Residential Services Practice Manual 3 Edition 2012

Transcription

Residential Services
Practice Manual
3rd Edition 2012
Disclaimer
Published by Disability Services Division
Victorian Government Department of Human Services
Melbourne Victoria Australia
July 2007
2nd Edition April 2009 (date effective 31 July 2009)
3rd Edition August 2012 (date effective 31 August 2012)
© Copyright State of Victoria, Department of Human Services, 2007.
This publication is copyright. No part may be reproduced by any process except in accordance with the
provisions of the Copyright Act 1968.
Also published on www.dhs.vic.gov.au/disability
Authorised by the Victorian Government, 50 Lonsdale Street, Melbourne
Access the Disability Accommodation Services Hub to ensure the most up to date information is used
Residential Services Practice Manual 3rd Edition – i
Contents
Preface:
Promoting positive practice
1
Introduction and context
Using the Residential Services Practice Manual
1.1
Working with children and young people
1.1.1
Duty of care in residential services
1.2
Government policies
1.3
Disability Act 2006
1.4
Quality improvement
1.5
Responding to complaints made to the department
1.6
The Disability Services Commissioner
1.6.1
Community Visitors
1.7
2
Working for DHS
Conditions of employment, rights and responsibilities
2.1
Work attire guidelines
2.1.1
Learning, development and support
2.2
Positive and fair workplaces and review of actions
2.3
Support for employees
2.4
Managing work performance and conduct
2.5
3
Ensuring a safe environment
Occupational health and safety
3.1
Workplace safety inspections
3.2
Maintenance and repairs
3.2.1
Manual handling
3.3
Purchasing manual handling aids and equipment
3.3.1
Occupational violence
re-issued February 2014
3.4
Vehicle safety
3.5
Hazardous substances
3.6
Smoke-free environment
3.7
Fire and emergency procedures
3.8
Bushfire preparedness
3.8.1
Electrical safety
3.9
Infection prevention and control overview
3.10
3.10.1 Standard precautions
3.10.2 Body fluid spills and personal hygiene support
3.10.3 Infectious disease outbreak and additional precautions
Food safety
3.11
First aid and cardiopulmonary resuscitation
re-issued July 2013
3.12
Issue resolution for OH&S
3.13
Disease, Injury and near miss and accident (DINMA) reporting
3.14
Serious incident notification to Worksafe Victoria
3.15
Residential Services Practice Manual 3rd Edition – ii
4
5
Person-directed practice
Entry, exit, relocation and residential statements
4.1
Respite entry
4.1.1
Decision making and choice
4.2
The role of a guardian
4.2.1
The role of an administrator
4.2.2
Decision-making in a group environment
4.2.3
Support planning
4.3
Support plan implementation
4.3.1
Person Centred Active Support
4.4
Promoting community inclusion
4.5
Personal relationships and sexuality
4.6
Transport
4.7
Holidays, overnight stays and outings
4.8
Cultural and linguistic diversity (CALD)
4.9
Interpreting and translation
4.9.1
Complex communication needs
4.10
Personal privacy and entry to a person’s room
4.11
Bathing and showering
4.12
Grooming and dressing
4.13
Overnight monitoring
4.14
Health and wellbeing
Promoting health
5.1
Promoting physical activity
5.1.1
Promoting healthy eating
5.1.2
Promoting good mental health
5.1.3
Reducing tobacco-related harm
5.1.4
Minimising harm from alcohol
5.1.5
Sun and heat exposure
5.1.6
Healthy ageing
5.1.7
Developing a health plan
5.2
Mental health support
5.2.1
Dementia support
5.2.2
Annual
health
review
5.3
Attending health appointments
5.4
Consent to medical and dental treatment
5.5
Medication
5.6
Authorisation and review of medication
5.6.1
Obtaining and storing medication
5.6.2
Administration of medication
5.6.3
Recording and communicating about medication
5.6.4
Medication when the person is away from home
5.6.5
Problems with medications
5.6.6
re-issued July 2013
re-issued July 2013
issued July 2013
Residential Services Practice Manual 3rd Edition – iii
5.7
5.8
5.9
5.10
5.11
5.12
5.13
5.14
5.15
5.16
6
7
Nutrition and swallowing
Supporting residents with pica behaviour
5.7.1
Weight monitor
Supporting a person to eat
Oral health
Menstrual management
Continence
Specific health management
5.13.1 Supporting a person with epilepsy
5.13.2 Managing pressure sores
5.13.3 Supporting residents with Prader-Willi syndrome
Managing deteriorating health
Hospital admission
5.15.1 Hospital discharge
Palliative care
Records and procedures
Introduction to public records
6.1
Records kept by residential services
6.1.1
Client Relationship Information System (CRIS)
6.1.2
Personal information privacy and access
6.1.3
Freedom of information
6.1.4
Storing, maintaining, moving and archiving files
6.1.5
Accountability of money
6.2
Handling funds in respite services
6.3
Critical client incidents and non-critical client events
6.4
Damage caused by people living in residential services
6.5
Missing people
6.6
Responding to physical and sexual assault
6.7
When a person dies
6.8
Wills and deceased estates
6.9
issued July 2013
issued July 2013
re-issued July 2013
Positive behaviour support
Reducing and preventing behaviours of concern
7.1
The Senior Practitioner
7.2
Restrictive interventions
7.3
Behaviour Support Plans
7.4
Compulsory treatment
7.5
Residential Services Practice Manual 3rd Edition – iv
Residential Services Practice Manual 3rd Edition – i
Preface: Promoting positive practice
Issued: August 2012
Applies to all
Contents
The aim of residential services
Staff role
Practice and service accountability
Individualised support and resident inclusion is vital to wellbeing
Victorian Charter of Human Rights and Responsibilities
Department of Human Services Values
Person Centred Active Support is the key
Resources
The aim of
residential
services
Residential services aim to enrich the quality of life of residents who live in them.
Staff role
The role of Disability Development and Support Officers (staff) is to provide skilled
support and use every available opportunity to actively promote resident’s:
participation in household and community activities
relationships with other people
decision making skills
dignity and respect.
The Residential Services Practice Manual (RSPM) provides instruction and,
information based on these underpinning practice principles.
Practice and
service
accountability
All staff should be aware that department managed Disability Accommodation
Services and its staff are accountable for the services they provide. Practice and
service delivery is monitored and audited by a range of statutory authorities who
have the legal right in circumstances defined by their governing legislation, to
scrutinise individual staff actions, investigate service delivery and adverse events,
and recommend policy and practice change. These include:
The Ombudsman
The Auditor General
The Public Advocate, includes the Community Visitor Program
The Senior Practitioner
The Coroner
Residential Services Practice Manual 3rd Edition – ii
Individualised
support and
resident inclusion
is vital to
wellbeing
Residents have the same right as others in the community to make choices and
decisions about their lives. Generally, people who have control over their lives and
are encouraged to make decisions, experience better health and wellbeing outcomes.
Choices about what to wear and eat, when to rise, and chores to be completed are
important, and for some residents more important than major life decisions. It is vital
to document a resident’s preferences and immediate daily support needs in their
personal profile to ensure individualised support is provided. Residents must be
involved in the development of their personal profile. The personal profile is a key
document which ensures staff have basic information about a resident’s:
health, or other issue alerts
preferred ways of communicating
independence and areas where assistance may be required
likes and dislikes, including activities and interactions
family, friends and others important to them.
The resident and their family are the most valuable source of support information. If
a resident is unable to provide information, their family should be consulted, as
appropriate, to obtain information. This requirement is particularly important for
residents who:
have complex communication needs
may not be able to inform staff of their personal choices, likes, or dislikes
are subject to the requirements for children and young people, see RSPM 1.1.1.
