and departmental premises cannot be used for sex workers to visit clients. The request, or recommendation, for a resident to access a sex worker should be discussed with the Disability Accommodation Services manager, as should appropriate actions, such as referral to an external agency to support the resident, as required.

Dealing with inappropriate behaviours

Staff must address inappropriate sexual behaviour by ensuring management strategies are developed and implemented consistent with behaviour planning requirements. Inappropriate sexual behaviour includes, but is not limited to: sexualised behaviour activity which places the resident, or others at risk activity which causes offence activity which impacts on a residents social and community inclusion.



Resources Centre for Developmental Disability Health Victoria – provides better health outcomes for people with developmental disabilities through research, education and clinical activities. Available at: http://www.cddh.monash.org/

Family Planning Victoria – provides clinical services, therapy, information, advice and – a 56 page guide to responding to relationship, sexuality and sexual health referral. Available at: http://www.fpv.org.au/

Personal relationships, sexuality and sexual health policy and guidelines issues. Available on the Department of Human Services website at: http://www.dhs.vic.gov.au/about-the-department/documents-and-resources/policies,-guidelines-and-legislation/personal-relationships-sexuality-and-sexual-health-policy

Responding to allegations of physical or sexual assault – a 40 page department instruction that sets out management and reporting requirements relating to allegations of assault. Available on the DHS Hub: http://intranet.dhs.vic.gov.au/resources-and-tools/policies-and-standards/incident-reporting-deartment-of-human-services-policies.





4.7 Transport Issued: August 2012 FBR – P GH/I – Y STJ/LTR/RTF – LDContents Overview

Companion CardTravellers Aid Disability Access Service (TADAS)Active transportPublic transportTaxi use by residentsTaxi use by support staff for administrative purposesVehicles located at residential servicesUse of support staff vehicles for work purposesResources

Overview For many residents access to the community requires access to transport. Staff should ensure information about local transport options are kept at the residential service. This include information about: free community buses the TravelSmart program walking maps public transport routes.

Companion Card People with a significant permanent disability who require support to access the community are eligible for a Companion Card. When a Companion Card holder purchases a ticket for a service, or event, a second ticket is issued for their companion at no extra cost. The Companion Card has a photograph of the card holder and cannot be used by another person. Staff cannot use a Companion Card if the card holder is not present. For example, sometimes staff will support a Companion Card holder during travel training on public transport. Staff accompanying the card holder do not require a ticket. However, if the Companion Card holder is travelling one way and staff are returning to the residential service the other, they must have a ticket for the return journey.

Travellers Aid Disability Access Service (TADAS)

The Travellers Aid Disability Access Service provides a range of services for people with disabilities travelling to, in, and around Melbourne. Services include: information about transport services assistance with personal care communication assistance travel training assistance wheelchair services promoting social contacts providing independence support providing a welcoming and safe base.



Active transport Active transport is human powered transport such as walking, cycling and manual wheelchairs. The benefits of active transport include: higher levels of physical activity greater freedom and independence better health less cost.Active transport also has benefits for the community such as: reducing traffic congestion less noise less pollution.

Public transport Residents should be encouraged to use public transport, as appropriate. Staff are not required to pay public transport fares if the resident they are supporting carries a Companion Card. Some community organisations and local councils also provide transport assistance, especially in areas not well serviced by accessible transport options. Contact your local council for further information.

Taxi use by residents

People with a severe permanent disability can apply for Multi Purpose Taxi Program membership. Members are entitled to half-price taxi fares, up to a set limit. To check current limits see the Multi Purpose Taxi Program link. Staff, carers, companions or family members may travel in the taxi with a program member. If a taxi is shared by two, or more taxi program members, the fare should be equally shared.

Taxi use by support staff for administrative purposes

Cabcharge vouchers should be used when staff use taxis for administrative work purposes, for example, when a supervisor visits a regional office for a meeting. Cabcharge vouchers can be sourced from management. Staff must not use Multi Purpose Taxi Program member cards.

Department vehicles located at residential services

Some residential service sites may have a vehicle that has been modified to meet the specific needs of a resident group. Many of these vehicles will be shared between group homes so residents should still be encouraged to use other forms of transport to develop skills and confidence in better accessing the community.



