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DEPARTMENT OF
HUMAN SERVICES
2000
2001
Annual
D
epartm
ent of H
um
an
Services
Report
Department of Human Services
South Australian Health Commission
11-13 Hindmarsh Square,
Adelaide, South Australia 5000
Telephone 8226 6599
Facsimile 8226 6399
This Annual Report is also available on the Department of Human Services website
http:\\www.dhs.sa.gov.au
2002
ISSN 1446-4403
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r t 1
9 053 people were treated in accident and emergency in public hospitals
28 214 services were provided at public outpatient clinics
6 442 people were admitted to public hospitals
2 992 same-day admissions occurred in public hospitals
1 303 women were screened for breast cancer
12 739 vaccination doses were administered
460 families or individuals received financial counselling and support
77 households were allocated SA Housing Trust (SAHT) housing
7 Aboriginal Housing allocations were made
339 people were given assistance to access housing in the private market
with average bonds of $466 (excluding Aboriginal Housing)
4 Aboriginal customers renting privately were provided with assistance
for bond, rent in advance or rent in arrears
$2.4 million was provided in rent rebates to low income SAHT housing
tenants (excluding Aboriginal Housing)
66 Alternative Care placements were made
8 422 people were visited by a Royal District Nursing Society Nurse
2 063 people were counselled by a community health worker in the
Metropolitan area
1 719 people donated blood
557 calls were received by the Child Abuse Report Line
953 calls were received by Crisis Care
342 babies were born
Human Services at a Glance
Each week in South Australia in 2000-2001:
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r t 2
C o n t e n t s
Human Services at a Glance ..................................................................................................... 1
Chief Executive s Report .......................................................................................................... 3
Ministerial Portfolio Responsibilities ..................................................................................... 9
Boards and Committees .......................................................................................................... 10
Department of Human Services Annual Report
Department of Human Services Overview ............................................................................... 11
Human Services Portfolio Structure ....................................................................................... 13
Strategic Directions
1 Improving Services for Better Outcomes ............................................................................... 14
2 Increasing the State s Capacity to Promote Quality of Life ................................................. 21
3 Redistributing Resources in a Changing Environment .......................................................... 31
4 Strengthening a Culture of Working Together ....................................................................... 33
5 Providing Sound Management ................................................................................................ 36
SA Health Commission Annual Report
Roles and Responsibilities ..................................................................................................... 46
Members of the Commission ................................................................................................... 48
Appendices
1 Hospital Activity Statistics .................................................................................................. 49
2 HR Summary ............................................................................................................................ 50
Employment numbers ....................................................................................................................................... 50
LeadershipSA .................................................................................................................................................... 52
Leave management ........................................................................................................................................... 52
Equal opportunity programs ............................................................................................................................ 53
Fraud detection ................................................................................................................................................ 53
Occupational Health, Safety and Injury Management (OHS&IM) ................................................................... 53
WorkCover liabilities ......................................................................................................................................... 54
Overseas Travel 2000-2001 .............................................................................................................................. 55
3 Financial Performance ............................................................................................................ 56
Account Payment Performance ......................................................................................................................... 56
Contractual Arrangements ............................................................................................................................... 56
External Consultancies ..................................................................................................................................... 57
4 Statement of Reconciliation .................................................................................................. 59
5 Acronyms and Abbreviations, Glossary of Terms .................................................................... 60
6 Freedom of Information ......................................................................................................... 64
7 Departmental Reports & Publications .................................................................................... 66
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r t 3
Letter of Transmittal and
Chief Executive s Report
To: Hon. Dean Brown MP
Minister for Human Services
Parliament House
North Terrace
Adelaide SA 5000
Hon. Robert Lawson QC MLC
Minister for Disability Services
Minister for the Ageing
Parliament House
North Terrace
Adelaide SA 5000
Dear Ministers,
I am pleased to present to you this Annual
Report for the South Australian Department
of Human Services, 2000-2001.
This Annual Report summarises the activities
and achievements of more than 30 000 South
Australians over the past 12 months.
Of necessity, it provides a glimpse of just some
of the hundreds of activities carried out
throughout South Australia in the field of
health, housing and community services over
the past 365 days. These are highlighted in
the Chief Executive s Report.
The mission of the department is to work on
your behalf in providing access to services that
enhance and protect the health, social wellbeing
and quality of life of South Australians and to
best allocate available resources .
On behalf of all the staff of the department
I commend this report to you as a fair and
accurate representation of the efforts and
achievements of the past year.
With the resources available to us, every single day of
the year Department of Human Services (DHS) staff
help to improve the health, wellbeing and dignity of
hundreds of thousands of South Australians
throughout all stages of their lives.
DHS, with its responsibility for health, housing,
community and youth services, ageing and disability
services, plays a leading role in making - and keeping -
South Australia a just society.
DHS succeeds in this by focusing on both managing
the demand on its services, as well as by working to
minimise future preventable demand on those
services. DHS called on some of the best minds from
across Australia and overseas to help it plan how to
achieve this balance through participating in the
dynamic and exciting Life Journeys Conference (see
page 21).
Ideas generated by these and other local, national and
international leading thinkers contribute to DHS
policies and the planning cycle.
Current demand on services
In 2000-2001 DHS managed demand on services in
many different ways.
One area where there is a growing demand for
services is mental health and, accordingly, this is a
priority action area for DHS. A new Director of
Mental Health Services for SA, Dr Margaret Tobin,
was appointed on 31 July 2000.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r t 4
Chief Executive s Report
During the past 12 months the Mental Health Action
Plan for Reform was completed and widely
disseminated. The Mental Health Unit has been
restructured and expanded to reflect strategic
directions and priorities and provide leadership and
support for the reform process. Mental Health has
been adopted as a key priority right across the
portfolio.
The Mental Health Communication Strategy is in
place and an Information Development Plan for
Mental Health in SA has been approved.
$1.7 million funding has been invested in IT
infrastructure for community based Mental Health
services in addition to $2.9 million provided over
three years by the Commonwealth to implement the
Commonwealth-State agreement for Mental Health
Information Development.
But unprecedented demand on services is not limited
to mental health. It affects all parts of DHS. One of
our responses has been to invest heavily - $190.067
million - in improving the physical infrastructure
available to serve the community.
Major capital expenditure included:
The $74 million Stages 2/3A of the Royal
Adelaide Hospital (RAH) redevelopment
commenced with expenditure of $4.168 million
on early works and documentation. Baulderstone
Hornibrook was appointed as construction
manager for these stages, which will upgrade
critical care, emergency, imaging, theatres and
associated clinical facilities over 4 years.
The $37.4 million Stage 1 of the redevelopment
of The Queen Elizabeth Hospital commenced
with expenditure of $3.683 million. A further
$0.934 million was spent on building demolition.
This stage will provide 200 new inpatient beds to
replace existing wards.
Stage A of the $87.4 million redevelopment of
Lyell McEwin Health Service commenced with
expenditure of $5.280 million on enabling works
and documentation. This stage will provide new
emergency, imaging, theatre, Intensive Care Unit
and High Dependency Unit wards, Women s
Health Centre and administration facilities.
Upgrade and replacement of air conditioning at
Glenside Hospital was undertaken at a cost of
$1.552 million. Fire safety was also upgraded at
an additional cost of $217 000.
There was ongoing construction of the $6.427
million Critical Care Unit at Flinders Medical
Centre with expenditure of $1.245 million in
2000-2001. This project replaces 15 old and 9
temporary beds with a new 24-bed facility.
The $1.857 million Brain Injury Unit at
Hampstead Centre was completed with
expenditure of $1.604 million in 2000-2001. This
service was transferred from Julia Farr Services.
The $7.933 million Research building for the
Institute of Medical and Veterinary Science
(IMVS) was completed with expenditure of
$952 000 in 2000-2001.
Stages 1 to 3 of the $8.6 million Modbury Public
Hospital redevelopment were completed with
expenditure of $3.255 million in 2000-2001.
Documentation of Stage 4 was completed and
went out to tender late in the year. A package of
associated works totalling $1.6 million was also
approved.
The $6.550 million redevelopment of Noarlunga
Health Service, including expansion of the
emergency services, was progressed with
expenditure of $4.184 million in 2000-2001.
The $1.4 million redevelopment of the 24-bed
psychiatric facility at the Repatriation General
Hospital (RGH) was completed with expenditure
of $1.179 million in 2000-2001.
The construction of the new $14.7 million
rehabilitation facility at RGH was completed with
expenditure in 2000-2001 of $1.754 million.
In addition to the investment in physical
infrastructure to support services, extra money was
also put directly into improving the services
themselves.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r t 5
Chief Executive s Report
Making sure we have enough nurses is a key part of
this. To maintain a viable nursing workforce in
metropolitan and rural and remote areas,
recruitment and retention strategies are being
implemented. The most visible part of this strategy has
been a nurse marketing campaign to promote nursing
as a professional career option to teenagers. The
campaign consists of metrolites (bus shelter
advertising), radio commercials, a website, advertising
in Street Press, newspapers, Parent Say magazine and
the SATAC Guide, as well as a video, brochures and
showbags for all secondary schools in the State.
A complementary way of improving services has been
allocating an extra $3.5 million to elective surgery.
The funding has targeted patients who had been
waiting for longer than 6 months to reduce waiting
times. 509 additional procedures were performed
since the initial funding was released in October 2000.
Another example of responding to growing need was
the General Dental Scheme - which allowed
concession card holders to receive treatment from a
participating private dentist. This scheme has reduced
the waiting list from 110 000 in June 2000 to 88 000
in June 2001. This complements the State system for
children. South Australian children have the best oral
health in the OECD.
A further area in which SA leads the way nationally in
responding to urgent medical needs is in encouraging
organ donation. SA has a higher proportion of organ
donors than any other state. This has resulted in
higher rates of kidney transplantation. National
Organ Donor Awareness Week in February 2001
focused on the need for members of the community
to register their donor intention on the Australian
Organ Donation Register. The Gift of Life garden
was officially opened by the Governor of South
Australia and the Minister for Human Services during
that Week. The garden was established as an
expression of gratitude and to pay tribute to the
many organ donors and their families for making a
new life possible.
Client feedback positive and negative - provides our
window on the world. It is a vitally important
component in continuous improvement, as well as in
dealing with people in a fair and equitable manner.
The Health Complaints Bill, which has been tabled in
Parliament, seeks to establish a Commission to process
complaints about the provision of health services
simply and confidentially. The system will cover the
full range of services including public, private and
non-government providers. The Bill enables the
Health Complaints Commissioner to make
recommendations to improve the health system to
reduce the likelihood of similar complaints arising.
Complaints will be dealt with fairly with an emphasis
on conciliation rather than resorting to legal
procedures.
In the housing arena, urban regeneration projects
with a specific focus on public housing were underway
at The Parks and Salisbury North while other urban
renewal projects were on track at Windsor Green,
Lincoln Gardens, Risdon Grove and Mitchell Park.
These projects not only provide more dignified
housing but also help build stronger communities.