Residential Services Practice Manual 3rd Edition – iii
Victorian
Charter of Human
Rights and
Responsibilities
Departmental staff must be compatible with the rights contained in the Victorian
Charter of Human Rights and Responsibilities. The Disability Act 2006 has been
assessed for compliance with the Charter. In most instances, if staff act in
accordance with the requirements, as outlined in the RSPM, they will meet the
Charter’s requirements. The following are examples of how Charter rights are applied
in residential services:
Recognition and equality before the law
In residential services this includes:
having a current Residential Statement, see RSPM 4.1
a current child care agreement for children and young people, see RSPM 1.1.1
having the right to make a complaint, see RSPM 1.6, 1.6.1
having the right to an Independent Third Person (ITP) and legal advice, if
accused of a crime
having the right to legal advice and assistance, if the victim of a crime.
Protection from torture and cruel, inhuman or degrading treatment
being spoken to and acted towards as an individual, see RSPM 1.1.1, 1.2
being treated with respect, see RSPM 1.2
being informed of activities and actions to be performed by staff, for example,
when assistance is provided with meals, or personal care tasks, see RSPM 4.11,
4.12, 4.13
having access to timely medical treatment and health care , see RSPM 5.
Privacy and reputation
having privacy with personal care tasks, where possible, see RSPM 4.11, 4.12,
4.13
sharing information to enable support and protect wellbeing, (not for small talk,
or gossip purposes), see RSPM 1.2, 6.1, 6.1.1, 6.1.3
being spoken about as required, and with respect, see RSPM 1.2.
Cultural rights
respecting and supporting cultural identity and traditions, see RSPM 1.2, 4.9
respecting and supporting religious identity and traditions, see RSPM 1.2, 4.9.
Right to liberty and security of the person
supporting freedom of movement within the residential service and the
community, unless restriction is authorised, see RSPM 1.2, 7.2, 7.3.
Residential Services Practice Manual 3rd Edition – iv
Department
of Human
Services values
Staff are required to work according to the department’s values, which are contained
in Our Values, the Code of Conduct for Victorian Public Sector Employees, and duty
of care requirements. The Our Values and Code of Conduct for Victorian Public Sector
Employees document provides clear information which encapsulates:
Client focus
In residential services this means:
using Person Centred Active Support (PCAS) approach to provide life experiences
and opportunities (in the least restrictive way possible)
providing support which is free from personal bias, for example, religious or
sexuality beliefs.
Responsibility
For staff this means:
making decisions within the scope of their role
reporting issues including suspicion of abuse, or neglect, and seeking assistance,
as required
taking responsibility for decisions made.
Collaborative relationships
working as part of a team with residents, their families, co-workers, managers,
other service providers and members of the community
providing the best possible assistance to residents and co-workers.
Professional integrity and respect
For staff this means providing support with a focus on:
resident wishes and desires
practice and policy requirements
identifying possible conflicts of interest and ensuring these are managed, or
avoided
respecting residents, their families, co-workers, other service providers and
members of the community
ensuring communication is open and information is shared, as required, so
residents are supported in the residential service and when attending other
service providers.
Quality
working to the best of their ability and setting an example to others
not accepting ‘near enough’ as ‘good enough’ for themselves, residents, or coworkers.
Residential Services Practice Manual 3rd Edition – v
Person Centred
Active Support
is the key
Person Centred Active Support (PCAS) is the required approach to supporting
residents. The approach promotes levels of resident engagement in everyday
activities at home and the local community, see RSPM 4.4. PCAS involves 5
organisational components:
staff proactively planning opportunities with residents
staff identifying their responsibilities and allocating time to support resident
involvement in activities
staff supporting participation in activities as required via:
o verbal instructions
o gesture or physical prompts
o demonstration
o other means favoured by residents.
staff documenting resident involvement
staff monitoring and reviewing opportunities provided on a regular basis.
PCAS has been implemented across department managed residential services, so
residents, irrespective of their abilities, or behaviours, can:
have more control over their lives
be more involved in the community
gain independence
pursue interests
be more connected to others.
Resources
Code of Conduct for Victorian Public Sector Employees – The code to
promote adherence to the pubic sector values by employees of Victorian
public sector bodies. Available from the State Services Authority at:
www.ssa.vic.gov.au
Office of the Senior Practitioner – oversees, and provides information and
resources on, the use of restrictive intervention and compulsory treatment.
Available on the Department of Human Services website at:
http://www.dhs.vic.gov.au/for-individuals/your-rights/offices-protectingrights/office-of-the-senior-practitioner
Personal profile template – a template to document a resident’s personal
profile. Available on the DAS Hub.
The Victorian Charter of Human Rights and Responsibilities – legislation
which protects the rights of all people who live in Victoria. Available on the
Victorian Legislation website at: http://www.legislation.vic.gov.au
Residential Services Practice Manual 3rd Edition – vi
Residential Services Practice Manual 3rd Edition – Part 1
In this section
1
Introduction and context
Using the Residential Services Practice Manual
1.1
Working with children and young people
1.1.1
Duty of care in residential services
1.2
Government policies
1.3
Disability Act 2006
1.4
Quality improvement
1.5
Responding to complaints made to the department
1.6
1.6.1
Community Visitors
1.7
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:
FBR
facility based respite
GH
group homes
STJ
short term justice
LTR
long term rehabilitation program
I
Sandhurst and Colanda
RTF
residential treatment facility (DFATS)
Instruction application:
Y
instruction applies in full
N
instruction does not apply to service type
P
Partial application. Service required to implement principle of instruction but service not generally
directly responsible for planning, monitoring and reviewing components of instruction
LD
Locally determined based on client plans, service model and protocols. Applicable to STJ, LTR and
RTF only
Residential Services Practice Manual 3rd Edition – 1.1 – 1
1.1 Using the Residential Services Practice Manual
Issued: August 2012
Applies to all
Contents
What is the Residential Services Practice Manual (RSPM)?
Who does the RSPM apply to?
How the RSPM is structured
How to apply instruction
When is the RSPM reviewed?
Where to find the RSPM
Terminology
Practice queries
What is the
Residential
Services Practice
Manual (RSPM)?
The RSPM outlines the roles and responsibilities of staff working in department
managed residential services. The RSPM outlines the practical application of
legislative requirements including:
the Disability Act 2006
the Victorian Charter of Human Rights and Responsibilities
the Occupational Health and Safety Act 2004 .
The RSPM also provides the practical application of government and department
policies including the requirements for supporting children and young people in
out of home care, see RSPM 1.1.1.
Person Centred Active Support which is the required approach for supporting
residents in department managed residential services.
Who does the
RSPM apply to?
Each instruction has service type and instruction application codes to assist
to identify how the specific instruction applies to supported accommodation by
service type.
A guide to the code is located with the section contents at the front of each
section. The first part has service type codes and that second part identifies the
application of the instruction. Where the instruction applies in full to all service
types, the note at top of the instruction states ‘applies to all’.
How this RSPM
is structured
The RSPM has seven sections each of which have a number of subject parts. Most
parts also have a ‘Resources’ section which contains links to:
relevant publications
information
websites
forms and templates.
Some subject parts contain a heading entitled: ‘Resident Inclusion’. These provides
tips on ways to:
include residents in meeting practice requirements
involve residents in household routines and activities.
Practice instructions are interlinked so cross references are provided to show other
key instruction that should be taken into consideration when assessing the
application of an instruction. These links are show in italics as ‘ see RSPM’ followed
by the relevant RSPM chapter and part number, for example, a cross reference to
chapter 1, part 1.2 is shown as; see RSPM 1.2.
How to apply
instruction
The RSPM practice instructions are designed to guide practice and the
development of the information required to support each resident as an individual,
while providing minimum practice standards. The RSPM has been assessed to
ensure compliance with legal and policy requirements.