Use of support staff vehicles for work purposes

Staff should avoid using their own vehicle for work purposes and only use it where no government vehicle is available and they: have manager approval in writing that confirms no government

vehicle is available have their licence, car registration and insurance sighted and send

copies to their manager have comprehensive insurance which specifies indemnity to the

crown inform their insurance company the vehicle will be used for work

purposes ensure the vehicle is roadworthy and safe to use seek reimbursement by using the personal expenditure claim form,

or keep a record of mileage completed, for tax refund purposes.

Resources Companion Card – allows free admission to transport and events for attendant carers of eligible people with disabilities. Available on the Companion Card website at: http://www.vic.companioncard.org.au

Metlink – an online guide to public transport in Melbourne. Available at: http://www.metlinkmelbourne.com.au

Multi Purpose Taxi Program – a taxi transport subsidy scheme for people with a disability. Available on the Department of Infrastructure website at: http://www.doi.vic.gov.au

Transport – information about vehicle use and fleet transport policy and procedures. Available on the DHS Hub

Travellers Aid Disability Access Service (TADAS) – provides a range of services for people with a disability travelling to, in, and around, Melbourne. Available at: http://www.travellersaid.org.au/tadas

TravelSmart – provides links to local government area transport maps. Available at: http://www.travelsmart.vic.gov.au


http://www.travelsmart.vic.gov.au/


4.8 Holidays, overnight stays and outingsIssued: July 2013 FBR /RTF – N GH/I – Y STJ/LTR – LDContents Overview

Planning holidaysArranging holidays away from the group homeProviding information to othersAcknowledgement and approvalOvernight staysDomestic holidaysOverseas holidaysStaff-supported holidaysRequests for assistance with costsResources

Overview Residents have a right to: go on outings have overnight stays go on holidays – local, interstate, or overseas.The frequency and type of outings and travel depends on individual choices and finances. Staff should be aware of the following RSPM instructions when thinking about and planning resident holidays, overnight stays and outings: 1.2: Duty of care in residential services. 3.12: First aid and cardiopulmonary resuscitation. 4.2: Supporting decision making and choice. 4.4: Person Centred Active Support. 4.5: Promoting community inclusion.

Consideration also needs to be given to any health and behaviour support needs of the resident when planning holidays.



Planning holidays

Holiday planning includes: making arrangements to go away for a break making plans for staying at home.Many residents have regular breaks from their day program and need to be provided with opportunities to determine how they will spend this time.Holiday planning should involve: residents their family, guardian, or friends, as appropriate their administrator, as appropriate, to determine if they can afford

holiday costs.Planning for day program breaks should be discussed and decisions made should be incorporated into the routines for the relevant days:

well in advance by discussion with individual residents where they have a break when

other residents are at day activities as part of the resident house meeting where more than one resident

is on holidays at the same timeThe Tip Sheet entitled Holiday Time Schedule and associated planning template will assist with planning activities during day program break times. It is available in the resources section of this instruction.

Arranging holidays away from the group home

When arranging resident holidays, staff must use the relevant checklists: Holiday form 1A: Planning checklist for holiday with family or friends

OR Holiday form 1B: Planning checklist for domestic holiday with travel

company or staff support OR Holiday form 1C: Planning checklist for overseas holiday with travel

company or staff support.The checklists cover key areas which need to be considered when arranging a holiday including health and medication needs. Staff are also required to complete the following holiday forms and provide copies of information if and as required: Holiday form 2: Consent and agreement. Holiday form 3: Budget planner. Holiday form 4: Safety plan. Required for staff supported holidays

and where there is a known, significant health or behaviour risk that may require emergency or alternate arrangements to be made

Holiday form 5: Sample executive briefing for overseas travel by staff.

Copies of the following are to be included as required by the relevant version of Holiday form 1:

The current completed emergency information and emergency contacts forms

The current personal profile The current Health Support Needs Summary and relevant health

management plans such as epilepsy.Due to the vulnerability of residents, staff should ensure the resident and any people involved in making holiday plans, are aware of the differences between using an organisation that is registered under the Disability Act 2006, and one that is not, whilst on holidays. Information about this is available on the Departments website.