The SA Housing Trust was again declared the lowest
cost public housing provider in Australia and also
housed the highest proportion of households with
special needs. For the third consecutive year SAHT
had the highest customer satisfaction rating of all
states.
South Australia will have a Social Welfare Services
Planning Framework by the end of the year. The
framework will centre on the services provided for
youth and families through the department, as well as
services and funding provided across the non-
government sector that services this client group. It
will establish key directions for DHS in supporting the
needs of children, young people and their families
over the next three years.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r t 6
Chief Executive s Report
DHS Life Journeys Expo 2001
The expo featured displays providing information in 4 life stages -
babies and children, youth, adults and older people.
(clockwise from bottom right)
Health Checks in the form of Finger Prick Blood Cholesterol and
Physical Fitness were there to help people make healthy life choices.
Young and old alike scaled the Rockclimbing wall, and the Duke of
Edinburgh Awards presented Canoeing on the River Torrens.
SHine SA (Sexual Health Information, Networking and Education) staff
and volunteers presented their PASH program (Planned Approach to
Sexual Health) for young people.
Preventative action
Preventative action involves helping people to make
healthy life choices. One healthy life choice is
immunisation. The level of immunisation for children
has increased by 3% to 92% for one-year-olds and by
10% to 88% for two-year-olds in the last 12 months.
Flu vaccine coverage for people aged 65 years and over
increased by 3.4% to 80.5% for the 2000 flu season and
SA had the second highest flu vaccination level in
Australia. The SA Vaccine Distribution Centre
distributed 1.2 million doses of vaccine to children,
adolescents and older people through 950 surgeries and
clinics, hospitals, Aboriginal health services, community
health and councils during 2000-2001.
A creative and entertaining way in which DHS
encouraged healthy living was its free Life Journeys
Expo at the Adelaide Convention Centre in April 2001.
It was structured on four major life stages Babies and
Children, Youth, Adults and Older People creating a
stimulating and interactive environment.
The Expo focused on healthy living, providing
information to the public on positive life choices. It was
therefore an investment in preventing disease and social
dysfunction and promoting the health and wellbeing of
the community through promoting positive,
preventative choices by engaging with people personally.
Around 6500 people participated across the two days.
DHS has an obligation to provide community leadership
in reconciliation and the Expo was supported by the
simultaneous community reconciliation event,
Taikurringga Yerta. This was successful beyond our most
optimistic expectations, with more than 20 000 people
demonstrating their support of Aboriginal
Reconciliation. Taikurringga Yerta - Kaurna for In
Common Land - was organised by DHS in partnership
with the Adelaide City Council; Adelaide University;
Channel 10; Homestart; Department of Primary
Industry and Resources; Department of Environment
and Heritage; Department of State Aboriginal Affairs;
Department of Education, Training and Employment;
and community groups.
It delivered an event of International standard
including live entertainment, arts and craftworks. The
event received positive media coverage.
Reaching out to people through the conference,
Expo, the Community Reconciliation event and
participating in other community events such as the
Royal Adelaide Show complements health promotion,
parenting and other advertising campaigns and
encourages people to seek out the services of DHS
preventative units such as BreastScreen SA.
A record number of women is being screened for
breast cancer in South Australia and the free
BreastScreen SA service is acknowledged as the gold
standard in Australia.
In the 2000-2001 financial year, BreastScreen SA
performed 67 737 screening mammograms. From
January 1989 to December 2000 the program
detected 2826 breast cancers, a significant proportion
of which were early stage cancers, with a good
prognosis for simpler treatment and cure.
To December 2000, 64.7% of women in the target
group (50 to 69 years) participated in the program
over a 24-month period (the recommended screening
interval). The national target is 70%.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r t 7
Chief Executive s Report
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r t 8
Figures from the South Australian Cancer Registry
Report (2000) showed that in 1997-99 there was a
20% reduction in deaths from breast cancer in South
Australian women in the target group (50 to 69 years
of age) compared to the preceding 10-year period.
Education, early detection through breast cancer
screening and improvements in treatment of breast
cancer contributed to this achievement.
The SA Cervix Screening program has also
significantly reduced the incidence and deaths from
cervical cancer in SA women.
The Program is working towards a 70% participation
in regular 2-year screening by all women in the target
population of women aged 18-70. Particular efforts
have been made to increase participation in under-
screened groups including older women. This has
resulted in an increase in screening rates over the
1999-2000 period.
Screening among younger age groups has fallen
slightly, indicating a need to maintain recruitment
efforts for women of all ages.
Food safety is another important aspect of illness
prevention. DHS prepared a Food Bill that has been
passed by Parliament, based on a national model
which aims to promote uniformity of food laws
throughout Australia and New Zealand. New
national Food Safety Standards will be adopted under
the legislation. These Standards are expected to be
phased in during 2002. DHS will administer a special
$1.8 million budget allocation over the next two
years to support an implementation plan including
strategies for consultation and communication with
industry and local government.
The five-year homeless strategic plan, A Place to Live ,
is based on ten Key Directions that set out DHS s
response to homelessness. These are:
Prevention and Early Intervention
Affordable and appropriate housing options
Access to integrated services linked to individual
needs
Flexible care and support services
Responses to the range of needs for specific
population groups
Appropriate and timely responses for children
and young people accompanying adults who are
homeless
Stronger communities through capacity building
Integrated working relationships
Improved planning and funding arrangements
Improved performance, knowledge and skills in
addressing homelessness.
A Place to Live builds on the work outlined in the
Supported Accommodation Assistance Program
(SAAP IV) agreement, placing homelessness in a
broader context and setting in place some new
thinking about partnerships and collaboration that
can deliver improved outcomes for homeless people.
2000-2001 was a year of productive action, with the
community beginning to reap the tangible benefits of
the integration of planning for services across the
different parts of DHS.
I thank DHS staff for their work, together with their
clients and community partners, in visibly
transforming SA communities.
The contribution of people across the portfolio
continues to be outstanding. We are acutely aware of
our responsibilities to provide excellent services to
South Australians, to support strong communities and
to contribute to the State s quality of life.
Christine Charles
Chief Executive
Adelaide, September 2001
Chief Executive s Report
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r t 9
Adoption Act 1988
Aged Citizens Clubs (Subsidies) Act 1963
Blood Contaminants Act 1985
Children s Protection Act 1993
Chiropodists Act 1950
Chiropractors Act 1991
Commonwealth and State Housing Agreement
Act 1945
Commonwealth and State Housing Supplemental
Agreement Act 1954
Consent to Medical Treatment and Palliative
Care Act 1995
Controlled Substances Act 1984
Dentists Act 1984
Disability Services Act 1993
Drugs Act 1908
Family and Community Services Act 1972
Food Act 1985
Guardianship and Administration Act 1993
Health Professionals (Special Events Exemption)
Act, 2000
Hospitals Act 1934
Housing Agreement Act 1991
Housing and Urban Development (Administrative
Arrangements) Act 1995
Housing Improvement Act 1940
Institute of Medical and Veterinary Science Act
1982
Medical Practitioners Act 1983
Mental Health Act 1993
Occupational Therapists Act 1974
Office for the Ageing Act 1995
Optometrists Act 1920
Pharmacists Act 1991
Physiotherapists Act 1991
Psychological Practices Act 1973
Public and Environmental Health Act 1987
Public Charities Funds Act 1935
Public Intoxication Act 1984
Radiation Protection and Control Act 1982
Reproductive Technology Act 1988
Retirement Villages Act, 1987
Sexual Re-assignment Act, 1988, Part 2 (note
these powers and functions were conferred on
the Minister for Human Services on 17 August
2000 pursuant to the Administrative
Arrangements Act, 1994)
South Australian Co-operative and Community
Housing Act 1991
South Australian Health Commission Act 1976
South Australian Housing Trust Act 1995
Supported Residential Facilities Act 1992
Tobacco Products Regulation Act 1997 (Note: on
5/6/97 the Treasurer delegated powers and
functions in Part 5 (Sections 63 and 65) and Part
7 (Section 76 and sub-section 85(1)(a) to the
Minister for Human Services pursuant to s72 of
the Tobacco Products Regulation Act, 1997)
Transplantation and Anatomy Act 1983
Ministerial Portfolio Responsibilities
Acts administered
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r t 10
Anti-Tobacco Ministerial Advisory Task Force
Charitable and Social Welfare Fund Board
Child Health Advisory Committee
Children s Interests Bureau
Children s Protection Advisory Panel
Chiropody Board of South Australia
Chiropractors Board of South Australia
Clinical Dental Technicians Registration
Committee
Commissioners of Charitable Funds
Controlled Substances Advisory Council
Coordinating Committee for Advisory Bodies for
Children
Dental Board of South Australia
Dental Professional Conduct Tribunal
Disability Advisory Council of SA
Drug Assessment and Aid Panel
Duke of Edinburgh Award State Award
Committee
Gamblers Rehabilitation Fund Committee
Grants for Seniors Advisory Committee
Guardianship Board
Home and Community Care Ministerial Advisory
Committee
HomeStart Finance Board
Housing Advisory Council Community
Committee
Institute of Medical and Veterinary Science
Council
Medical Board of South Australia
Medical Practitioners Professional Conduct
Tribunal
Ministerial Advisory Board on Ageing
Nurses Board of South Australia
Occupational Therapists Registration
Board of South Australia
Optical Dispensers Registration Committee
Optometrists Board
Pharmacy Board of South Australia
Physiotherapists Board of South Australia
Public and Environmental Health Council
Public Housing Appeal Panel
Radiation Protection Committee
Retirement Villages Advisory Committee
South Australian Aboriginal Housing Authority
Board
South Australian Community Housing Authority
South Australian Council on Reproductive
Technology
South Australian Health Commission
South Australian Housing Trust Board
South Australian Psychological Board
Supported Residential Facilities Advisory
Committee
The Parks (Westwood) Urban Renewal Project
Committee
Boards and Committees
Boards and Committees reporting to the Minister for Human Services, the Minister for Disability
Services or the Minister for the Ageing at 30 June 2001
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 11
Department of Human Services
Overview
Functions and objectives
The Department of Human Services (DHS) was
formed as part of a major restructure of the public
sector in South Australia, designed to coordinate
planning across the state and to build links across
government and partnerships with the South
Australian community. The Human Services Portfolio
integrates health, housing and community services,
creating opportunities for integration and
collaboration and to continually improve service
delivery for South Australians. It is committed to
working for families and children, youth, older
people, the mentally ill, those with disabilities, and
people from culturally and linguistically diverse
backgrounds. It has a particular commitment to
making a difference for Aboriginal people and
communities. It delivers services within the framework
of its 1999-2002 Strategic Plan, which includes the
following mission, vision and values statements:
Mission statement
The role of DHS is to support the Minister for
Human Services and the Minister for Disability
Services and Minister for the Ageing, in providing
access to services that enhance and protect the health,
social wellbeing and quality of life of South
Australians and to best allocate available resources.