Resident support needs may vary significantly and it may not be appropriate to
apply all instruction equally to all residents. Application of instruction is to be done
in conjunction with Support plans and identified health needs to ensure that
support strategies:
are based on individual needs
respect a resident’s preferences
balance a residents right to privacy with staff’s duty of care
maximise the resident’s independence
are clearly documented.
Variation in the implementation of instruction requirements must only occur based
on documented individual support needs. The templates provided have been
developed to work in conjunction with the instruction and all linked requirements.
When developing support information reading the instruction when completing the
relevant template will assist the process.
Reviewing plans and support information is usually required quarterly, 6 monthly
and annually as described in the relevant instruction. Where there is no change
needed to the support information, it is sufficient that evidence of the review is
provided on the document by noting how review occurred, for example, at a staff
or family meeting or medical appointment, and the date the review was done.
When is the RSPM
reviewed?
The RSPM has a review of all content every 2 years. This major review allows for
changes to structure and wording to occur that will ensure the RSPM reflects the
language and terminology best understood by staff in residential services. This
review process also ensures continuous quality improvement to practice
instruction.
Changes will generally only occur to instruction outside this process where there is
a significant legislative or policy change that impacts on practice requirements. If
this occurs, a range of communication will be circulated to ensure that all staff and
managers are aware of the change. Templates will be altered to improve the
capture of required information, if there are deficits found in the use of the
template. Other resources, for example, Tip sheets, will be added as they are
developed.
Each part of the RSPM has an issue date under the heading. Templates and
information developed specifically for residential services, also have an issue date
under the heading. Not all resources used are specific to residential services. For
example, Critical Client Incident report templates are used in all program and
service areas within the department and these are not specific to residential
services. RSPM instruction may have a different issue date to resource templates
if changes were not required or made outside of the standard review process.
Where to find
the RSPM
The RSPM has been designed as an online publication with links to a wide variety
of resources. Wherever possible staff should be provided with access to the online
RSPM. The RSPM is also available in the following formats:
Microsoft Word copy for screen reader access located on the Disability Services
internet
PDF without hyperlinks located on the Disability Services internet.
If the RSPM requires printing it is advisable to use the PDF version, to ensure the
desired format is maintained. Printing or saving copies of policies and other
resources to local computers, or regional websites should not be done. This
requirement is to ensure staff access the most current version of information,
policies or templates directly from the source document. The search function on
the HUB will quickly find the majority of resources required. The DAS Hub has an
email link for regional staff to provide RSPM comments and feedback including:
content
structure of the instructions
resources.
Staff should use the email link to report any gaps, or information they believe
should be included in the RSPM. The email cannot be used where immediate
practice advice is required.
Terminology
The term ‘resident’ is used to describe those living in residential services, except
where information related to policy or legislation requires an alternative term such
as ‘client’ be used. When describing staff roles, the RSPM uses ‘must’ when a legal
or policy directive is involved. The absence of ‘must’ in an instruction does not
make the instruction optional as the practice requirement remains. Due to regional
terminology variations, the RSPM standardises the following:
‘after hours support’ means after hours, on call or night supervisor
‘manager’ means DDSO 4 and 5 (cluster, sector manager or equivalent)
‘DAS Manager’ means the manager responsible for residential services
‘residential services’ means group home, facility-based respite and congregate
care settings
‘respite’ means facility-based respite
‘shift report’ means day or communication book
‘supervisor’ means DDSO 3 or 3A House supervisor or equivalent
‘staff’ means DDSO 1, 2 and 3.
Practice queries
The RSPM provides direction and advice concerning a range of areas and will cover
most situations when used in conjunction with residents support plans and
documentation. However, there will be times when staff will be required to consult
with their supervisor, or manager to identify the best approach for a particular
situation or event, based on:
the resident concerned
the issue involved.
Some issues may be localised requiring local strategies to be implemented. If the
issue cannot be resolved at a regional level, the matter should be raised via
management to central office.
Residential Services Practice Manual 3rd Edition – 1.1.1 – 1
1.1.1 Working with children and young people
Issued: August 2012
FBR/GH/I – Y
STJ/ LTR/RTF – N
Contents
Overview
Is out-of-home care the same as respite?
Child care agreements
Court orders
Guardianship and decision making
Support planning – Looking After Children framework
Family centred practice
Charter for Children in Out-of-Home Care
Role of the manager
Role of staff
Resources
Overview
Children and young people with a disability are first and foremost children with
developmental needs similar to other children. These needs are best met within
supportive families. Sometimes families need support in their caring role and may
access respite services, including residential respite. Where a family is no longer
able to care for a child, the child may temporarily reside in a respite facility while
an alternative placement is found. When a child no longer lives with their family
and they are temporarily residing in a respite facility, living with an alternative
family or in a residential facility, this is referred to as ‘out-of-home care’.
Out-of-home care is regulated by the Children, Youth and Families Act 2005 and
can be voluntary, whereby the parent makes an arrangement with a service for the
day-to-day care of the child, or court ordered requiring the child to live away from
the parents.
If a child is placed in residential care there are a number of requirements which
must be met to ensure that the child’s best interests are maintained.
Is out-of-home
care the same
as respite?
Respite generally provides short breaks for families to assist them to continue in
their caring role. Planned, short-term respite is not considered to be an out-ofhome care placement. However, if there are no plans in the short term for the
child to return to their parent’s care, the placement can be considered to be an
out-of-home care arrangement, and requirements for a child care agreement and
support planning apply.
Where a parent has indicated that they are no longer able to care for their child at
home, Disability Client Services (DCS) should be contacted to arrange for case
management. DCS will notify Child Protection of the child’s circumstances.
Child care
agreements
A child care agreement is a written agreement in accordance with the Child Youth
and Families Act 2005 (CYFA), between a parent and service provider to voluntarily
place a child in out-of-home care. The child care agreement authorises the service
to provide the day-to-day care of the child and specifies the terms and conditions
relating to the voluntary placement. A child care agreement under the CYFA, is
required for children and young people under the age of 17. Parents retain their
rights as guardians, the right to custody and the right to resume daily care and
control of the child when they are able.
The Secretary must review child care agreements after 6 months and then
annually thereafter. Child Protection has the delegated responsibility to review
child care agreements.
Court orders
Under some circumstances, a child or young person may be placed with a
residential service under a statutory (court) order, whereby the legal guardian may
not be a parent, and specific conditions concerning visitor access and supervision
may be in place. For these reasons, it is important that staff are made aware of
any conditions specified in a statutory order that relate to the day-to-day care and
support of the child.
The residential service must have a copy of the court order and a contact number
for the allocated Child Protection worker on file.
Guardianship and
decision making
Parents or legal guardians of children under 18 years of age have guardianship and
decision making rights and responsibilities. Parents or legal guardians are required
to make all major decisions related to:
health care
finances
education
Decision-making relating to the day-to-day care and participation of the child in
activities should be discussed with parents and the role and responsibilities relating
to decision making agreed. Support for the child in making and being responsible
for some decisions is important and should also be clear.
Parents or legal guardians are required to sign documents when permission is
required, and must be informed of activities at the residential service and school.
Support planning
– Looking After
Children
framework
Looking After Children is the framework used in Victoria to plan for how a child or
young person’s needs will be met while they are living in out-of-home care.
Looking After Children has been adopted as the best practice framework to
develop support plans (as required by the Disability Act 2006) in residential and
alternative family placements.
Looking After Children uses a care team approach to share responsibility and
effectively work together to respond to a child’s emotional and developmental
needs. At a minimum, the care team should include the case manager, key
residential services staff and the child’s parents or legal guardian. The case
manager has responsibility to lead the planning process. As appropriate, other
adult family members and professionals may be part of the care team.
The framework considers a child’s needs and outcomes in the following areas:
Health
Emotional and behavioural development
Education
Family and social relationships
Identity
Social presentation
Self-care skills.