Providing information to others

Any person or company supporting residents during their holiday must be given the required information to provide appropriate support. This may include, but is not limited to: the type and level of support the resident requires the equipment required, such as hoists or ramps behaviour risks which need to be considered, such as fire or other

risks emergency information and contacts a safety plan, where there are known significant health or behaviour

risks that may require a return home or alternate arrangements to be made in an emergency.

The relevant holiday checklist and other holiday forms will guide staff when providing this information. A copy of the information provided must accompany the resident, and the relevant checklist placed in their file to show what has been provided.

Acknowledgement and approval

Residents do not need approval from the department to take a holiday. Holidays with family, including domestic, or overseas travel, do not require consent, however where the resident is under 18 or has a VCAT appointed guardian, the consent of the guardian is required if the guardian is not accompanying the resident on the holiday or overnight break. See RSPM 1.1.1, 4.2.1.Holiday acknowledgement is signed by the manager on the Holiday form 1A: Planning checklist for holiday with family or friends. The acknowledgment means managers have: checked necessary processes have occurred confirmed they are aware the resident is going on holidays.Approval is only required where relevant managers have to authorise department staff or resources to be used. For example, where staff are to accompany a resident on holiday.



Overnight stays Overnight stays include both visits to stay with family, or occasional requests by family or friends staying overnight in the group home.When residents go to family or friends for overnight stays, a holiday form is not required, but staff are to: provide medication and information about the resident’s needs, as

relevant document the resident’s absence and expected return date and time seek management advice if they have concerns about the

arrangements.If family or friends request to stay at the group home, consideration needs to be given to the other residents and the capacity to accommodate visitors without unduly impacting on other residents. Where possible, the resident group should make the decision about visitors staying in their home and how they will be accommodated. See RSPM 4.2.3. If family or friends do stay at the group home occasionally, staff still need to be responsible for all the support tasks they would normally perform for that resident such as administering medication and assistance with personal care. Family or friends cannot replace the work of support staff. If any resident is under the age of 17 some additional requirements apply. See RSPM 1.1.1 Working with children and young people.

Domestic holidays

Domestic holidays include destinations in Australia, New Zealand, Papua New Guinea and Norfolk Island. Staff must check residents travelling to New Zealand, Papua New Guinea, or Norfolk Island, have a current passport. Staff are to use, as required, the: Holiday form: 1B: Planning checklist for domestic holiday with travel

company, or staff support Holiday forms: 2 to 4 as required.

Overseas holidays

Residents have a right to overseas travel and do not require the department’s permission. The same guidelines apply as for all holiday planning with the addition that staff must: check residents have a current passport consider travel advisories and bulletins issued by the Department of

Foreign Affairs and Trade complete Holiday form: 1C: Planning checklist for overseas holiday

with travel company or staff support Holiday forms: 2 to 4.Overseas travel by staff must be approved in accordance with the department’s guideline on staff overseas travel. If staff support is required for overseas travel, approval must be obtained in accordance with the department’s Domestic and Overseas Travel Guide on Holiday forms: 1C, 3 and 5. These forms must be completed with appropriate authorisation given before staff can commit to accompanying a resident to destinations outside of Australia.



Staff supported holidays

Staff supported holidays should only be considered if other options have been exhausted, or the resident cannot be supported in any other way. While accompanying a resident, staff are considered to be on duty and the following also apply: Staff must be able to safely support the resident. This includes a safe

physical environment, access to required aides and equipment and buildings that meet safety codes for fire and emergency.

staff costs must be clearly stated in a separate item in the resident’s budget, and approved by their administrator

the reasons for staff support and the cost of this must be attached to the relevant holiday planning checklist

staff support and associated costs must be approved prior to making holiday bookings

staff within state travel must be approved on Holiday forms: 1B and 3 staff interstate travel must be approved by the Area Director on

Holiday forms: 1B and 3 staff overseas travel must be approved in accordance with the

departments’ Domestic and Overseas Travel Guide on Holiday forms: 1C, 3 and 5.

Staff approved to accompany a resident on holiday must ensure they have required health checks and vaccinations recommended for the destination.

Requests for assistance with costs

A resident is responsible for planned holiday costs. However, there may be circumstances where due to financial hardship, the resident, or their financial administrator makes a request to the department to subsidise the cost of their holiday.