Vision statement
To significantly enhance the quality of life and
safeguard the health and wellbeing of South
Australians by leading the development of high
performing integrated health, housing and
community services for individuals, families and
communities. To achieve this vision the DHS will:
provide a coordinated response to human service
needs with a focus on wellbeing, illness
prevention, safety, housing, early intervention
and the provision of quality care
foster strong partnerships with the community
and service providers to promote resilient, caring
and productive communities
encourage individuals, families and communities
to take responsibility for their own health and
wellbeing
ensure it takes a holistic approach based on
principles of justice and equity.
Values statement
The DHS shares the following values:
Leadership
to strive for leadership of the highest quality
to set clear direction, achieve results and manage
performance
Excellent service
to work in partnership with others to achieve the
best possible outcomes for individuals, families
and communities
to be responsive and tolerant
to show good judgment
Respect
to treat staff and clients with courtesy, dignity and
respect at all times
to value diversity in all its forms and act in accord
with the principles of access and equity.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 12
The alignment of all portfolio plans to this plan is of
priority to the department. The following initiatives
are planned to ensure the alignment of all plans
developed by DHS funded services:
Development of the DHS portfolio planning
framework
Conduct of workshops, provision of advice and
editorial support by the Strategic Development
Unit
Development of a DHS Communication Strategy
Development of a DHS Service Excellence
Framework to articulate the expectations of the
department in the context of the Portfolio
Strategic Plan.
Through the Strategic Plan the DHS has committed
itself to:
ensuring community access to high quality and
timely services
ensuring adequate health and physical protection
balanced with appropriate use of support services
ensuring the protection of children and family
support
providing housing services and assistance
developing supportive communities
maximising value for money and effectiveness of
service delivery
reflecting South Australian priorities in
Commonwealth/State relations
minimising government regulation while
maintaining adequate service standards
communicating government policy clearly to the
community
setting performance requirements for public and
private providers.
Five Strategic Directions are listed in the plan and are
the foundations for successfully achieving the key
outcomes of the Human Services Portfolio. They are
the pathway supporting and underpinning the
mission and vision of the portfolio, and are
underpinned themselves by the portfolio s stated
values.
The five Key Strategic Directions outlined in the
1999-2002 Strategic Plan are:
1. Improving services for better outcomes.
2. Increasing the State s capacity to promote quality
of life.
3. Redistributing resources in a changing
environment.
4. Strengthening a culture of working together.
5. Providing sound management.
The initiatives and achievements for the DHS and
South Australian Health Commission (SAHC) are
reported against these Strategic Directions.
As the existing Strategic Plan is in its third and final
year, it is currently under review to ensure a new plan
is launched in early 2002. A series of community
consultation workshops is underway inviting portfolio
staff, constituent agencies and the community to
provide feedback on the current plan and suggestions
of priorities for the next three years. A Factfile is
being developed as part of an environmental scan.
The outcomes of the DHS Life Journeys Conference
have been documented and will also be used in
formulating the plan. A draft plan will be developed
and distributed for consultation towards the end of
2001.
Overview
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 13
Human Services Portfolio Structure
Minister for Human Services
Hon Dean Brown MP
Minister for Disability Services
Minister for the Ageing
Hon Robert Lawson QC MLC
Chief Executive
Christine Charles
Executive Director
Metropolitan
(Incorporating Primary
and Aged Care;
Housing and Community
Services)
Tom Stubbs
Executive Director
Country and Disability
Services
(Incorporating FAYS)
Roxanne Ramsey
Executive Director
Statewide
Brendon Kearney
Executive Director
Aboriginal Services
Brian Dixon
Executive Director
Strategic Planning and
Policy
Jim Davidson
Acting Chief Information Officer
Information Management Services
Ian Halkett
Director
Corporate Services
Rod Bishop
Director
Financial Services
Frank Turner
Director
Asset Services
Peter Jackson
Service Providers
Health Housing Community
Services
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 14
1 Improving Services
for Better Outcomes
Strategic Direction
A primary focus of Human Services is the planning
and delivery of services that are driven by the
needs of families and individuals. The integrated
portfolio, which incorporates health, housing and
community services, offers opportunities to plan
and respond more effectively to complex and
diverse community needs.
Focus on communications
During the year under review the department
adopted a new communications strategy which
focuses on five key themes: mental health, access to
services, reconciliation, disability and food quality.
The strategy recognises the role of coordinated
communications in promoting healthy living and
managing demand for services.
One of the department s major communications
initiatives during the year was the launch of a health
and wellbeing website: HealthySA
(www.healthysa.sa.gov.au). HealthySA has proved
extremely popular, attracting over one million hits
during its first year. The most popular categories of
information requested through the site are women
(12%), babies and children (also 12%), men (10%)
and mental health (4%).
Significant improvements were made during the year
to the department s communications infrastructure
including further development of data networks and
leading-edge network computer technology in several
service delivery areas. This infrastructure is
supporting the development and deployment of
clinical and service delivery systems and significant
improvements in access to business applications and
communications facilities. The department s network
computer initiative was recognised with a national
information technology productivity award.
The major service delivery program to be facilitated by
the enhanced data networks is CareConnect, which is
supported by the OACIS clinical information system.
During the year the department progressed a five-year
program to extend CareConnect from renal services to
all clinical areas of the eight major hospitals.
Country and Disability Services
Community care support models for Mental Health
Supported Accommodation are being established in
Victor Harbor, Whyalla and the SE region to
demonstrate:
more efficient and effective use of psychiatric
beds
increased capacity to support consumers in their
communities
development of the capacity of the non-
government sector to provide support and care
services.
An integrated service to implement the Domiciliary
Care Review model has been established in the
Gawler, Mid North and Wakefield regions, which will:
create a streamlined common access and
assessment process for ageing, disability, palliative
care, post acute care and mental health services
specify in broad terms the balance of emphasis
between health promotion, early intervention
and higher level services
move toward an integrated community service
approach to service access and service delivery
stabilise and streamline the funding coming into a
particular region on the basis of agreed outputs.
$4.045 million of Commonwealth Ageing carers
funds and $686,562 of new State funds have been
distributed to provide respite for carers.
$1 432 806 of State funding has been directed
towards providing supported accommodation places
for 89 people with disabilities while nine homes have
been purchased to enable 27 people from Strathmont
Centre to move to the community and 25 people
have moved out of the Julia Farr Centre into 5
bedroom community homes. A Julia Farr Eligibility
Committee has been established to vet admissions to
the Centre and secure appropriate community
placement, where possible.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 15
1 Strategic Direction 1: Improving Services for Better OutcomesHousehold Assistant Program
This program supports women who have given birth
at the Lyell McEwin Health Service and their families
by providing home duties during the transition from
hospital to home following early discharge. It will
provide training and employment opportunities for
young people, experience in parenting skills and
support the development of community networks.
Agenda for children in the northern
metropolitan area
This is a 3-5 year plan directed at improving service
delivery, integration and coordination to achieve
better health and wellbeing outcomes. The Agenda
links to other major initiatives in the region such as
the Playford Partnership, the Community Link
Centre proposal for Elizabeth, the Stable
Accommodation Project and the FAYS High Risk
Infants Project.
Teenage pregnancy and parenthood
A partnership approach has been established with
SHine SA and other key constituents to reduce the
rate of unplanned teenage pregnancy and improve
support to young people in their parenting role.
Comprehensive research is first being undertaken to
generate knowledge about the views of young women
regarding their circumstances, needs and services.
High need groups have been identified as Aboriginal
young women, vulnerable/marginalised young women
and those in the younger teenage years.
ParentingSA
ParentingSA s objective is to promote the importance
of the role of parenting, raise the profile of parenting
and promote its value. It provides support to parents
to build on their knowledge, skills and confidence and
supplies information, education and training.
Emergency accommodation and
community initiatives in the southern
metropolitan area
The DHS report into crisis accommodation needs in
the southern metropolitan area, Just More Houses
or Better Housing Outcomes? , was released in August
2000.
Approximately $1 million dollars will be invested to
address the Report s recommendations - including
recognising the need for more housing in the region
and more effective use of resources.
$200,000 has been made available to expand the
Hackham West Community Centre and improve
facilities, matched by the City of Onkaparinga. The
Centre conducts 56 regular programs, is used by
1200 residents a week and operates a community
development model considered to be a benchmark in
South Australia.
In another program involving the City of
Onkaparinga, a further $200 000 has been made
available for capital works to establish a Youth
Enterprise Centre supported by a Youth Enterprise
Worker who will conduct leadership training with
young people in the Aldinga/Sellicks area. A major
focus of the facility will be developing linkages with
local tourism, retail and agricultural businesses to help
young people find jobs.
Drug programs
A toll free number (1300 131340) is now available
for reporting needles and syringes found in public
places, receiving advice on how to deal with
needlestick injury and obtaining information on the
safe disposal of needles and syringes.
A specialist Drug Court has been established to deal
with offenders with drug problems. Participants may
be directed into treatment and support programs as
an alternative to imprisonment. This approach is
aimed at curtailing illicit drug use, along with the
criminal activity that accompanies it.
Additional outreach workers have been employed by
the Drug and Alcohol Services Council (DASC) to
expand its Specialist Treatment Services and provide
specialist drug and alcohol services on an outpatient
basis. In October 2000 DASC also extended its drug
substitution therapy services with the opening of the
Southern Clinic at Christies Beach.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 16
Strategic Direction 1: Improving Services for Better Outcomes1 Mental Health partnerships
A draft Consumer & Carer Partnership framework
has been developed in collaboration with Mental
Health Consumers and Carers. The final
endorsement process has commenced.
Primary Mental Health care strategy
Joint Planning has commenced with SA Divisions of
General Practice to develop a model of collaborative
practice.
Capacity of non-government sector to
support Mental Health reforms
Collaboration with Non-Government Organisations
(NGOs) has commenced and the first pilot in
Supported Accommodation models (to provide
housing and psychiatric disability support services in
Salisbury area) is also underway.
Better service outcomes for people
with Mental Health needs
A policy framework for Mental Health Reform in SA
has been approved and is being implemented.
The Mental Health Quality & Safety Council (a
sub committee of the Statewide Division s Quality
Council) is in the planning stage.
The clinical Governance Strategy has commenced.
A critical incidents and complaints management
system was established.
Psychiatric Emergency Demand Management:
the strategy is in place and funding for education
and training components finalised.
Clinical service planning studies
A series of comprehensive, integrated Metropolitan
Clinical Planning Studies have been developed to
meet the challenges of increasing technology, the
ageing population, increased demand on services and
higher costs.
Implementation plans have been completed and
launched for Healthy Start (Obstetrics and
Gynaecology), Renal and Urology Services and
Emergency Services. Implementation plans are being
developed for Cancer, Cardiac and Intensive Care
Services and are soon to be launched. Plans are also
being developed for Rehabilitation and Burns. These
initiatives will improve the focus of primary care and
improve collaboration across the continuum of care.
Elective surgery strategy
An additional $3.5 million has been allocated for
elective surgery in 2000-2001, increasing to $5.0
million in 2001-2002. This is targeted at long wait
hip/knee replacement, cataract procedures and
paediatric ENT patients. A further $1 million was
allocated to country regions to reduce surgical waiting
times, also in selected procedures.