The framework includes a set of tools that support good practice in information
collection, record keeping and planning. Once completed, the Care and Placement
Plan meets the requirement for a support plan under the Disability Act. Other plans
that relate to a child, such as a Health Plan or Behaviour Support Plan, should be
referenced in and attached to the Care and Placement Plan so that duplication is
avoided.
Family centred
practice
Family centred practice recognises the critical role of family in the lives of children
and young people, whether a child is living at home or away from their family.
Family centred practice respects the unique needs, views and choices of families in
support planning and supporting children and young people. The Family Centred
Practice guide for Disability Support Workers outlines the practice approach for
staff who support children and young people in respite and residential services.
Charter for
Children in
Out-of-Home
Care
The Charter for Children in Out-of-Home Care is a statement of rights of children
who are no longer living with their parents and are in out-of-home care. The
charter lists what children can expect from the people who look after them and
work with them when they are in care. Staff have a responsibility to ensure that
children are aware of and understand their rights. There are two versions of the
charter available – a standard and an Easy Read version.
Role of the
manager
The manager must ensure that:
A current child care agreement exists for a child living in voluntary out-ofhome care.
Administration and review requirements of child care agreements under the
CYFA are met.
If applicable, a copy of any court order and contact details of the allocated
Child Protection worker is on the child’s file. Ensure that all staff are aware of
any conditions attached to the order.
All children in out of home care have a case manager or that a referral to DCS
for case management has been made.
Staff participate in and engage with the care team to undertake support
planning, and work in family-centred ways, to develop a Care and Placement
Plan for children in out of home care.
All staff working with children in residential care are familiar with the Charter
for Children in Out-of-home Care and use the charter in their discussions
with the child to ensure that the child becomes familiar with their rights and
knows what to do if their rights are not being upheld.
Role of staff
Staff in residential services who work with children and young people in out of
home care need to:
If the placement is court-ordered, be familiar with any conditions attached to a
court order.
Contribute to the development of the Care and Placement plan and support
the implementation of it.
Ensure that children are familiar with their rights as outlined in the Charter for
Children in Out-of-home Care and uphold these rights.
Be aware of specific requirements for reporting concerns with the care, see
RSPM 1.2
Resources
Administering Child Care Agreements in voluntary out-of-home care.
Handbook and resources available on the DHS Hub at:
http://intranet.dhs.vic.gov.au/resources-and-tools/guides-andmanuals/administering-child-care-agreements-in-voluntary-out-of-homecare
Looking After Children (LAC) framework in voluntary out-of-home care.
Available on the Department of Human Services website at:
http://www.dhs.vic.gov.au/for-service-providers/children,-youth-andfamilies/child-and-youth-placement-and-support/overview-of-lacprocesses
Charter for Children in Out of Home Care. Available at:
http://www.cyf.vic.gov.au/every-child-every-chance/charter-for-children
1.2 Duty of care in residential services
Issued: August 2012
Applies to all
Contents
Providing appropriate support
What is harm?
Balancing rights and risk
Sharing information to provide duty of care
Authorised restriction on activities
Role of support staff
Resources
Providing
appropriate
support
Providing appropriate support is generally assured if staff follow the RSPM practice
instructions, in conjunction with support information and associated requirements.
This approach also ensures duty of care requirements will be addressed. The
department has a duty of care to ensure reasonable action is taken to minimise the
risk of harm to anyone who is reasonably likely to be affected by its activities. This
includes:
residents
employees
contractors.
For example, non-DHS employees such as maintenance contractors and health
practitioners, who access group homes for work purposes, should generally be
supervised when residents are present.
Residents’ family, friends and staff who provide in home day supports do not
require supervision in the group home unless otherwise specified in resident’s
support information.
Staff, as employees, also have a duty of care to people they have contact with in
the course of their duties and must take reasonable action to minimise the risk of
harm to these people. Reasonable action involves following lawful work directions
in line with:
the duties and obligations of the position
qualifications held
the capacity of those being supported to make decisions.
For further information, see RSPM Preface. Failure to take reasonable action may
constitute a breach of duty of care which needs to be assessed against the
Improving Work Performance and Conduct in Disability Services Policy, see RSPM
2.5.
What is harm?
Failure to follow a resident’s support information, and instructions contained in the
RSPM constitutes a failure to take reasonable action to protect others from harm.
Failure to report the unreasonable actions of others when witnessed may also
constitute a failure to take reasonable action. Actions of concern include, but are
not limited to:
Behaviour – both physical and verbal, to residents and staff which is:
– bullying
– demeaning
– aggressive, or assault.
Harm (to residents) which includes, but is not limited to:
a failure to provide sufficient food and drink
a failure to seek required medical care, see RSPM 5.2, 5.14
– a failure to provide sufficient warmth in winter, or adequate sun protection
in summer.
Restrictions and exclusion which are not part of an approved Behaviour
Support Plan (BSP) such as restricting resident access to:
– common areas of the residential service including bathrooms and toilets
– personal belongings
– activities
– money
– friends and relatives
– food and drink unless this is documented as part of their health
management plan, and under regular monitoring and review by their
doctor.
Balancing rights
and risk
Staff must consider resident rights and should not unnecessarily restrict resident
choices, or actions. Staff are also responsible for taking an active, imaginative and
flexible approach to managing potential risks. Staff are required to support
residents to make decisions by offering information about options and risks. The
department’s Risk Management Framework provides a way to:
assess risks
develop strategies to reduce the impact of identified risks.
If a resident is denied access to an activity, or is subject to a restriction based on
the level of risk being unacceptable, the reason must be documented including any
assessments to determine the use of restrictive options. When documenting
restrictive evidence strategies considered, or tried, when attempting to reduce, or
manage the risk, must also be documented.
For children and young people, the Child Care agreement must be followed and the
consent of parents or guardians may be required before participation in some
activities can occur, see RSPM 1.1.1.
Sharing
information to
provide duty
of care
Information may need to be provided to others who support a resident to ensure
duty of care obligations are met. For example, the residential service may need to
provide information about medication, or a resident’s health status to their day
programs. Generally, it is not a breach of privacy legislation to share health
information which is required by others to:
provide support
ensure safety and wellbeing to the person and others.
Authorised
restriction on
activities
Where a resident is subject to an authorised restrictive intervention, or Compulsory
Treatment Order, staff must follow the requirements detailed in the plans to meet
duty of care obligations. This information must:
be documented in an approved Behaviour Support Plan, see RSPM 7.3, 7.4
include strategies to reduce restrictions.
Role of staff
The duty of care requirements of staff can be met by:
following the RSPM practice instructions
assessing risks and benefits of activities
following resident support plans
providing support according to individual support guidelines
treating residents with dignity and respect
remembering the residential service is the ‘home’ of residents, and the
‘workplace’ of staff
treating residents as adults with the same right as everyone else to make
choices and decisions about their life
supporting children and young people in accordance with the Child Care
Agreement, see RSPM 1.1.1
implementing health and safety strategies, as required
reducing the risk of harm to themselves, residents and co-workers
acting on and reporting harm and issues of concern
not being affected by alcohol or drugs while on duty
raising issues of concern as soon as possible to management or if staff are not
comfortable discussing an issue with their manager, they can contact the:
– regional Independent Person
– DHS central office Corporate Integrity, Information and Resolutions Unit,
telephone: 1300 884 706.
– using the Critical Client Incident report system and logging non-critical
client events, as required, see RSPM 6.4
providing advice and information to assist all people to make an informed
decision. This means referring people to others, as required, to ensure:
– advice and information is current
– relevant
– free from bias.
Resources
The Code of Conduct for Victorian Public Sector Employees – a booklet
which outlines the responsibilities and obligations of all public sector
employees. Available on the State Services Authority website at:
http://www.ssa.vic.gov.au
Corporate Integrity, Information and Resolutions Unit – co-ordinates and
manages enquiries related to complaints management, fraud prevention,
whistleblowers, freedom-of-information, privacy and ombudsman reviews.