Requests must be attached to Holiday form: 3 and include: the reasons for the request expected costs, including the cost of replacement staff during the

holiday period other relevant supporting information.Staff must discuss requests for assistance with their manager. Bookings, or other related planning must not occur until written advice regarding the acceptance, or rejection of the request has been provided by the DAS Manager. If the request is approved, it must be recorded on Holiday form: 3.Some residents may be eligible for funding from specific grant programs and this should be discussed with the manager.



Resources Divine – a website that provides information for people with a disability, their families and carers. Available at: www.divine.vic.gov.au and click on ‘lifestyle and ‘Travel’

Disability Online – a website that provides information for people with a disability, their families and carers. Available at: www.disability.vic.gov.au and click on ‘Useful links’ and ‘Travel’

Holiday Time Schedule – Tip Sheet. Available on the DAS Hub. Holiday schedule template. A template to assist in planning

activities during day program holidays. Available on the DAS Hub.

Holiday form: 1A: Planning checklist for holiday with family or friends – a checklist which staff must use when planning resident holidays with family and friends. Available on the DAS Hub.

Holiday form: 1B: Planning checklist for domestic holiday with travel company or staff support – a checklist which staff must use when planning domestic holidays for residents. Available on the DAS Hub.

Holiday form: 1C: Planning checklist for overseas holiday with travel company or staff support – a checklist which staff must use when planning overseas holidays for residents. Available on the DAS Hub.

Holiday form: 2: Consent and agreement – a form to record consent of guardians and agreement of family or carers to holiday plans. Includes the ‘Selecting service providers’ information sheet. Available on the DAS Hub.

Holiday form: 3: Budget planner – a form used to create a holiday budget for approval. Available on the DAS Hub.

Holiday form: 4: Safety plan template Holiday form: 5: Sample executive briefing for overseas travel

by staff – a sample which can be used to create a briefing when staff intend to travel overseas with a resident. Available on the DAS Hub.

DHS and DH Domestic and overseas travel manual – a guide to be used when department staff plan to travel for any work purpose including support to residents on holiday Available on the DHS Hub.



4.9 Cultural and linguistic diversity (CALD)Issued: August 2012 Applies to allContents What does Cultural and Linguistic Diversity (CALD) mean?

What does Aboriginal and Torres Strait Islander meanRole of all staffRole of the managerRole of the regional Aboriginal Planning OfficerRole of the regional CALD representativeResources

What does CALD mean?

Cultural and Linguistic Diversity (CALD) refers to a wide range of cultural and linguistic groups which comprise the Victorian population. These include: newly arrived people first-generation immigrants members of successive generations. The term acknowledges groups and individuals have different: ethnicity racial backgrounds languages religions spiritual beliefs and customs.In the RSPM, CALD includes those who are deaf and share the language, or culture of the deaf community. Australian Sign Language, Auslan is the language used by the Australian deaf community.

What does Aboriginal and Torres Strait Islander mean?

An Aboriginal or Torres Strait Islander is defined as a person of Aboriginal or Torres Strait Islander descent, who identifies as being Aboriginal or Torres Strait Islander. A person of Aboriginal descent is one who is descended from the original inhabitants of Australia. The Torres Strait Islands are those directly to the north of Cape York, between Cape York and New Guinea. They do not include: islands in the Indian Ocean such as Christmas and Cocos Islands islands in the Gulf of Carpentaria Pacific ocean islands such as the Solomon Islands, Nauru, Kiribati,

Samoa, Vanuatu, Tonga, Cook Islands or Fiji islands in Bass Strait such as King or Flinders Islands.Whenever the term ‘Aboriginal’ is used in the RSPM, it includes Torres Strait Islander people.



Role of all staff Staff are required to incorporate CALD and indigenous considerations into planning processes by: finding out the cultural, linguistic and indigenous background of

residents to enhance the provision of culturally appropriate support respecting resident’s CALD, or indigenous backgrounds and cultural

practices by supporting their:– dietary preferences– cultural conceptions of leisure– status– social and gender roles– decision-making processes

providing access to professional interpreters and translated information, as required, for residents who speak, or sign in a language other than English

being aware of ethnic and indigenous organisations, or groups, a resident may wish to have connect with, and provide information and support, as required

accessing cross-cultural awareness training to improve their ability to support residents from CALD and Aboriginal backgrounds.