In addition, ongoing audits are maintained of patient
cancellations and overdue patients. The funding
targets patients who have been waiting for longer
than 6 months to reduce waiting times. An additional
509 procedures have been performed since the initial
funding was released in October 2000.
$2 million was allocated to metropolitan hospitals in
July 2000 to manage the winter peak in bed demand.
On the most recent figures (three months ending
June 2001), admission times were:
Category 1 (urgent):
87% within the nominated period of 30 days
Category 2 (semi-urgent):
85.8% within the nominated period of 90 days
Category 3 (non-urgent):
93.5% within 12 months.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 17
Strategic Direction 1: Improving Services for Better Outcomes
SA Dental Service
South Australian children now have the best oral
health in the OECD - achieved through the
combination of water fluoridation and an effective
School Dental Service.
The adult situation is less satisfactory and SA Dental
Service has implemented a number of programs to
address the issue. These include the General Dental
Scheme which allows concession card holders to
receive treatment from a participating private dentist.
This has reduced the waiting list from 110 000 in
June 2000 to 88 000 in June 2001. Use of technology
has also extended the accessibility of dental care and
reduced clerical costs.
Local evidence of an emerging national dental
workforce shortage is becoming apparent in the rural
areas of SA. An innovative response has commenced
through a partnership with Adelaide University and
the Australian Dental Association to form the
Limestone Coast Partnership in the South East
of the State.
Integrated Community Planning
Integrated Community Planning establishes a
framework for integrated service delivery across the
three portfolio areas of health, housing and
community services. Agreed priorities are identified
and partnerships strengthened at the local level to
ensure that human service needs of country
communities are met in a flexible, creative and
meaningful manner.
Moving Ahead
The Strategic Plan for Older Persons is in its third year
of implementation. A performance-reporting
framework for the plan has been enhanced to include
key performance indicators. Further work is
underway to collate data on new initiatives that have
been prompted by the plan. The performance
information indicates that there has been increased
investment in prevention and early intervention
strategies and a reduction in nursing home type
acute services activity (i.e. stay of greater than 35
days) in SA metropolitan hospitals. There is evidence
that there are more step-down and transition
services available to older people since the inception
of the plan.
1
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 18
Strategic Direction 1: Improving Services for Better Outcomes1 Men s health and wellbeing
Over 40 consultations (20 in rural and remote areas)
were held with key organisations, service providers
and the community to inform and direct a
comprehensive policy and planning framework. Work
on the development of men s health and wellbeing
policy and planning framework will continue in 2001-
2002 with an allocation of $100 000.
On average, men living in country areas have poorer
health, lower life expectancy and use general
practitioners (GPs) less than men living in capital cities.
The rates of mortality/morbidity are also higher for
injury, suicide, diabetes and cardiovascular disease.
Successful programs in Laura and Kimba have
demonstrated that a major impact can be achieved
with moderate funding in educating and changing
men s behaviour in seeking health support. Extending
and sustaining this type of program throughout
country South Australia will achieve significant
improvements in health and wellbeing outcomes for
men.
Women s health and wellbeing
A review of roles and structures to best achieve the
desired outcomes in relation to women s health and
wellbeing has been undertaken through the Strategic
Planning and Policy (SPP) Division. An organisational
review of Women s Health Statewide is underway to
examine the most effective ways of responding to
women s needs. A re-orientation of the committees
and centrally funded positions of the National
Women s Health Program and policy directions in
women s health have been occurring.
The portfolio continues in its commitment to the DHS
Women s Health and Wellbeing Policy and Planning
Framework. The framework will provide strategic
directions and promote comprehensive responses to:
improving health and wellbeing of women -
focusing on those most in need
ensuring responsive, accessible, comprehensive
human services are provided.
As part of the process, a Women s Health and
Wellbeing Consultation Paper was developed and
distributed to constituents across the State. This Paper
identifies major health and wellbeing issues for
women and highlights key population groups of
women. Statewide consultation was conducted in
metropolitan and country regions with key service
providers, peak agencies and women s service sector
representatives.
Public housing
The waiting list for SAHT housing has decreased from
43 520 in 1991 to 24 700 at the end of June 2001
and applicants in greatest need were housed in less
than six months.
During the year, 70% of SAHT housing (1971
households) was allocated to the two highest
categories of need.
Social rental housing stock numbers, including
properties within the community and Aboriginal
housing sectors, fell from 64 151 in 1993-94 to a
projected 56 382 in 2000-2001. While public housing
stock has declined by 16% over the past ten years,
Aboriginal housing stock has increased by 15%.
Community housing stock has increased by 85%.
Since 1996-97, 889 properties have been transferred
to the community housing sector.
The SAHT was again declared the lowest cost public
housing provider in Australia and also housed the
highest proportion of households with special needs.
For the third consecutive year SAHT had the highest
customer satisfaction rating of all states.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 19
Profile of SA Housing Trust Customer
Need Groups
Private Rental
Allocations Assistance
Need Waiting List of houses provided
Groups as at 30.6.01 during 00-01 in 00-01
%%%%% %%%%% %%%%%
Low Income 93.54 97.33 94.54
Youth 26.33 25.47 35.96
People with a Disability 12.63 25.72 8.60
CLDB* 14.94 10.82 14.16
Aged 5.49 9.43 1.95
Mental Health 4.89 11.64 3.86
Aboriginal 3.03 7.01 4.27
Homeless 4.85 7.81 7.13
Domestic Violence 3.32 5.91 6.31
Large Families** 1.32 3.09 1.96
Totals (no. of customers) 24 700 4050 37 000
*People from Cultural & Linguistically Diverse Backgrounds
** Customers with four or more dependent children
Note: The majority of Trust customers have complex needs and therefore may
appear in more than one need category
Aboriginal Housing Authority (AHA)
The Aboriginal Housing Authority (AHA) has a
budget of $7.8 million that provides for rural and
remote housing and the Aboriginal Housing Rental
Program. In 2000-2001, 22 new rental and rural and
remote houses will be built, 18 rental properties will
be purchased and 154 properties will be improved
and upgraded.
Aboriginal people have some of the lowest rates of
home ownership in Australia. A pilot program
developed in conjunction with HomeStart Finance
will offer home ownership to 50 Aboriginal families in
Adelaide and rural centres enabling them to buy the
home they are currently renting.
The AHA has entered into a commercial arrangement
with the Aboriginal and Torres Strait Islander
Commission (ATSIC), matching National Aboriginal
Health Strategy (NAHS) housing funds and delivering
NAHS project management services for ATSIC, thus
ensuring that AHA delivers all Aboriginal community
housing in South Australia.
43 houses will be replaced in the first four projects, 21
funded by NAHS and 22 by the AHA. The new
houses will each have three bedrooms, replacing one-
and two-bedroom homes. Planning is underway for
similar projects.
The AHA implemented an Aboriginal Home
Ownership Pilot Program in July 1999 and since its
inception nine tenants have purchased their
properties, six in the metropolitan area and three in
the country. This level of enquiries is encouraging and
indicates there is a strong desire within the Aboriginal
community to participate in home ownership -
though increased market value remains a barrier.
The pilot period and Memorandum of Understanding
for the Gladys Elphick Hostel have been extended
until 31 May 2002, during which time the Aboriginal
Hostels Limited (AHL) and AHA will develop formal
referral, monitoring, evaluation and review processes,
as well as service models to ensure inter-agency
collaboration and linkages to support clients at the
hostel in determining short and long term housing
needs, and upon entering public housing with AHA.
Information Management Services organised a
program at Tandanya to raise awareness of managing
traditional knowledge within Aboriginal communities,
both past and present.
HomeStart
HomeStart Finance s Business and Strategic Plan
2000-2001 set goals to enable the organisation to
increase home ownership among low-income
households across South Australia. One of the
strategies employed to meet this objective has been to
maximise the uptake of the First Home Owner Grant.
A continued focus on households which would
otherwise be unable to secure home finance, on
communities with special needs and reducing pressure
on the private rental market have also contributed to
the overall management of the year s business
activities.
HomeStart has continued to provide government
with significant dividends of $1.6 million throughout
the year, whilst injecting $2.3 billion into the state s
property industry.
Strategic Direction 1: Improving Services for Better Outcomes1
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 20
Strategic Direction 1: Improving Services for Better Outcomes1 Homelessness
The five-year homeless strategic plan, A Place to Live ,
is based on ten Key Directions that set out DHS s
response to homelessness. These are:
Prevention and Early Intervention
Affordable and appropriate housing options
Access to integrated services linked to individual
needs
Flexible care and support services
Responses to the range of needs for specific
population groups
Appropriate and timely responses for children
and young people accompanying adults who are
homeless
Stronger communities through capacity building
Integrated working relationships
Improved planning and funding arrangements
Improved performance, knowledge and skills in
addressing homelessness.
A Place to Live builds on the work outlined in the
Supported Accommodation Assistance Program
(SAAP IV) agreement, placing homelessness in a
broader context and setting in place some new
thinking about partnerships and collaboration that
can deliver improved outcomes for homeless people.
Vulnerable adults
Towards a Service Coordination Framework for
Vulnerable Adults in the Inner City is a ten-point
strategy to improve coordination and service
response to homeless adults. Strategies include:
$3.1 million refurbishment of the St Vincent De
Paul Night Shelter for homeless men
Establishing a Stabilisation Facility for adults with
chronic alcohol/drug dependencies
Expanding the City Homeless Assessment Team
(CHAST)
Developing an Aged Care residential facility for
older homeless people.
The department has established a Homeless Task
Force to initiate a collaborative inter-agency response
to families and individuals sleeping rough and has
been successful in finding accommodation for a
number of homeless people.
Gambling
The last year has seen a major emphasis on gambling
policy by the Commonwealth and State Governments.
A Ministerial Council on Gambling (MCG) has been
established, chaired by the Commonwealth Minister
for Family and Community Services. The Prime
Minister referred gambling to the November meeting
of the Council of Australian Governments. DHS has
played a major role in these developments as SA
chairs the Gambling Working Party established by the
Community Services Ministers Conference. Research
is underway to overcome the lack of knowledge of
effective strategies for the treatment and prevention
of problem gambling. The Community Services
Ministers Advisory Council was represented on the
MCG Research Working Party.
Community Health
A comprehensive review of Metropolitan Community
Health Services was completed in May 2001. The
recommendations of the Review have been endorsed
by DHS and implementation has commenced. The
principal findings of the review were that, although
Community Health Services provide a comprehensive
range of services, a collaborative approach between
the services and other community based health,
housing and community welfare agencies would
improve the impact of services.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 21
Increasing the State s Capacity to
Promote Quality of Life
2 Strategic Direction
The Human Services portfolio promotes and
creates a healthy, caring, safe and tolerant
community consistent with the Government s
objective of enhancing the quality of life for
South Australians.
Focus on communications
During the year the department undertook a number
of communications initiatives to address public health
issues and promote healthy living.