Available on the DHS Hub.
The Victorian Charter of Human Rights and Responsibilities – a law which
protects the rights of all people who live in Victoria. Available on the
Victorian Legislation website at: http://www.legislation.vic.gov.au
1.3 Government policies
Issued: August 2012
Applies to all
Contents
Overview
Relationship between Government policy and daily work
Role of staff and managers
Resources
Overview
The Victoria government draws on a range of national and international obligations
and laws to develop specific legislation and policy including those which direct the
provision of disability services. These include but are not limited to:
The United Nations Convention on the Rights of Persons with Disabilities
The Disability Act 2006
The Victorian Charter of Human Rights and Responsibilities.
Equal opportunity legislation
Anti discrimination legislation.
Relationship
between
Government
policy and
daily work
The RSPM practice instructions articulate the context of legal and policy
requirements for residential services, and how these are required to be
implemented on a daily basis by support staff. By following the RSPM practice
instructions in conjunction with Support Plans, staff will adhere to the required
legislation and policy obligations governing their day-to-day work.
Role of staff
and managers
Staff and managers have a responsibility to implement government policy and
legislation. The RSPM has been developed to articulate these requirements at a
daily practice level. Following the requirements of the RSPM in conjunction with
resident’s individual support plans and delivering supports focussed on person
centred practice, will ensure obligations are managed.
Resources
Department of Human services, Disability Services Division website.
Provides a range of information, policy, resources and links to services for
people with a disability. Available at: http://www.dhs.vic.gov.au/forindividuals/disability-services
1.4 The Disability Act 2006
Issued: August 2012
Applies to all
Contents
What is the Disability Act 2006?
What are the objectives of the Disability Act 2006?
Resources
What is the
Disability Act
2006?
The community inclusion and participation by people with a disability. The Act
effective from 1 July 2007 supersedes the Intellectually Disabled Persons Services
Act 1986 and the Disability Services Act 1991.
What are the
objectives of the
The Disability Act 2006 aims to:
advance community inclusion and participation of persons with a disability
promote a strategic whole of government approach in supporting the needs
and aspirations of persons with a disability
facilitate the planning, funding and provision of services, programs and
initiatives for persons with a disability
promote and protect the rights of persons accessing disability services
support the provision of high quality disability services
make disability service providers accountable to persons accessing disability
services
ensure the efficient and effective use of public funds in the provision of
disability services.
Disability Act?
Resources
The 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
The Disability Act 2006 – A guide for disability service providers – an 84
page guide to the Disability Act 2006. Available on the Department of
Human Services website at: http://www.dhs.vic.gov.au/forindividuals/disability-services
The Disability Act 2006 – easy read guides. Available on the Department
of Human Services website at: http://www.dhs.vic.gov.au/forindividuals/disability-services
1.5 Quality improvement
Issued: August 2012
Applies to all
Contents
What is the quality improvement?
How do support staff implement service standards?
Quality improvement opportunities
How are improvement opportunities identified?
Resources
What is quality
improvement?
Quality improvement is a systematic approach to ensuring service standards are
met and positive outcomes are delivered. The service standards are defined by the
Department of Human Services Standards and independent review process.
For detailed information staff may refer to the web page link located in the
resource section of this instruction
How do support
staff implement
service
standards?
Minimum service delivery standards for Disability Accommodation Services are
described by the Residential Services Practice Manual (RSPM). Support staff
implement service standards on a daily basis by:
following the resident’s Support Plan
participating in the development of, and following specific daily support guides
such as specific health management information, in line with relevant RSPM
instruction
following the RSPM to guide the meeting of individual resident needs
documenting evidence that required support is provided by completing records
as needed, for example, completing medication administration records.
Quality improvement and compliance with service standards is not additional to
normal work requirements. It is ensuring support for each individual resident is
implemented as required.
Quality
improvement
opportunities
Each group home is to have improvement opportunities identified. Actions to
ensure improvement opportunities are implemented should be incorporated into
normal routines and activities of the group home as far as possible. Identifying
opportunities for improvement is an ongoing process.
How are
improvement
opportunities
identified?
Improvement opportunities may be identified in a number of different ways such
as:
Formal activities:
– Complaints
– reviews of incidents
– independent auditing
– internal review processes
– goals identified in resident Support Plans
– reviews of adverse events such as client death
Informal activities
– individual client feedback
– client and staff meetings
– staff professional development
– feedback from families or others within a resident’s support network
Resources
Department of Human Services Standards and independent review
process – guides, resources and information sheets. Available at
http://www.dhs.vic.gov.au/about-the-department/documents-andresources/policies,-guidelines-and-legislation/department-of-humanservices-standards
1.6 Responding to complaints made to the department
Issued: August 2012
Applies to all
Contents
Why complaints are important
Who can make a complaint?
How to manage complaints
Resources
Why complaints
are important
Complaints are an opportunity:
for service providers and staff to assess the residential service and support
provided
to improve service provision quality
to improve resident outcomes.
Who can make
a complaint?
Any person, group or their representative, including residents, can make a complaint
if they are dissatisfied with a:
departmental service
decision which has been made about them.
General expressions of concern and appealable matters are not defined as
complaints. Appealable matters are those which are dealt with by:
the Victorian Civil Administration Tribunal (VCAT)
the courts.
How to manage
complaints
Where possible, complaints should be managed at the local level. Each region has a
complaint management process which is available to residents or interested parties.
Role of
support staff
Staff who receive a complaint must:
assure the complainant they will do their best to resolve the issue, or refer it to
someone who will
write down the details and check with the complainant they are correct
if appropriate, ask the complainant, if they have any suggestions about how to
resolve the matter
inform management of the complaint
check the incident categorisation table to determine the reporting required, a
Critical Client Incident report or entry on the non-critical client event log
follow regional complaint processes.
Resources
Corporate Integrity, Information and Resolutions Unit – provides
information, advice, training and tools to support compliance with privacy
legislation. Available on the DHS Hub.
Regional Complaint Processes – regional information available on regional
websites, or contact the regional officer responsible for complaints.
1.6.1 The Disability Services Commissioner
Issued: August 2012
Applies to all
Contents
What is the role of the Disability Services Commissioner?
What complaints can be made to the Disability Services Commissioner?
Who can make a complaint?
How to make a complaint
Resources
What is the role
of the Disability
Services
Commissioner?
Under the Disability Act 2006, the Disability Services Commissioner has a broad
range of functions related to:
complaints about disability services
complaint conciliation.
The specific functions of the commissioner are detailed in Section: 16 of the Act.
These include:
providing information and education about complaints processes
improving complaints processes
investigating and conciliating complaints
making broad recommendations about resolving complaints, or issues arising
from complaints
determining actions which should be taken by disability services providers with
regard to complaints.
What complaints
can be made to
the Disability
Services
Commissioner?
The Disability Services Commissioner responds to complaints about:
the provision of disability services
a disability service provider acting unreasonably by not properly investigating,
or taking proper action on a complaint made to them.
Who can make a
complaint?
Any person can make a complaint to the Disability Services Commissioner.
How to make
a complaint
Resources
A complaint can be made:
orally
in writing
by other means appropriate in the circumstance.
Disability Services Commissioner – the Commissioner provides information
about complaints processes and responds to complaints. Available from:
http://www.odsc.vic.gov.au
1.7 Community Visitors
Issued: August 2012
Applies to all
Contents
What is the role of Community Visitors?
What legal authority do Community Visitors have?
Access to health files and medical records
When do Community Visitors visit?
How to contact a Community Visitor
If a Community Visitor expresses concern
Resident inclusion
Resources
What is the role
of Community
Visitors?