Role of the manager

Managers are to assist staff to: locate resources which support culturally respectful and appropriate

practice access relevant CALD and indigenous information and training.

Role of the regional Aboriginal Planning Officer

The regional Aboriginal Planning Officer provides advice on issues concerning aboriginal and Torres Strait Islander communities and supports the development and implementation of Aboriginal Service Plans.

Role of the regional CALD representative

The regional CALD representative provides advice and support on CALD issues and oversees the implementation and evaluation of the Disability Services cultural and linguistic diversity strategy across regional disability services.



Resources Disability Services cultural and linguistic diversity strategy – a 34 page document which provides practical advice concerning the cultural and linguistic needs of people with a disability. Available on the Department of Human Services website at: http://www.dhs.vic.gov.au/disability

Aboriginal and Torres Strait Islanders– information. Available on the Department of Human Services website at: http://www.dhs.vic.gov.au/for-individuals/aboriginal-and-torres-strait-islanders

Multicultural Strategy Site – provides information on the Department of Human Services response to the needs of Victoria’s multicultural community. Available on the Department of Human Services website at: http://www.dhs.vic.gov.au/about-the-department/plans,-programs-and-projects/plans-and-strategies/key-plans-and-strategies/multicultural-strategy



4.9.1 Interpreting and translationIssued: August 2012 Applies to allContents What is interpreting?

What is translation?What is the Language services policy?When should interpreting or translation be used?How to access interpreting and translationHow should information be translated?Role of the managerResources

What is interpreting?

An interpreter accurately and objectively converts oral speech from one language into another. Interpreting services can be provided: face-to-face via telephone by video, or internet conferencing.

What is translation?

A translator converts written, or recorded material from one language into another while retaining the sense and content of the original text.

What is the Language services policy?

The department’s Language services policy outlines the requirements for accessing professional interpreting and translation services. The service is relevant when a person receiving, or requesting services: cannot speak English speaks limited English uses sign language.

When should interpreting or translation be used?

Residents who do not communicate through written, or spoken English must be provided with appropriate language services when: essential information needs to be communicated making significant decisions about their lives.Residents may not need, or want to use language services each time communication is required. This decision to do so depends on: their level of English language proficiency the type of assistance they require.The Language services policy helps to identify if language services are needed. Appendix A of the policy includes critical points for providing language services in disability services.



How to access interpreting and translation

The ON-CALL Interpreters and Translators Agency delivers the department’s language services. Staff must consult their manager to access this agency.

How should information be translated?

It is important to check the Health Translations Directory to determine if required information has already been translated. People from CALD backgrounds should be consulted when translating materials. Before material is translated it is important to check it: is clear and easy to understand is free of jargon, double-negatives, metaphors or figures of speech does not use humour which may not easily translate.

Role of the manager

Managers must: ensure staff access language services consistent with the Language

services policy budget for language services to ensure appropriate services are

provided.

Resources Language services – detailed information, policies, guidelines and contacts are available on the Department of Human Services website at: http://www.dhs.vic.gov.au/about-the-department/documents-and-resources/policies,-guidelines-and-legislation/language-services-policy

Health Translations Directory – a website which provides easy access to translated health information. Available at: http://www.healthtranslations.vic.gov.au


http://www.healthtranslations.vic.gov.au/


4.10 Complex communication needsIssued: August 2012 FBR – P GH/I STJ/LTR/RTF – YContents What are complex communication needs?

Rights of people who have complex communication needsWhat should a communication assessment do?What is augmentative and alternative communication (AAC)?Examples of AAC strategiesRole of support staff and supervisorsResources

What are complex communicationneeds?

A resident with complex communication needs is someone: who does not speak whose speech is difficult to understand.Having little, or no speech does not mean a resident cannot communicate. It generally means: they communicate in a different way their communication is slow.The effectiveness of their communication also depends on assistance provided by their communication partner.

Rights of people who have complex communication needs

Residents with complex communication needs have a right to: communicate, and be listened to access communication aids, services and resources be treated as an equal participant in conversations choose their preferred method of communication express their feelings make life area decisions request, or reject information, objects, events, or actions be included in social interactions be communicated with in ways which are dignified and meaningful be communicated in ways which are culturally and linguistically

appropriate live and attend environments which promote and support their

communication needs.