The highlights of the year were a Life Journeys Expo
and a Conference in April/May. Around 6500
members of the community attended the Expo which
focused on healthy living and positive life choices for
the four major life stages: babies and children, youth,
adults and older people. About 200 volunteers and
150 human services agencies supported the event
which encouraged participation in a range of
activities, entertainments and health screening
opportunities.
The Expo weekend wound up with a major
reconciliation event, a public concert sponsored by the
department. Named Taikurringga-Yerta, the concert
brought together a large number of Aboriginal
performers including special guests Jimmy Little, Vika &
Linda and Christine Anu. The alcohol-free, smoke-free
concert was attended by an estimated crowd of 20 000
people including what was said to be the largest ever
gathering of Aboriginal people in Adelaide.
The Life Journeys theme continued into a conference
hosted by the department to address the theme of
What type of society do we want in the 21st
Century? Over 350 delegates participated in
discussions and activities over three days. Keynote
speakers included Sir Paul Reeves, Professor Lowitja
O Donoghue, Senator Amanda Vanstone, Dr Barry
Jones and Dr Peter Ellyard.
The Life Journeys theme continued with visits of
mini-Expos to two suburban shopping centres to
promote healthy life-styles and give shoppers
opportunities to see plans for the redevelopment of
local hospital facilities.
The year also saw significant development of the
department s information services including
HealthySA and the first stages of the development of
Human Services Online which will provide
consumers with interactive information on services
across the human services sector in South Australia.
Services to the Aboriginal community
DHS and service agencies are working towards
improving service outcomes for Aboriginal people
with disabilities. This includes a requirement through
Funding and Service Agreements for agencies to have
an Aboriginal inclusion policy.
In Coober Pedy, the Umoona community is involved
in the establishment of the local Regional Health
Service to improve access to hospital and health
services. A similar service is being established in
Ceduna.
DHS is a partner with the Attorney General s
Department in implementing the Coober Pedy
alcohol misuse strategy with a focus on Aboriginal
people; and a youth drug diversion initiative has a
focus on petrol sniffing in the Anangu Pitjantjatjara
(AP) lands.
A workshop was held in conjunction with an
Aboriginal Disability Advisory group to raise
awareness of recreational opportunities which
promote the health and wellbeing of Aboriginal
people with disabilities. DSO is working with the
Commonwealth Department of Health and Aged
Care to assist younger Aboriginal people with
disabilities who are living in aged care facilities to
secure more appropriate accommodation.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 22
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 23
Immunisation
The levels of immunisation for children has increased
by 3% to 92% for one-year-olds and by 10% to 88%
for two-year-olds in the last 12 months.
Flu vaccine coverage for people aged 65 years and
over increased by 3.4% to 80.5% for the 2000 flu
season and SA had the second highest flu vaccination
level in Australia. The SA Vaccine Distribution Centre
distributed 1.2 million doses of vaccine to children,
adolescents and the elderly through 950 surgeries
and clinics, hospitals, Aboriginal health services,
community health and councils during 2000-2001.
Vaccine wastage has been reduced to 2.4% of all doses
distributed compared with the national target of
10%. Most wastage was due to cold-chain failure
(usually inadvertent freezing) while stored at GP
surgeries.
HIV infection
Since 1985, 771 individuals had been diagnosed with
HIV infection in SA up to 31st March 2001, 704
(91%) males and 67 (9%) females. Of the males, 536
(76%) reported male-to-male sexual contact, 56 (8%)
reported injecting drug use and 30 (4%) reported
both risk factors. Injecting drug use was reported by
23 (34%) females diagnosed with HIV infection and
38 (57%) reported heterosexual transmission. During
the first quarter of 2001, 13 433 HIV screening tests
were performed; 5771 (43%) on males, 7577 (56%)
on females, and 85 tests on individuals whose sex was
not reported.
Taikurringga Yerta (In Common Land) Reconciliation Event 2001
The crowd enjoying the sun, music and atmosphere of the
Department of Human Services Reconciliation Event. The sea of
hands represents a symbol of unification for Australians.
(clockwise from right)
Karl Telfer, Kaurna traditional owner, passing down knowledge to the
next generation.
DHS staff lending a hand at the Family & Youth Services information
stall at the Taikurringga Yerta Reconciliation Event April 2001
DHS Life Journeys National Conference 2001
Christine Charles opening address at the DHS Life Journeys National
Conference. The conference theme was What type of society do we
want in the 21st Century? .
The Closing Ceremony featured CASM (Centre for Aboriginal Studies in
Music) and Holdfast Bay Choirs.
A Paiyta Dance Group member performing Welcome to Country in the
Opening Ceremony for the Conference.
Hepatitis C notifications
In the first quarter of 2001, medical notifications of
hepatitis C infection were received for 283
individuals, 197 (70%) males and 86 (30%) females.
Medical notification data show 256 (90%) individuals
were newly diagnosed with hepatitis C infection
during this period, while 27 individuals had earlier
positive tests. 39 individuals reported a previous
negative test - more than 12 months earlier in 24
cases and within the last year in 15 cases. In 109 cases
the testing history was unknown. Past or present
injecting drug use was reported as a likely
transmission route for hepatitis C virus in 188 (73%)
cases. At the time of diagnosis, males covered a broad
age range (89%, 20-49 years), while most females
(63%) were in the 20 to 39 age groups. Eight females
and four males were aged less than 20 years at
diagnosis; all had a history of injecting drug use.
Related projects and strategies
The HIV, Hepatitis C and Related Programs Unit
funded projects to the value of $2 382 500 at eight
community based organisations and agencies
incorporated under the South Australian Health
Commission Act.
The Fourth South Australian HIV Strategy and the
First South Australian Hepatitis C Strategy are being
developed.
Diabetes management
A Strategic Plan for Diabetes in South Australia and a
framework for management are being implemented
by a Diabetes Advisory Committee. A diabetes
management plan based on the successful Hills/Mallee
model is being established in the southern
metropolitan region following consultation with local
GPs, hospitals, community groups and professional
networks.
Achievements reported so far in country SA include:
Better health outcomes for people with, or at risk
of developing, diabetes
Improved self-management for clients with
diabetes
Better access for clients to diabetes nurse
educators, dietitians and podiatrists
Strategic Direction 2: Increasing the State s Capacity to Promote of Quality of Life2
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 24
Strategic Direction 2: Increasing the State s Capacity to Promote of Quality of Life2 Better programs to target at-risk groups
Increased opportunities for education/updates
for clients, GPs, nursing and allied health
Improved continuity of care.
Aboriginal health workers have been trained to
implement vision impairment prevention programs
associated with diabetes. There has also been
improved consumer input in planning and improved
access to information for consumers.
Renal services
Additional funding has been provided to respond to
key priorities identified in the Review of Country
Renal services. Funding is made up of $200 000 to
the Port Augusta Hospital to enable 5-7 additional
patients to access renal dialysis and $150 000 to Mt
Gambier and Pt Lincoln to establish support facilities
for patients choosing to self manage their own renal
dialysis.
Early childhood intervention for rural
and regional areas
Funding in 2000-2001 was $330 500 and increased
to $450 000 for 2001-2002. The program is designed
to increase access to a range of allied health services
for children with development delays and their
families living in regional SA. Benefits will include
increased provision of speech pathology, occupational
therapy, physiotherapy, developmental assessment
and behaviour therapy.
Mental Health
An active Mental Health Promotion program has
been undertaken in 2000-2001, including
contributing to the National Action Plan for
Promotion, Prevention and Early Intervention for
Mental Health, 2000 and developing the Mental
Health Promotion Workforce Development Project in
the Mid North Region of country SA. Major priorities
include suicide prevention, early childhood issues,
depression and services to young people. Regional
Mental Health funding has increased from a little
over $1.5 million in 1998-99 to almost $4 million in
2000-2001.
Rural GPs
Recruiting and retaining medical staff in country areas
remains a significant issue and an important priority.
The State provided $948 100 to the SA Rural &
Remote Medical Support Agency (SARRMSA) to
coordinate activities and strategies to assist in the
recruitment and retention of doctors in rural SA in
2000-2001.
The State and Commonwealth Governments have an
ongoing commitment to increasing the numbers of
doctors practising in country areas. There are
currently 26 vacancies for GPs in rural South
Australia.
Strategies are in place within medical schools and in
rural areas to address the issue, including providing
Rural Education Scholarships. These require
successful applicants to live and work in a rural area
of South Australia for a period equivalent to the
scholarship funding. Health is one of a number of
disciplines in which these scholarships are now
offered.
A further incentive is provided through the Rural
Health Enhancement Package, which provides
significant financial reward to resident country
practitioners at a current annual cost of $7 million.
RHEP offers doctors enhanced hospital Fee-For-
Service payments in return for their commitment to a
series of best practice initiatives. 300 individual GPs,
over 30 individual resident Specialists, and more than
60 hospitals are involved in one or more components
of the package.
The State Government has funded a project to recruit
overseas-trained doctors (OTDs), providing $130 000
this year and the same amount next year. 32
overseas-trained doctors have been recruited into
South Australia during this financial year. This is well
in excess of the target of 12-15 set at the beginning of
the year. 63 doctors have been recruited from
overseas through this scheme, which remains a short-
term recruitment strategy as many OTDs move
elsewhere or return to their home country. In April
2001 there were 24 OTDs working in rural SA with
another 21 OTDs in various stages of the recruitment
process.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 25
DHS and the Commonwealth Department of Health
and Aged Care (DHAC) are working together
regarding the Medical Outreach Specialist Program
which includes a visiting psychiatrist program for
country areas as a first priority. An initial review has
identified other possible specialties which include (but
are not limited to) paediatrics, palliative care and
dermatology.
Domestic violence
DHS has a responsibility for providing services to
people affected by violence, including child abuse,
domestic violence, rape and sexual assault. A policy is
being developed to promote violence prevention.
Training courses, which will meet pending national
standards, have already commenced in metropolitan
and country areas. Training for working with men will
reflect the five-year plan to stop violent behaviours
endorsed by the Ministerial Forum for the Prevention
of Domestic Violence.
The Metropolitan Division of DHS funds the four
metropolitan community health services to provide a
primary service delivery role to the community. It
works in partnership with other DHS divisions and
key partner agencies to develop innovative responses
to addressing violence with emphasis on early
intervention.
The Violence Intervention Programs based at
Elizabeth and central Adelaide have been favourably
reviewed during the year and, as a result, have
received funding for a further four years.
Bramwell House Motel Alternative Service was
opened in March 2001, providing supported crisis
accommodation for women and children escaping
domestic violence.
The 1800 domestic violence telephone
response service
A model for this service was developed following
collaboration between Adelaide Central Mission DV
Helpline; Domestic Violence Crisis Service Inc
(DVCS); and Crisis Response And Child Abuse Service
(CRACAS). It is anticipated that it will be fully
operational by November 2001.
Key features will include:
One call, to one number 24 hours/day and
7 days/week
Streamlined entry point
Coordination of telephone responses across all
3 services
Improved collaboration between services
Increased provision of a 24 hour/day risk
assessment response
Improved access for country callers
Development of a procedure and information
manual specific to country callers
Improved access for persons using a teleprinter
for people with a deafness disability
Improved monitoring and recording of quantity
and quality of demand
Improved promotional opportunities
Linking of the roles of professional and volunteer
workers in the sector.