Community Visitors play an important role in advancing the quality of services for
residents in residential services. Community Visitors make regular visits to
residential services to identify issues of concern from a resident’s perspective. The
role and function of Community Visitors, and service provider responsibilities
related to Community Visitors are contained in Sections: 28 to 36 and 129 to 132
of the Disability Act 2006.
What legal
authority do
Community
Visitors have?
Community Visitors have legal authority to:
inspect any part of a residential service and see any person living there at any
time, with or without, previous notice
make enquiries about the provision of services
inspect any document related to a person living at the service which is not a
medical record, and any records required to be kept by, or under the Act,
including:
– financial and health records
– Critical Client Incident reports
inspect any medical records related to a person living in the service, with the
consent of the person, their guardian, or a ‘person responsible’ as defined in
section: 37 of the Guardianship and Administration Act 1986.
Access to health
files and medical
records
A medical record is a record created by a treating medical practitioner for a
medical purpose, that is, for the medical assessment, diagnosis and treatment of a
person. Inspection of these requires consent, as outlined above.
Community Visitors may access health information kept in Disability
Accommodation Services and should not be blocked from this access on the basis
that the files may also contain medical records.
All Community Visitors are bound by the secrecy provision of section 36 of the
Disability Act and, as such it is their responsibility to ensure any information they
find is only used for the purpose of carrying out their responsibilities under the
Disability Act, and that they seek the appropriate consent where they wish to
review any Medical Record.
When do
Community
Visitors visit?
Community Visitors make scheduled and unscheduled visits. Residential services
are not usually formally advised when a visit is about to happen. Community
Visitors also visit when a person, or their representative requests they do so. The
manager, or nominated staff must notify the Community Visitors Board of
Requests, as soon as possible, within 72 hours of receiving a request. Community
Visitors must respond to requests within seven days. In some circumstances the
Public Advocate may visit.
How to contact
a Community
Visitor
Community Visitors can be contacted via the Office of the Public Advocate:
telephone: (03) 9603 9500
toll free: 1300 309 337.
Role of staff
Staff must ensure residents have access to Community Visitor information such as
the easy read poster. When Community Visitors visit staff must:
request identification from Community Visitors before allowing them onto the
premises
treat Community Visitors with respect
introduce the Community Visitors and explain their role to people living at the
service
assist Community Visitors as requested, including providing full and true
answers to questions to the best of their knowledge
not prevent access to resident information on the basis that it may also contain
medical records.
respect a resident’s right not to speak to Community Visitors, if they choose
document a visit has occurred in the shift report
sign the Community Visitors record of visit form
ensure the record of visit form is forwarded to the regional office via
management.
Staff must also assist resident’s to contact Community Visitors if requested.
If a Community
Visitor expresses
concern
If a Community Visitor expresses concern about the residential service, staff must
inform management as soon as possible.
Resident inclusion
Residents should be supported to lead the visit as far as possible. This includes:
opening the door
introducing Community Visitors to staff on duty
answering any questions raised
being encouraged to ask questions and raise issues with Community Visitors
being informed about and asked permission to access to information related to
them.
Resources
The Office of the Public Advocate (OPA) – protects and promotes the
rights of people with a disability and includes resources to inform people
of their rights. Available at: http://www.publicadvocate.vic.gov.au
The Protocol between Disability Service Providers and Community Visitors
program – a protocol which outlines the roles and responsibilities of
Community Visitors and the responsibilities of government and nongovernment staff. Available on the Department of Human Services
website at: http://www.dhs.vic.gov.au/for-individuals/disabilityservices/your-rights/community-visitors-program/community-visitorsprotocol
In this section
2
Working for DHS
Conditions of employment, rights and responsibilities
2.1
Work attire guidelines
2.1.1
Learning, development and support
2.2
Positive and fair workplaces and review of actions
2.3
Support for employees
2.4
Managing work performance and conduct
2.5
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:
FBR
facility based respite
GH
group homes
STJ
short term justice
LTR
long term rehabilitation program
I
Sandhurst and Colanda
RTF
residential treatment facility (DFATS)
Instruction application:
Y
instruction applies in full
N
instruction does not apply to service type
P
Partial application. Service required to implement principle of instruction but service not generally
directly responsible for planning, monitoring and reviewing components of instruction
LD
Locally determined based on client plans, service model and protocols. Applicable to STJ, LTR and
RTF only
Residential Services Practice Manual 3rd Edition – 2.1– 1
2.1 Conditions of employment, rights and responsibilities
Issued: August 2012
Applies to all
Contents
What are the conditions of employment?
What is the Code of Conduct for Victorian Public Sector Employees?
Where is the Code of Conduct?
Employee responsibilities
What happens if employees breach their responsibilities?
Resources
What are the
conditions of
employment?
The terms and conditions of employment determine the rights and responsibilities
of departmental employees contained in the current workplace agreement between
the Department of Human Services and the Health and Community Services Union.
Conditions of employment include:
rostering principles
job classifications
rates of pay and allowances
leave entitlements
the provision of a healthy and safe workplace
grievance and dispute resolution.
Staff have a right to be reimbursed for ‘out-of-pocket’ expenses incurred in the
course of their duties, but must cover the cost of non-work related expenditure
such as personal:
telephone calls
meals.
Staff should refer to the ‘Staff Expenses’ and Staff Meals’ guidelines located in
Resources.
What is the Code
of Conduct for
the Victorian
Public Sector
Employees?
The Code of Conduct for Victorian Public Sector Employees outlines the standard
and behaviour expected of public sector employees. The Code of Conduct for
Victorian Public Sector Employees is designed to:
help employees understand their responsibilities and obligations
provide guidance if employees are faced with a work-related ethical dilemma,
or conflict of interest.
Where is the
Code of Conduct
Employees receive a copy of the Code of Conduct for Victorian Public Sector
Employees when they commence working for the department. Employees can also
obtain a replacement copy from:
their manager
regional human resources staff
the State Services Authority.
Residential Services Practice Manual 3rd Edition – 2.1– 2
Employee
responsibilities
Employee responsibilities include:
following the Code of Conduct for Victorian Public Sector Employees
following the departmental values
maintaining duty of care requirements
modelling appropriate behaviour
reporting inappropriate behaviour
co-operating with management
maintaining confidentiality and ensuring privacy
accurately documenting attendances and absences on timesheets
following occupational health and safety requirements.
What happens
if employees
breach their
responsibilities?
A breach of responsibilities, or Code of Conduct may lead to discipline action and, if
it constitutes serious misconduct, may result in termination of employment.
Resources
Code of Conduct for Victorian Public Sector Employees – a booklet which
outlines the responsibilities and obligations of all public sector employees.
Available on the State Services Authority website at:
http://www.ssa.vic.gov.au
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.
Human resources – comprehensive human resources information, tools
and contacts for department employees. Available on the DHS Hub.
Staff expenses – information about out of pocket expenses and claiming
reimbursement. Available on the DAS Hub.
Staff meals – information about staff contributions to meal cost and
payment required. Available on the DAS Hub
2.1.1 Work attire guidelines
Issued: August 2012
Applies to all
Contents
Overview
Considering resident support needs
Attire that is not suitable in residential services
Suitable clothing
Footwear requirements
Hair
Overview
It is important that Disability Accommodation Services (DAS) staff dress in attire that
meets workplace Occupational Health and Safety requirements and is suitable to the
type of tasks that will be undertaken.
Staff may also be role models for residents so in addition to wearing appropriate
clothing, staff should also ensure good personal hygiene and grooming.
Considering
resident support
needs
The resident group and the tasks required must be considered. Staff are to remain
aware of the need to work in close physical proximity to some residents, for example,
dresses, skirts or sleeveless tops may not be suitable due to the amount of movement
such as reaching and bending that may be required.
Each workplace should have general information about the attire best suited to the
resident group and duties required. Where there is a specific risk, for example a
resident who pulls hair, the requirement to have hair securely fastened must be
communicated to all staff before they attend the workplace, or immediately on arrival.