What should a communication assessment do?

A communication assessment is conducted by a speech pathologist to identify the: functional capacity of the person to communicate preferred communication styles strategies including any equipment or physical support that may be

required.The assessment provide recommendations to assist staff to support and understand the residents communication style to ensure they understand residents when they express feelings, wishes, likes or dislikes and when making choices.



What is augmentative and alternative communication?

Augmentative and Alternative Communication (AAC) refers to visual strategies used by residents with communication difficulties, or their communication partners. AAC strategies are vital in assisting communication processes for residents with complex communication needs. It is essential to assess a resident’s communication skills before introducing AAC strategies to ensure strategies which are developed, are based on a realistic assessment of their communication abilities.

Examples of AAC strategies

There are many AAC strategies, including: gesture use key-word signing high technology electronic communication devices such as:– mini message mate– Macrow– big mac switches– Dynamos

low technology visual communication devices such as:– chat books– activity sequence schedules– meetings folders– social stories– diaries– talking mats– all about me books– personal communication dictionaries– personal identification wallets.

Non-electronic communication resources can be accessed through the Non-Electronic Communication Aid Scheme (NECAS), which is a free service provided, by Scope Victoria.



Role of all staff All staff are required to ensure: a speech pathologist completes a communication assessment for

residents with complex communication needs the communication assessment is completed in collaboration with

residents and those who know them well they implement recommended communication strategies the effectiveness of communication strategies is regularly discussed

and reviewed AAC strategies promote as much communication independence, as

possible residents with complex communication needs are actively supported

to use AAC strategies to access the community and make choices and decisions about day-to-day life issues, such as:

– beginning and finishing activities– daily routines– menu planning– leisure and lifestyle options

strategies to support residents with complex communication needs are documented in individual support plans

complex communication needs training is referred to regional Learning and Development Co-ordinators.

Resources Communication Aid and Resource Materials (CARM) Service – designs and produces pictographic resource materials. Available at: http://www.scopevic.org.au/therapy_advisory_carm.html

Communication Resource Centre – provides information and resources for people with little or no speech including NECAS. Available at: http://www.scopevic.org.au/therapy_crc.html

ComTEC – offers services to people of all ages who have communication and technology needs. Available at: http://www.yooralla.com.au/comtec.php

Speech pathologists work in various places, including:– local hospitals– community health centres– private practice– the department (in regions where speech therapists are

employed).



4.11 Personal privacy and entry to a person’s roomIssued: August 2012 FBR/GH/I – Y STJ/LTR/RTF – LDContents The right to privacy

How to respect privacy in residential servicesBalancing privacy and duty of careWhen can staff enter a resident’s room without notice?When must staff give notice before entering a resident’s room?Manner of entryWho else can enter a resident’s room without notice?Resources

The right to privacy

Residents have a right to privacy which means freedom from observation, intrusion, or the attention of others and staff must not unreasonably interfere with this. A resident’s room is their own personal private space. If a resident objects to people entering their room, staff must respect their wishes, unless there is a valid, immediate need to enter. It is not valid to enter a resident’s room: when they are not home without their express permission.The Disability Act 2006, Sections: 58 to 62: ensures residents have privacy details the circumstances under which staff may enter their room.

How to respect privacy in residential services

Staff must: provide a space where residents can be alone, or receive visitors in

private, if they choose give residents personal relationship privacy, appropriate to their age

and maturity level allow residents to attend to body functions and dress and undress

with dignity and without an audience; this includes having functioning locks on doors, bathrooms and toilets

seek permission before supporting residents with personal care tasks give residents as much choice as possible concerning being alone, or

with others allow residents to receive and make telephone calls in private, with

telephones located appropriately to enable this deliver mail promptly and confidentially in a manner accessible for

residents to understand, for example, reading mail to those with literacy issues in a private room

ensure residents have their own belongings, particularly personal hygiene items, and their own wardrobe, or chest of drawers with sufficient space to store personal belongings, aids and equipment.