Urban regeneration
The urban regeneration program recognises the need
for projects to be tailored for different communities.
Three key areas were addressed during 2000: inter-
agency collaboration, projects focused on public
housing and community capacity building.
An Interagency Projects Team was formally
established in July 2000, comprising representatives
of DHS; the Department of Education, Training and
Employment; and the Department of Transport, and
Urban Planning and the Arts. The team has identified
seven key strategic directions and work is proceeding
on a number of potential demonstration projects.
Urban regeneration projects with a specific focus on
public housing are underway at The Parks and
Salisbury North while other urban renewal projects
are occurring at Windsor Green, Lincoln Gardens,
Risdon Grove and Mitchell Park.
Strategic Direction 2: Increasing the State s Capacity to Promote of Quality of Life2
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 26
Strategic Direction 2: Increasing the State s Capacity to Promote of Quality of Life2 Two examples of community capacity building projects
are the Playford Partnership, formally established late
in 1999; and the Blair Athol/Kilburn project that
commenced in January 2001. These projects
recognise that housing and physical redevelopment
are just part of the fabric of community and therefore
include education, employment, health, welfare,
safety, and recreation as equally relevant elements of
social capital.
Health promotion
DHS has undertaken extensive and targeted
sponsorship and marketing throughout the year.
Programs have included nutrition and Smart Choice in
partnership with the SANFL, SA BMX Association and
the State Library of SA; SunSmart with the Jacobs Creek
Tour Down Under, WOMAD and Tennis SA; and Smart
Choice with Carols by Candlelight, SAJC and SACA.
Health Promoting Schools grants were awarded to 14
schools to promote better health around issues such as
physical activity, self esteem, conflict resolution and
nutrition and the Minister for Human Services
launched a resource kit for schools entitled Health
Promoting Schools - Supportive Environments for
Learning and Health .
A training course in physical activity and health for
researchers and practitioners was attended by
representatives from SA, interstate and overseas.
Funding was provided for the Health In Prisons
project, aimed at increasing levels of physical activity
amongst inmates. A project officer has been appointed
and planning is underway to provide greater
opportunities to improve health and wellbeing for
prisoners at Yatala.
DHS worked collaboratively with the Metropolitan
Domiciliary Care Services in the development of an
early intervention falls prevention service and 380
service providers attended a one day forum
presenting research on preventing falls and falls injury
in older people.
A collaborative initiative between DHS and the
Flinders University Coordinated Care Training Unit
funded a Mental Health Promotion project working
with people with depression, a project for people with
chronic respiratory conditions and an Aboriginal
Health project working with rural and remote
communities in the Eyre Region.
Human services to prisoners and
offenders
The department has developed a coordinated
response to the human service needs of prisoners and
offenders and is planning initiatives/activities within
correctional facilities. Work is continuing with the
Department of Correctional Services to establish a
Memorandum of Understanding for delivery of
health care services in correctional settings.
Palliative care strategy
The Strategic Plan for Palliative Care Services 1998
2006 guides the planning and development of
palliative care services in SA. This plan has driven
palliative care development and continues to set the
direction for improving our palliative care services.
Priorities to 2001 have largely been met and work is
being undertaken on the directions needed to achieve
the priorities for 2001 2006. Last financial year
palliative care services were provided to 2966
patients during the end stages of life and supported
their families through this bereavement period.
The Executive Services Unit of DHS provided advice
and information to service providers and the
community on the Consent to Medical Treatment and
Palliative Care Act 1995 (the Consent Act). This
included advice on issues relating to the advance health
care directives options available in SA (e.g. medical
power of attorney and enduring power of
guardianship). Trained staff delivered education
sessions and dealt with approximately 500 enquiries
(around 42 calls per month) from callers requesting
forms and specific information about advance health
care directives and related consent issues.
About 54% of calls were from the general community
and 46% were service providers approximately 10%
of calls were from country areas. DHS has developed
an effective working relationship with the Office of the
Public Advocate and Palliative Care Council to ensure
that the delivery of community education about
advance health care directives is consistent and of a
high standard.
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Strategic Direction 2: Increasing the State s Capacity to Promote of Quality of Life2
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 28
Strategic Direction 2: Increasing the State s Capacity to Promote of Quality of Life2 Tobacco
In recent years, since peaking in 1996 at 28.4%, age
standardized smoking prevalence rates have been
trending down to the current low of 25% (for the
year 2000).
Under the auspices of the Tobacco Products Regulation
Act, officers undertook 55 investigations into the
alleged illegal sale of tobacco products to minors, 152
investigations regarding complaints of smoking where
meals were being served, 341 inspections and
assessment for exemption under the provisions of
Section 47 (smoking in enclosed public dining and
caf areas) and 337 inspections for compliance with
the provisions of Section 47.
The Smoke-free Homes and Cars Project featured a
strong media campaign run from October - December
2000 and again from May - July 2001. The project
aims to reduce the damage to children s health from
passive smoking; reduce smoking in homes and cars,
particularly where there are children aged under five
present and encourage public support for non-
smoking areas in general. Interim results have been
encouraging and a final report on the project s
achievements is expected in January 2002.
The BREATHE Easy! Campaign, in collaboration with
Quit SA and Chemplus, included radio and print
advertising and aimed to increase the number of
smoke-free workplaces, particularly those with less
than 50 employees. Run from August - September
2000, this project was highly
successful in engaging many
more workplaces than expected
and, as a result, follow up
support to large and small
workplaces has extended well
into 2001.
BreastScreen SA
A record number of women is being
screened for breast cancer in South
Australia and the free BreastScreen
SA service is acknowledged as the
gold standard in Australia.
In the 2000-2001 financial year,
BreastScreen SA performed
67 737 screening mammograms.
From January 1989 to
December 2000 the program detected 2826 breast
cancers, a significant proportion of which were early
stage cancers, with a good prognosis for simpler
treatment and cure.
To December 2000, 64.7% of women in the target
group (50 to 69 years) participated in the program
over a 24-month period (the recommended screening
interval). The national target is 70%.
Figures from the South Australian Cancer Registry
Report (2000) showed that in 1997-99 there was a
20% reduction in deaths from breast cancer in South
Australian women in the target group (50 to 69 years
of age) compared to the preceding 10-year period.
Education, early detection through breast cancer
screening and improvements in treatment of breast
cancer contributed to this achievement.
SA Cervix Screening Program
The SA Cervix Screening program has significantly
reduced the incidence and deaths from cervical
cancer in SA women.
The Program is working towards a 70% participation
in regular 2-year screening by all women in the target
population of women aged 18-70. Particular efforts
have been made to increase participation in under-
screened groups including older women. This has
resulted in an increase in screening rates over the
1999-2000 period.
Screening among younger age
groups has fallen slightly,
indicating a need to maintain
recruitment efforts for women
of all ages.
Organ donation
South Australia has a higher
proportion of organ donors
than any other state and this has
resulted in higher rates of
kidney transplantation.
National Organ Donor
Awareness Week in February
2001 focused on the need for
members of the community to
register their donor intention
on the Australian Organ
Donation Register. The Gift of
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 29
Life garden was officially opened by the Governor
and the Minister for Human Services during that
Week. The garden was established as an expression of
gratitude and to pay tribute to the many organ
donors and their families for making a new life
possible.
Environmental Health Service
DHS has employed an Indigenous environmental
health officer to advance community-based
Indigenous environmental health worker
employment, education and training opportunities
throughout the State. Extensive support has been
given to the Yalata Aboriginal community in bringing
about a safer and healthier living environment with
regard to drinking water quality, housing and waste
management. Six remote Indigenous communities
have been assisted to monitor the microbiological
quality of their drinking water.
Quality use of medicines
The Quality Use of Medicine (QUM) Program
conducted an implementation study in the Southern
Fleurieu Peninsula region of the State to increase the
use of non-drug options in the management of
insomnia while reducing the prescribing of the
benzodiazepine class of drugs for this condition. A
reduction in prescribing of 20.5% was achieved,
without inappropriate substitution of other drugs
such as antidepressants.
Food Bill and safety standards
A Food Bill has been passed by Parliament, based on a
national model which aims to promote uniformity of
food laws throughout Australia and New Zealand.
New national Food Safety Standards will be adopted
under the legislation. These Standards are expected
to be phased in during 2002. DHS will administer a
special $1.8 million budget allocation over the next
two years to support an implementation plan
including strategies for consultation and
communication with industry and local government.
Regulation of Genetically Modified
Organisms (GMOs)
Three significant national initiatives - the
Commonwealth Gene Technology Act 2000; the
national Gene Technology Regulator and the co-
operative national regulatory scheme for GMOs,
all commenced on 21 June 2001. The new
national scheme is designed to protect public
health and the environment. The SA Government
responsibility for regulation of GMOs transferred
to the Minister for Human Services in May 2001.
Water for human consumption
DHS has played a key role in developing the
Framework for Drinking Water Quality
Management for inclusion in the National Health
and Medical Research Council (NHMRC)
Australian Drinking Water Guidelines and was a
focus of discussions with World Health
Organisation (WHO) representatives at a meeting
in Adelaide in May 2001.
Waste control systems and waste
water
Approval was granted to the Mt Barker Septic Tank
Effluent Drainage Scheme reclaimed water reuse
system for irrigation of a golf course and crops. A
five-year approval has been issued for the supply
of reclaimed water through the Virginia Pipeline
Scheme, following satisfactory performance during
the Bolivar tertiary treatment plant s first year of
operation.
Radiation protection legislation
DHS made a significant contribution to the
ongoing review of national radiation protection
legislation. The SA Ionizing Radiation Regulations,
under the Radiation Protection and Control Act,
came into force in September 2000. The new
regulations adopted the current NHMRC
recommendations for limiting exposures to
ionizing radiation for both radiation workers and
members of the public. The new dose limits are
more restrictive than those they replace.
Strategic Direction 2: Increasing the State s Capacity to Promote of Quality of Life2
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 30
Strategic Direction 2: Increasing the State s Capacity to Promote of Quality of Life2 Disability Action Plans
Promoting Independence Disability Action Plans for
SA was launched by the Minister for Disability Services
in November 2000. It provides a framework for
developing Disability Action Plans to assist all
portfolios and agencies to meet the requirements of
the Commonwealth Disability Discrimination Act 1992
(DDA) and the SA Equal Opportunity Act 1984.
DHS has established an Implementation Reference
Group to co-ordinate its implementation across
portfolios. Progress will be reported to the Minister
for Disability Services by each portfolio each year and
included in their Annual Reports.
DHS s report is as follows:
Outcome 1:
Portfolios and their agencies ensure accessibility to their
services to people with disabilities.
The key strategy to achieve this outcome within DHS is
the development of the draft Disability Action Plan.
This sets directions for human service providers to
redesign policies, programs and facilities to ensure that
mainstream services are accessible for people with
disabilities; eliminate practices that are discrimin-atory;
and increase employment opportunities for people
with disabilities. There is a strong emphasis on
addressing physical, communication and attitudinal
barriers in these key areas.