Attire that is
not suitable in
residential
services
Some clothing and accessory items are not suitable for the work environment and
should not be worn. These include:
clothing with logo’s, graphics or advertising that may be offensive
excessively loose clothes that risk being caught on equipment
thongs, high heels and open shoes
clothing, jewellery and accessories that have dangling attachments or loops that
can be caught on equipment or pulled by residents.
Wearing rings should be carefully considered as they can pose a risk of injury when
operating certain types of equipment such as hoists and specialised beds, as they can
become caught in the mechanisms. In addition rings with raised parts may
inadvertently scratch or injure residents when providing personal care. Infection
prevention and control also advises that rings be removed for hand washing which
creates the risk of them being lost.
Suitable
clothing
Suitable clothing should:
provide ease of movement
give adequate coverage when reaching or bending
be suited to the tasks required during the shift.
Footwear
requirements
Occupational Health and Safety guidelines recommend that footwear is enclosed and
suitable for the work area. Road safety authorities also recommend footwear that is flat
and securely fastened for driving. In DAS, footwear must be enclosed and staff should
consider if:
footwear will be suitable for bathing and showering
the sole is non-slip
the heel is flat to reduce slipping and tripping risk
Hair
Long hair and long beards should be securely tied. It is not appropriate to provide close
physical support with hair brushing a resident and it may come into contact with body
fluids.
Hair and long beards should also be tied back when preparing food for residents.
2.2 Learning, development and support
Issued: August 2012
Applies to all
Contents
What is learning and development?
What is competency?
What learning and development activities must employees attend?
Attending learning and development activities
When staff are unable to attend a required learning activity
Identifying learning and development needs
What is the Professional Development and Support process?
What professional development activities can be undertaken
Assistance available for learning and development
Resources
What is learning
and development
Learning and development is an on-going process of maintaining, improving and
developing new skills and knowledge. Learning and development occurs through
formal and informal processes. Formal learning involves participation in activities
and tasks which lead to a qualification, or recognition of competency and includes:
traineeships
first aid certificates
tertiary courses, such as certificates, diplomas and degrees in Disability studies
workplace specific training such as work safety requirements, or specific health
support
professional supervision and mentoring.
Informal learning includes:
coaching
workplace induction
mentoring
observation and activity practice
participation in communities of practice or networks
practice feedback and reflection.
Informal learning can be used as evidence towards recognition of competency for
more formal learning and development activities.
What is
competency?
According to the Australian Training and Qualification Framework, being deemed
competent … requires demonstrated evidence of a combination of essential skills
and knowledge which enable a person to consistently perform tasks to the industry
standard …. To be deemed competent staff must provide evidence and be
assessed by a qualified assessor from a Registered Training Organisation (RTO).
This is what is meant when a RSPM practice instruction states staff must be
competent. There are departmental staff who have the Certificate IV Workplace
Trainer and Assessor qualification, however, the department is not an RTO,
therefore, to be formally recognised as competent, training and assessment
undertaken by these staff must be reviewed and signed-off by an RTO. Questions
related to competency issues can be referred to regional Learning and
Development Co-ordinators.
What learning
and development
activities must
employees
attend?
Staff must attend learning and development activities related to their job
requirements. These include:
first aid and fire safety training
learning activities linked to resident needs, such as specific health
management training
work safety, such as manual handling and other occupational health and safety
requirements.
Learning and development activities beyond immediate work requirements are
determined according to:
resident need
staff need
organisational priorities.
Attending
learning and
development
activities
Rostered and casual staff are paid to attend learning and development training
opportunities. Managers must ensure:
training is viewed as an integral part of the support role
appropriate backfill and other support, as required, is provided to enable
training attendance
adequate notice of training is provided
staff are not disadvantaged by attending training.
Training attendance for rostered staff may involve:
working the remaining hours of a shift for which they are rostered, provided
the remainder of the shift is of at least two hours duration after allowing
travel time to return to duty
not working a night shift finishing on the morning a training day begins, or
commencing at the end of a full training day
working a night shift after attending a morning training session.
Staff rostered to work a sleepover, finishing on the morning a full training day
begins, are only required to complete the previous evening component of the
sleepover shift, prior to the training event. Staff attending half-day training,
on an afternoon, or morning may work the morning, afternoon, or sleepover
shift, as applicable, if rostered. In some instances required learning activities
may be scheduled in the evening.
When staff are
unable to attend
a required
learning activity
If staff cannot attend a scheduled learning and development opportunity they must
inform the manager immediately who must inform the regional Learning and
Development Co-ordinator. It is important staff notify the manager if they cannot
attend training as:
fees may be incurred, if a substitute attendee is not available
another staff may miss out on the training opportunity
the manager may be able to resolve the issue which has caused the inability to
attend training.
A mandatory qualification lapse may create a duty of care risk resulting in staff
being unable to work unsupervised shifts. If staff experience difficulty attending a
learning and development activity, they must discuss this with their supervisor, or
manager. If they do not attend a learning and development activity without a
reason, and after support to enable them to attend has been offered, the issue
may need to be dealt with via the Managing Performance and Conduct in Disability
Services policy.
Identifying
learning and
development
needs
The identification of learning and development needs is an important part of
providing high quality practice. Staff work in a dynamic environment where
resident needs and organisational requirements can change regularly. Some
changes will be accompanied by learning and development activities; others will
require informal approaches such as reflection, feedback and planning. The
Professional Development and Support (PDS) system is the process used to
identify learning and development needs.
What is the
Professional
Development
and Support
process?
The PDS is a negotiated relationship which provides regular opportunities for
discussion, review and planning of individual staff and organisational objectives.
PDS is a process designed to assist supervisors and staff to:
discuss learning and development opportunities
establish and review professional development plans.
PDS involves regular planned one-on-one meetings, between staff and their
supervisor, or equivalent to:
clarify job roles
facilitate reflection
discuss practice
identify development and support needs.
PDS discussions and agreed actions and timeframes need to be recorded and
copies kept by each party. Managing performance and conduct is part of regular
management responsibilities and should be undertaken separately to PDS, and in
line with the Managing Performance and Conduct in Disability Services policy.
What professional
development
activities can
be undertaken
There are many ways to achieve learning and development outcomes identified via
PDS discussions. Most learning and development needs can be met by on-the-job
coaching and workplace practice opportunities. Regional Learning and
Development Co-ordinators can provide advice about ways learning and
development outcomes can be addressed. These include:
e-learning options
formal training
links to local communities of practice
networking contacts.
PDS also requires staff to explore and identify development opportunities such as:
mentoring
individual research tasks.
Assistance
available for
learning and
development
Resources
The department offers a range of study scholarships and awards to assist staff
undertake further study, or research. Assistance may also be available by obtaining
study leave which is available via regional application and on a case-by-case basis.
Applications are usually required by mid-September each year.
Disability studies scholarships and Ethel Temby study tour awards
information about the scholarships and awards and how to apply for
them. Available on the Department of Human Services website at:
http://www.dhs.vic.gov.au/for-service-providers/funding-andgrants/disability-services-study-grants
Workforce Development and Learning – detailed learning and
development information for Disability Services employees. Available on
the DHS Hub.
Professional Development and Support – Implementation guidelines.
Available on the DHS Hub.
Professional Development and Support – DVD resource. Available on the
DHS Hub.
2.3 Positive and fair workplaces and review of actions
Issued: August 2012
Applies to all
Contents
What is the Positive and Fair workplaces policy?
Role of staff
Who can provide support?
Fair treatment supports and interventions
What is a review of actions?
What does the Resolving of Actions policy do?
Role of managers
Resources
What is the
Positive and
Fair workplaces
policy?
The department has an on-going commitment to:
provide a workplace where staff are treated fairly
promote a safe working environment free from:
discrimination
harassment
workplace bullying
interpersonal conflict.