Balancing privacy and duty of care

Staff must balance resident’s privacy with duty of care requirements to minimise the risk of resident harm. Sometimes the right to privacy may conflict with operating procedures, or duty of care requirements, for example, when a resident with epilepsy requires one-on-one supervision to ensure safety when bathing. Where a right to privacy is compromised by a duty of care requirement, it must be discussed with the manager and, if on-going, be outlined in the resident’s support plan.

When can support staff enter a person’s room without notice?

Staff can enter a resident’s room without notice if: the resident agrees at the time entry is sought it is necessary to implement their behaviour support, or treatment

plans, or provide support such as:– assistance with health needs, mobility, personal care or eating– providing supervision, as required– developing independent living skills– providing developmental or emotional support

there is an emergency they believe it is necessary to protect the health or safety of the

resident, or others on the premises they believe a resident has permanently abandoned their room it is necessary to undertake urgent repairs.Entering a resident’s room to clean or tidy it, when they are absent may be a breach of privacy, unless it is an agreed support requirement.

When must staff give notice before entering a room?

Staff must provide written notice at least 24 hours before entering a resident’s room to: undertake, or prepare it for refurbishment, maintenance or repairs show the room to a prospective resident show the room to a prospective buyer, or lender have the room inspected for valuation, or insurance purposes.

Manner of entry

Staff entering a resident’s room must do so reasonably by: knocking on the door requesting entrance stating why they need access.If the resident has not given consent, staff can only enter the room for the reasons listed above, and must not stay longer than is necessary.



Who else can enter a person’s room without notice?

Specified people may enter a resident’s room without notice, including: the Senior Practitioner a Community Visitor the Disability Services Commissioner Victorian WorkCover Authority inspectors the Secretary of the Department of Human Services the resident’s guardian, if they have appropriate authority any guest the resident invites into their room those requiring emergency access, including:– the police– doctor– coroner– ambulance or fire brigade personnel.

Resources Disability Act 2006 – provides a legislative framework to strengthen the rights and responsibilities of people with a disability. Available on the Victorian Legislation and Parliamentary Documents website at: http://www.legislation.vic.gov.au

Strengthening rights in residential services: Policy statement, forms and procedures in relation to residential rights. This includes the Statement of Rights and Duties in Residential Services and notification forms for vacating or relocating. It also includes an easy read format which should be provided to people with a disability. Available on the Department of Human Services website at: http://www.dhs.vic.gov.au/for-service-providers/disability/service-quality-and-improvement/disability-service-providers


http://www.dhs.vic.gov.au/for-service-providers/disability/service-quality-and-improvement/disability-service-providers




4.12 Bathing and showering Issued: August 2012 FBR/GH/I – Y STJ/LTR/RTF – LDContents Overview

Role of staffBefore assisting a resident to enter a shower or bath

Overview Bathing and showering support is to be provided in a manner which: respects a resident’s right to privacy maximises a resident’s comfort and individual choice.Residents are to be encouraged and supported to be as independent as possible. Appropriate bathing items to assist independence should be provided. These may include: sponges which are easier to grip, or can be held co-actively with staff

(these need to be carefully washed, fully dried and must not be stored in toiletry bags in between use, so mould and fungus does not develop)

long-handled soft brushes, so residents can reach their feet pump shampoo and conditioner packs placed in a secure position, so

residents do not have to manipulate bottles.The resident’s preferred time is to be incorporated as far as possible into the routines of the resident and the house to ensure the person is comfortable and prepared to participate.



Role of all staff Staff are required to: always ask and inform residents of each action BEFORE starting it consider what they would like to happen and how they would like

support provided, should they require similar assistance be clear about the level and type of support required by following a

resident’s support information be aware of specific support needs, for example, epilepsy support

requirements respect a resident’s preference for showering, or bathing, and staff

they would like to provide support as far as possible, support the resident at a time which suits them, for

example, the resident may prefer to shower in the evening, rather than morning

support the resident to perform personal hygiene tasks as independently as possible

support a resident’s privacy by ensuring doors are closed follow safe manual handling strategies.When supporting residents who require shower, or bathing assistance, staff with the resident’s agreement, should: ensure nails, hair, ears, feet, underarms and genital area (including

under the foreskin for uncircumcised men) are clean inspect skin and feet for dryness, cracking, cuts, or changes in

appearance which may require checking by a health professional wash the external part of the ears with a damp cloth (if the ears

require further cleaning, for example, wax removal, this must be done by their doctor).