Outcome 2:
Portfolios and their agencies ensure information about
their services and programs is inclusive of people with
disabilities.
DHS s Country and Disability Services Division is
collaborating with the Information Economy Policy
Office (IEPO) to research the need to provide on-line
and technology-based services for people with
disabilities in regional South Australia. The project
aims to identify:
existing on-line services available to people with
disabilities
services available to the wider disabled community but
not available to people with disabilities living in
regional, rural and remote areas
opportunities for service delivery to people with
disabilities using technology - particularly the
Internet - and the benefits that may be realised
barriers or impediments to using on-line services
or technology for people living with disabilities
training and technical support issues
potential partner programs/services/agencies in
on-line service delivery to people with disabilities
in regional South Australia.
On completing this research, a business case will be
developed for the project.
Outcome 3:
Portfolios and their agencies deliver advice or services to
people with disabilities with awareness and
understanding of issues affecting people with disabilities
One of the priorities of the Plan is to ensure that
there is awareness and understanding by staff and
volunteers of their obligations under the DDA as well
as the needs of people with disabilities. One of the key
strategies to achieve this outcome will be developing a
training and resource framework for staff and
volunteers in targeted areas of responsibility.
Outcome 4:
Portfolios and their agencies provide opportunities for
consultation with people with disabilities in decision
making processes regarding service delivery and in the
implementation of complaints and grievance
mechanisms
Appropriate access for people with disabilities to
complaint handling procedures within services as well
as access to independent complaint authorities is
provided for within the Plan.
Development of the Equity of Access to Health
Services for People with Disabilities: Policy Statement
and Strategic Directions policy involved extensive
community consultation. This involved preparing a
discussion paper inviting written responses;
metropolitan and country consultations; and finally,
wide distribution of a draft policy statement and
strategic directions document for final comment.
Outcome 5:
Each portfolio Chief Executive will ensure that their
portfolio has met the requirements of the Disability
Discrimination Act 1992 and the Equal Opportunity
Act 1984.
The Plan requires service providers to develop their
own action plans through service agreements with
formal procedures for reporting and implementation.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 31
Redistributing Resources
in a Changing Environment
3 Strategic Direction
DHS ensures that people in greatest need receive
priority support and access to services in
health, housing and community service.
An evidence based Collaborative Networked Services
framework will guide the implementation of Clinical
Services Reviews and will result in coordinated
networks of clinical services provided across
metropolitan and country regions. There is a strong
emphasis on providing effective, integrated linkages
of clinical services across a range of sites and settings
to ensure a comprehensive and appropriate response
to health needs of individuals and communities. The
framework will provide an overall planned approach
linking outcomes to decisions about evidence-based
clinical planning, capital and infrastructure
development, clinical workforce planning, teaching
and research. Reference Groups have been
established for Healthy Start, Renal and Urology
Services and Emergency and Trauma Services.
An internal review of Domiciliary Care Services in
metropolitan and country areas has been completed.
It looked at:
current demand/need pressures;
eligibility criteria, assessment models and
governance;
management and accountability processes; and
links between domiciliary care services and other
agencies.
A review of Rehabilitation Services was undertaken to
determine the rehabilitation needs of the state,
whether existing services are adequate, how they
should be structured and the range of services that
should be provided. Consultation has occurred with
rehabilitation services provided by public and private
service providers and with aged care and disability
services as well as Commonwealth and State planners.
A review of Disability Services has led to the
development of the Disability Services Planning
Framework 2000-2003. It sets directions for the
provision of disability services in SA until December
2003 and will provide the basis for detailed business
planning, while ensuring planning and funding of
disability services are aligned with corporate priorities.
An accommodation services sub committee considered
how the movement from large institutions to
community based living can be further progressed.
Operational reviews of country hospitals have been
completed at Mount Gambier, Pt Pirie, Whyalla and
Pt Augusta. The outcomes are better use of resources
and improved services, with a better understanding of
the cost drivers and operational and structural
inefficiencies in the hospitals.
The Healthy Start framework moves the approach
from having a baby to creating a family . Healthy
Start includes the Implementation Plan for Obstetric,
Neonatal and Gynaecology Services in SA, which
recognises that between 2001-06 SA s birth rate will
fall by around 10%.
A Youth Services framework is being developed to
ensure better coordination and delivery of services.
The focus is on strengthening local, regional and
statewide relationships and links between government
and non-government service providers.
FAYS is reviewing the way its accommodation and
residential services are delivered. The juvenile justice
services offered by FAYS are also under review. FAYS is
identifying the strengths and weaknesses in the
current system and ways to improve service delivery.
Exceptional Needs program
People considered to be in an exceptional need
category usually have three or more debilitating
conditions spanning mental illness, intellectual and/or
sensory/physical disability, homelessness, drug and
alcohol abuse and acquired brain injury. They
experience exceptional circumstances manifesting in
them being of high risk to self and/or others. They
repeatedly fall through service gaps or their needs
cannot be met within the existing structures. Some may
come to the notice of DHS from interstate, through
Ministers or the Ombudsman, or via emergency
services or other Departments such as Justice.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 32
Strategic Direction 3: Redistributing Resources in a Changing Environment
The exceptional needs mechanism addresses equity
and access for these individuals or families, adopts a
crisis prevention focus, provides better service
outcomes for those most in need and facilitates
systemic and policy change towards improved service
integration to reduce gaps.
The annual cost of $2 million will enable appropriate
brokerage funding (e.g. for specialist/supported
accommodation; key worker; and specific
interventions not available within the public sector)
for 50 people. It is anticipated that cost efficiency will
be facilitated within two years through operational
and evaluation processes geared toward service sector
self-reliance in dealing with people in exceptional
need. The mechanism is crucial to ensuring that
government services are able to cope now and in the
future with escalating numbers of exceptional need,
at risk clients.
Improved outcomes for young people
DHS s mandate to create a continuum of
development opportunities for young people across
the service system was realised in northern
metropolitan Adelaide through establishing and
coordinating a range of lifestyle support services for
young people living in that region. With strong
community support, new partnerships have been
established and funding obtained for services available
from the Salisbury High School s alternative
education site at Paralowie House to be expanded.
Public tenders have been called. The overall goal is to
acknowledge and build on the strengths, spirit and
resilience of young people living in the northern
metropolitan area of Adelaide through providing an
extended range of alternative education, enterprise,
employment, accommodation and lifestyle support
opportunities.
North West Children and Families
Integration Project
The north western children and families integration
project has brought together three programs (the
Parenting Network, Kids n You and Tier 3) into a
framework with an emphasis on a coordinated and
sustainable response to strengthening families. The
focus has been upon developing aspects of integration
that will lead to service enhancement. This is Stage
One of a broader approach to developing integrated
regional services. Stage Two will involve linking with a
number of broader system developments. Based in the
north, the purpose is to develop approaches and
processes for integrated services that can be applied to
other regions.
DHS has allocated additional funding to this initiative
and will develop future directions with a steering
group composed of the key service providers for
children and families. The anticipated outcomes of
the work are:
Families can move between the services with
minimum disruption
Assessment processes provide information for
accurate and appropriate early intervention for
families with high needs
Increased capacity to look at innovative
approaches to fund holding
Increased ability to apply for further funding and
have the infrastructure to manage it
Simplified, more accessible information systems
for users and staff
Development of regional integrated planning for
children and families.
Mental Health initiatives
An Emergency Mental Health Services team was
established at Noarlunga
Preliminary work commenced on the development
of a Resource Allocation Model for Mental Health
An additional $4.5 million was allocated by DHS
in the past three years for Mental Health reforms
Additional funding was allocated, and new
models are being developed, for providing
Mental Health services for country people.
3
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Strengthening a Culture
of Working Together
4 Strategic Direction
DHS is committed to the creation of a tolerant,
fair and safe staff environment that supports
diversity and respects others views, skills,
experience, knowledge, encourages debate and
values difference of opinion.
Services to the Aboriginal Community
A Marketing Campaign to promote DHS as a
potential employer to the Aboriginal community was
launched in January 2001. Six Aboriginal Graduates
have been recruited throughout DHS Central Office,
six Aboriginal trainees were recruited to DHS and the
Indigenous Medical Scholarship Program has been
expanded to include Nursing & Allied Health
professionals.
The seven Aboriginal Health Advisory Committees
(AHACs) in the country regions of SA provide
support and advice to the one Ministerial-appointed
Aboriginal representative on the Regional Board.
Each of the AHACs is at different stages of
development and is creating a partnership approach
at a local and regional level. They are composed of a
majority of Aboriginal community members to
encourage the involvement of Aboriginal people in
addressing their health needs and issues. The SA
Aboriginal Health Partnership is supporting the work
of AHACs by producing its own newspaper,
highlighting the involvement of Aboriginal
communities in the planning and delivery of relevant
health and wellbeing services.
In Ceduna, the Aboriginal Services Division (ASD)
has facilitated consultations about relocating Anangu
residents in Kuhlmann Street to the newly acquired
town camp , which has been renamed Elders Camp
to respect the status of the elders in the community.
Managers have been employed to develop programs
with current residents and assist with transition to the
new site. Management issues relating to the provision
of wet and dry areas are being worked through
and a planning officer has been employed by local
government for three months to facilitate this
process in consultation with the ASD community
development officer.
At Coober Pedy, a Community Strategy has been
developed to address alcohol/substance misuse and
associated problems. This has included funding a
Mobile Assistance Patrol to move drinkers to a place
of safety. Food and nutrition programs have been
funded at the Coober Pedy Hospital (breakfast) and
at the Iwara Kutju Community Development
Employment Program (CDEP) (lunch).
Integrated services for older people
Implementation of Moving Ahead - The Next Step
2000-2001 Action Plan, which is strongly linked with
the Primary Care & Community Support
Framework, provided the key framework for
continued development of a more integrated service
system for older people. In northern metropolitan
Adelaide a broad coalition of interests continued
active support of collaborative processes, particularly
through Northern Venture, Supportlink and the
Northern Collaborative Project.
CommunityLink Centres
DHS is developing CommunityLink Centres, bringing
together health, housing and community services. The
Centres will provide the opportunity to link
Neighbourhood Houses and Centres, hospitals, local
businesses and services provided by GPs and the non-
government sector. Four proposed regional hubs are
under consideration at Noarlunga, Elizabeth and
Marion, with CommunityLink Centre developments
at the Parks Community Centre complex already well
under way, demonstrating a linking approach using IT
networks.
Northern Children and Families Forum
Creation of this Forum followed discussion with
service providers about the needs of the northern
area and a workshop organised by DHS in March
2001. The Forum is an interagency group focused on
collaborative action. The initial work of the forum is
looking at a regional approach to services and
programs that support parenting.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 34
4 Integration of services in the southernmetropolitan region
Managers from 15 DHS agencies in the Southern
metropolitan area met throughout the year to
coordinate service delivery and plan to integrate
services across health, housing and community
support sectors. Projects have been identified in
relation to mental health, protocols to improve multi
agency linkages in the region and the development of
integrated human services as part of the proposed
redevelopment of the Noarlunga Centre by the
private sector.