The Positive and Fair Workplaces policy provides a framework to promote fair
workplace treatment. The associated procedures provide guidance about ways to
identify and address unfair treatment in a timely and sensitive manner, so it
ceases. The policy encourages, in the first instance, resolution of issues at the
workplace level. There is also provision of a more formal process if:
local resolution cannot be achieved
the nature and severity of the issue warrants a more formal approach.
The policy does not cover management actions, or decisions which may appear
to be unfair. These are managed via the Review of Actions Policy. Breaches of
other policies and instructions may be dealt with under discipline processes, see
RSPM 2.5.
Role of staff
Staff must:
behave in a reasonable and fair manner at all times
actively promote, model and support fair workplace treatment.
Staff who believe they have been subjected to unfair treatment should:
familiarise themselves with the policy and associated procedures
actively participate in processes to address the matter (in good faith)
reflect on unfair treatment experienced and take timely, appropriate action to
address it.
Where possible staff should consider raising the issue with:
the parties involved
the manager
and
higher level manager
identify what they want changed, or how they would like things to be in the
future
decide if they are able to respond to the issue themselves, or if assistance is
required, to address the matter locally
decide to use the department’s fair treatment processes, or approach an
external body for assistance
ensure they discuss the issue only with those who have a direct need to know
about it.
Who can provide
support?
Advice or assistance can be obtained by talking to:
management
the regional Diversity and Equity contact
Human Resources
a Health and Safety Representative
a fair treatment officer
staff support contacts
the Employee Assistance Program.
Fair treatment
supports and
interventions
A number of early intervention services are available to assist staff in resolving
conflict. These include:
conflict coaching
mediation
conciliation
facilitated discussion
workplace conferencing
awareness training
work-related stress risk management.
Managers should consult Human Resources about:
the type of support required
ways to support the implementation of strategies to address the conflict.
What is a
grievance?
A grievance is a genuine concern about a decision, or action which adversely
impacts on an employee. The concern may be related to:
a delayed decision
manager inaction. This includes, but is not limited to breaches of:
– conditions and entitlements of the current HSUA and Disability Services
workplace agreement
– the principles of merit and equity
– the department’s policies or guidelines.
What does the
Review of Actions
policy do?
The Review of Actions policy provides employees who have a genuine, nonvexatious grievance about decisions, or actions which adversely impact on them,
access to a review of the decisions, or actions. The objective of the review of
actions process is to provide employees with the right to access a process to
resolve genuine workplace concerns without:
fear of prejudice
victimisation.
The process requires regional managers to:
respond
attempt local resolution, in the first instance.
If the issue cannot be resolved locally, it may be referred to the department’s
formal Review of Actions process.
Role of managers
Resources
Managers should take all reasonable action to ensure issues are resolved as soon
as possible. This includes:
acknowledging issues as they are raised
seeking assistance, as required
implementing agreed resolution strategies.
Diversity and equity – detailed information, policies and guidelines on
equity and diversity. Available on the DHS Hub.
Positive and Fair Workplaces policy and procedures – policy and
guidelines. Available on the DHS Hub.
The Review of Actions policy. Available on the DHS Hub.
The current HSUA and Disability Services workplace agreement. The
industrial agreement between Disability Services employees and the
Health and Community Services Union. Available on the DHS Hub.
2.4 Support for employees
Issued: August 2012
Applies to all
Contents
What supports are available for employees in distress?
What is EAP?
What is CISM?
Support for residents involved in a critical incident
How to contact the CISM service
Work-related stress policy
Resources
What supports
are available for
employees in
distress?
Employees experiencing difficulties with personal, or work-related issues which
affect their work performance can access the Employee Assistance Program
(EAP). Employees experiencing emotional reactions to significant workplace
incidents can access the Critical Incident Stress Management (CISM) service.
What is the EAP?
The EAP is a personal and confidential counselling service which provides a
limited number of counselling sessions to help clarify situations with a focus on
problem solving and solutions. The EAP is provided by an independent external
organisation.
What is CISM?
Departmental work can be difficult, challenging and distressing. The CISM
service assists employees to work through the emotional effects of workplace
incidents. The CISM service offers confidential demobilising, defusing,
debriefing, individual, or group peer support.
Support for
residents involved
in a critical incident
Significant incidents can also impact on residents who may benefit from
debriefing support. Managers will need to access local service providers, or
contact the regional Intake Service for advice.
How to contact the
CISM service
Each region has a CISM service co-ordinator and a team of employees who are
trained as critical incident support workers and de-briefers. Staff can contact the
service co-ordinator to arrange support.
Work-related
stress policy
The Work-related stress policy aims to:
promote psychological wellbeing
assist in the prevention and management of stress-related injury.
The policy contains checklists, information and strategies to assist in recognising
and reducing the symptoms and impacts of work-related stress.
Resources
Critical incident stress management – detailed information, policies,
guidelines and contacts on CISM service. Available on the DHS Hub.
Employee Assistance Program – detailed information, policies,
guidelines and contacts on EAP. Available on the DHS Hub.
Work-related stress policy – a guide to assist in the prevention and
management of stress related injury. Available on the DHS Hub.
WorkSafe Victoria – website of the Victorian WorkCover Authority which
manages Victoria’s workplace safety system. Available at:
http://www.worksafe.vic.gov.au
2.5 Managing work performance and conduct
Issued: August 2012
Applies to all
Contents
What does satisfactory performance mean?
Role of the supervisor and manager
When should the discipline process be used?
How does the discipline process work?
Resources
What does
satisfactory
performance
mean?
Satisfactory work performance means employees perform the duties and meet the
standards and requirements of their role according to:
the position description and classification standards
relevant qualifications, training and professional standards
public sector and departmental values
the Code of Conduct for Victorian Public Sector Employees.
Role of the
supervisor
and manager
Supervisors and managers must model behaviour which reflects the required
standards of work performance. Managers and supervisors promote and guide high
standard of work performance by:
recognising good work performance using formal and informal recognition
regular on-going communication and feedback which identifies and discusses
minor work performance matters, as they arise
discussing learning and development needs
providing coaching and modelling of safe work practices
attending to environmental and physical resource needs.
The PDS process should be used to promote good practice and encourage skill
development. The Improving Work Performance and Conduct in Disability Services
policy should be used to manage unsatisfactory work performance.
When should
the discipline
process be used?
The discipline process is outlined in Section: 3 of the Managing Performance and
Conduct in Disability Services policy. This policy must be used to deal with:
misconduct matters and serious misconduct
unsatisfactory performance matters which have not been resolved via remedial
action.
How does the
discipline process
work?
Resources
When allegations are received concerning employees breaching required
performance, or conduct standards, they must be managed according to Part: 3 of
the Managing Performance and Conduct in Disability Services policy. This policy is
based on the unsatisfactory performance and discipline procedure schedule in the
current workplace agreement between the Department of Human Services and the
Health and Community Services Union. This policy reflects the mandated process
for resolving allegations of misconduct and serious misconduct matters in a fair and
transparent way. The policy includes:
a process for responding to employees who are not meeting the minimum
requirements of their role and whose performance has fallen below the
required standard
a framework to address and resolve misconduct and serious misconduct
matters
an issue assessment tool to assist managers to identify if an issue needs to be
dealt with as:
misconduct
serious misconduct.
The current HSUA and Disability Services workplace agreement. Available
on the DHS Hub.
Human resources – comprehensive human resources information
including staff support, equity and diversity, tools and contacts for
department employees. Available on the DHS Hub.
Managing performance and conduct in disability services policy – a 37
page policy. Available on the DHS Hub.
Professional Development and Supervision – information to assist
supervisors and employees to access assistance and professional
development planning. Available on the DHS Hub.

Residential Services Practice Manual 3 Edition 2012

Transcription

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