Before assisting the person to enter a shower or bath

When a resident requires assistance, staff are to: assist them to gather the required items such as a towel and toiletries check the water temperature before they enter the shower, or bath as

residents may have a higher risk of burns and scalding due to:– altered heat perceptions– being unaware water may burn– encourage them to check the water temperature (after you have

done so).The department’s properties are required to have bathroom temperature control devices. The regulator control panel must be secured in a tamper-proof box.



4.13 Grooming and dressingIssued: August 2012 FBR – P GH/I – Y STJ/LTR/RTF – LDContents Why grooming is important

Resident inclusionRole of staff

Why grooming is important

Grooming can support, or express confidence and self-esteem. Grooming is also a way for residents to express themselves, or identify with a particular community group. Residents have the right to choose their style of dress and grooming.

Resident inclusion

Residents are to be included in every aspect of personal grooming and dressing. This includes: shopping for personal items such as clothing and toiletries choosing their own: hairdresser/barber hairstyle including colour and style clothing style.

Role of all staff Staff are to identify with residents, or those who know them well, their grooming and dressing preferences and document this information in their profile and relevant plans.Staff assist residents to: wear clothing of choice, appropriate to the weather and occasion,

including a hat when outdoors style their hair the way the like it access a hair salon for styling and grooming treatments, such as

waxing, as required manage body hair according to personal preference, for example,

growing a beard apply face and body moisturiser and sunscreen manicure finger and toe nails, except if the resident has diabetes (as a

podiatrist is required to monitor their feet) apply antiperspirant, aftershave, or perfume of choice purchase safe products, if they have allergies, or asthma apply make-up wear jewellery properly care for clothing and personal items, for example, support

them to hand-wash delicate clothing.When supporting residents to purchase clothing and personal grooming items and products, staff should respect their choices and personal tastes mindful of budget requirements.



4.14 Overnight monitoringIssued: August 2012 Applies to allContents Overview

Sleepover dutyActive night dutyPlanning for overnight monitoringResources

Overview Most group homes operate a sleepover model of overnight support however, in some cases active overnight monitoring is necessary to support a resident’s health and wellbeing. Overnight monitoring ensures a duty of care to residents who: have fragile health may be a risk to themselves, or others without staff support.Where active overnight support and monitoring may be required for health related support, discussion is to occur with the resident’s doctor to ensure they understand: the model of support provided that staff are not clinically trained

Sleepover duty In residential services the sleepover staff generally cease active duty at 10pm, and are not required to monitor residents during the sleepover component of their shift. Sleepover staff: do need to be accessible should a resident require assistance visually check residents:– before commencing the sleepover component of their shift– in the morning when the active component of their shift re-

commencesThe sleepover room should be positioned so staff can hear calls for assistance.Sleep-over staff should discuss with their supervisor concerns they may have if they know they are a heavy sleeper, or believe they may be unlikely to wake should a resident call for assistance.

Active night duty

Active night staff are required to monitor and support residents during the night according to: requirements detailed in their support plan or health management

strategies immediate needs.Where specific requirements are not documented in the support and health plans, active night staff must check residents every hour as a minimum. Torches should not be shone on resident faces unless it is specified by a doctor and included in their support information. Not all residents will require active monitoring and this must be documented to ensure their privacy is maintained, see RSPM 4.11.



Planning for overnight monitoring

The need for overnight monitoring is required to be clearly identified when support and health care planning occurs, see RSPM 5.2, 5.13The information should include the type of monitoring required, including: how often staff are required to check the resident how staff are to check the resident, for example, is a close physical

check required or is a visual observation from the bedroom doorway sufficient

if any specific documentation is required in relation to a check.The least intrusive and restrictive strategies to provide monitoring must be considered and relevant health professionals consulted when finalising monitoring requirements.Monitoring should occur in the least intrusive manner possible, see RSPM 4.11. Bed rails must not be used to replace active monitoring, see RSPM 3.3.1, 7.3.

Resources HSUA and Disability Services workplace agreement – the current industrial agreement between Disability Services employees and the Health and Community Services Union. Available on the DHS Hub.