Suicide
The Suicide Prevention Task Force has carried out an
internal review of its role and function as the
Ministerial advisory body on Suicide. Following this
Review it has been agreed that the Task Force is to
continue and that it will be enhanced to take on a
more whole-of-government approach to suicide
prevention.
Financial Services
Wirreanda High School students worked with staff
from the Financial Services Division to depict the
Financial Services Business Plan 2000-2001 in a
multimedia format. The Wirreanda students,
supported by Hamilton Secondary College students
who filmed video sequences, used the latest
technology to combine text, still and moving pictures,
sound and voice-overs, animation and live action
video on to a small custom-shaped CD-ROM.
Contracting partnerships with NGOs
DHS provides in excess of $145 million per annum to
Non-Government Organisations - most of which work
in areas of families, youth, ageing and disability. A
joint project between the SA Council of Social Service
(SACOSS) and DHS has been initiated to review the
experience of contracting and to develop an agenda
for continued improvement.
Working Together is a document that developed
from the joint DHS/SACOSS project. It provides a
framework for building relationships between DHS
and non-government community service providers. A
joint DHS/SACOSS group will oversee the
implementation of changes supported by the Working
Together report, these include proposed changes to
current practice in areas such as contracting and
performance management.
Improving access and equity
cultural & linguistic diversity
Statewide consultations conducted with ethnic
communities, key leaders and service providers
identified six key Strategic Directions:
Promote wellbeing and health
Develop and build culturally appropriate human
services
Improve equity of resource allocation
Provide equitable access to information
Promote partnerships and build the capacity of
ethnic communities
Improve management for quality performance.
A multicultural website is currently under
development and is expected to be on-line by the end
of 2001. This website will improve client access to a
range of information in English and in community
languages.
DHS has provided funding to the University of South
Australia s School of Social Work and Social Policy
over three years to undertake a project to improve
knowledge, skills and practice on cultural diversity in
the human services and related industries and higher
education sector. The department is also funding an
initiative to develop and establish benchmarks for
cultural competencies in service delivery in order to
promote service excellence for people from culturally
and linguistically diverse backgrounds.
Strategic Direction 4: Strengthening a Culture of Working Together
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 35
Strengthening a Culture of Working Together4
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 36
Providing Sound Management5 Strategic Direction
DHS recognises that sound management of
resources is fundamental to supporting the
delivery of quality services.
Managing demand for services
DHS is committed to improved management of
demand for services. Actions taken in 2000-2001 in
support of this commitment include:
The development and implementation of a
winter bed strategy involving a continued
coordinated and collaborative approach to bed
management across the metropolitan system
Planning for the establishment of Emergency
Extended Care Unit beds in major metropolitan
hospitals
Funding an additional 85 beds in the 2000-2001
period including 20 at The Queen Elizabeth
Hospital (TQEH) for nursing home type patients
awaiting placement in aged care facilities
Development and implementation of an
Ambulance Diversion Policy
Expansion of Hospital in the Home programs
providing acute, sub-acute and post acute care
which would otherwise be provided as inpatient
service
Support and enhancement of hospital avoidance
programs, short-term, health crisis intervention
programs aimed at avoiding unnecessary
admission to hospital of older people
Improved relationships with other service
providers
Flexibility in service response
Staff flu vaccination program.
Professional services nursing
DHS provides leadership to the nursing profession
through developing policies and project/research
initiatives that improve nursing services. Advice on
professional, management and industrial issues is
provided to government and industry.
Implementation of Phase 2 of the Nurse Practitioner
role continues. Nurse Practitioners have much to
offer to the community - in particular adding value or
developing areas where no health care services exist.
The department continues to work closely with key
constituents, including the Nurses Board of South
Australia, who are carefully considering the
regulatory issues associated with introducing Nurse
Practitioner practice. Consultation continues to
develop guidelines for individual nurses to apply for
an exemption to the Ionising Radiation Regulations in
order for them to be able to initiate diagnostic
imaging tests within their scope of practice.
To maintain a viable nursing workforce in
metropolitan and rural and remote areas recruitment
and retention strategies are being implemented:
The nurse marketing campaign to promote
nursing as a professional career option to
teenagers has been launched and consists of
metrolites, radio commercials, a website,
advertising in street press, newspapers, Parent
Say magazine and the SATAC Guide, as well as a
video, brochures and showbags which were sent
to all secondary schools in the State.
Support was provided to the Royal College of
Nursing Australia s inaugural Nursing Career,
Employment and Education Expo.
Fully funded clinical refresher and re-entry
programs for registered nurses have commenced.
Resources have been provided for further
recruitment and retention strategies which will
include but not be limited to, additional refresher
and re-entry programs including those for
Enrolled Nurses, extension of the marketing
campaign and support for continuing education.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 37
200 additional nurses have been provided for
acute care metropolitan and rural and remote
health units.
Support was provided for the inaugural SA
Nursing Excellence Awards 2001 program. The
Awards are to recognise nurses for their
professional commitment and encourage
excellence in nursing. Awards were presented for
Nursing Leadership, Clinical Practice (four
categories: - including Community, Metropolitan
Acute Care, Rural and Remote Care, and
Residential and Extended Care), Education and
Research with awards to recognise specifically
both an Enrolled Nurse and an Aboriginal Nurse..
Information and Communications
There have been significant improvements in
information management and communications
facilities across the Human Services Portfolio.
Hospitals now have improved data networks and
common software to support business activities. Work
commenced on projects to replace the hospitals
ageing patient management and financial systems.
Country and metropolitan non-acute health services
have progressively been provided with access to CME
(Client Management Engine), the department s client
information system. At the end of the year CME had
been deployed in 34 agencies across 64 locations.
The Department of Human Services has been the first
agency to establish a formal Knowledge Management
function with resources dedicated to providing
services to enable better decision making through the
creation, sharing and leveraging of the value of
knowledge and facilitating best practice across the
organisation. During the year the department
adopted a Knowledge Management Framework and
commenced the development of a web-enabled
knowledge base to be available to clients through
Government web sites, CD-ROM and hard copy. The
department s knowledge management initiatives were
recognised with national productivity and innovation
awards.
Performance management
Performance Information Frameworks have been
developed for three high order plans:
Moving Ahead Strategic Plan for Older Persons
Mental Health Implementation Plan
Aboriginal Services Journey Paper and Strategic
Plan (Reconciliation).
Reporting on Moving Ahead and Mental Health has
commenced on a six monthly basis.
The Portfolio Statement is used to report on Output
Classes to the Department of Treasury and Finance.
The current structure of Output Classes has been in
place for three years. Although a review of the
outputs is about to be conducted, it is timely to
examine the trends for selected performance
measures. The period 1999-2000 to 2000-2001 has
been analysed for the indicators below:
From 1999-2000 to 2000-2001 there has been
an increased participation rate in breast screens
among 50-69 year olds of 3.2%. It is important to
note that Aboriginal women in the 50-69 year
age group have increased their participation rate
by 10.6%.
Between 1999-2000 and 2000-2001 occupied
bed days for all nursing home type patients rose
by a further 3.8%.
The number of weighted separations for
metropolitan hospitals increased by 3.4%
between 1999-2000 and 2000-2001. The
number of weighted separations for country
hospitals decreased only 0.1% for the same
period.
The number of weighted outpatient occasions of
service for metropolitan hospitals dropped by
2.7% between 1998-99 and 1999-2000.
However, between 1999-2000 and 2000-2001
there was an increase of 9.1%.
Between 1999-2000 and 2000-2001 there was a
decrease in country hospital outpatient services
of 10.0%.
Strategic Direction 5: Providing Sound Management5
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 38
1 Includes SAHT, SA Community Housing Authority
(SACHA) and the AHA.
Strategic Direction 5: Providing Sound Management5 Between 1999-2000 and 2000-2001 the
emergency weighted occasions of service at
metropolitan hospitals increased by 20.7%.
Country hospital figures increased by 15.1%.
The number of community care packages for
people over the age of 60 years increased by 712
between 1999-2000 and 2000-2001 thereby
decreasing the demand for alternative
accommodation placement particularly in nursing
homes and acute care beds.
Between 1999-2000 and 2000-2001 there was a
significant increase of 38.7% in the number of
complaints of substandard private rental housing.
The number of accommodation places provided
for homeless people or those at risk of
homelessness through the Supported Tenancies
Scheme rose between 1999-2000 and 2000-
2001 by 9.5%.
In public and community housing1 , 1300 homes
were upgraded at a cost of $37.225 million.
The department is committed to the ongoing
development and enhancement of the performance
information and management reporting systems that
will provide senior portfolio managers with sound,
timely and comprehensive information to enable
them to make informed decisions.
Family and Youth Services (FAYS)
South Australia will have a Social Welfare Services
Planning Framework by the end of the year. The
framework will centre on the services provided for
youth and families through the department, as well as
services and funding provided across the non-
government sector that services this client group. It
will establish key directions for DHS in supporting the
needs of children, young people and their families
over the next three years.
It will incorporate the work of the anti-poverty
program, along with services for young people and
children under the Guardianship of the Minister for
Human Services, adolescents at risk and juvenile
justice, child protection, alternative care and adoption
services.
A Review of Alternative Care is underway, which
will provide specific recommendations on the
alternative care system for the future and describe
how the department, in partnership with the
services sector, may enhance the provision of
services to meet the needs of children, young
people and their families.
Country health aged care and capital
works
In 2001-2002, $18.842 million is budgeted for a
major program of capital works in 15 country
hospitals. Three projects were for hospital
developments; one was for an upgrade of a
hospital building with the other 11 projects for
improved aged care accommodation. In 2000-
2001 the value of the program was $6.287 million.
Country facilities will be upgraded through a
capital investment program to improve services to
rural residents. Over three years this totals
$14.799 million for major health projects. In
addition, $2.494 million has been committed for
capital projects for Aboriginal specific services.
Performance Indicators for
Community Health
The Performance Indicators for Community
Health Project is a collaboration between
community health and DHS to develop meaningful
performance indicators (PIs) for the community
health sector. Indicators being developed will be
robust enough to measure performance yet
sensitive to the complexity of the wide range of
community health .
General Practitioner/Emergency
Department (GP/ED) after-hours
co-location trials
The department has initiated winter trials of after-
hours co-location of GPs with metropolitan
hospital emergency departments. The first 12-week
trial, located at the Queen Elizabeth Hospital,
began in July 2001 following careful planning in
2000-2001. Trials are proposed for the Women s
and Children s Hospital and the Blackwood private
hospital. Initial feedback from the patients, GPs
and ED staff at TQEH has been extremely positive.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 39
The trials have been planned to test ways of improving
access to primary care after-hours care for patients
with GP type medical complaints. Early results show
waiting times for these patients has been reduced.
Trust Fund for young people under
the Guardianship of the Minister for
Human Services
There is unequivocal evidence that children and
young people under the Guardianship of the Minister
(GoM) are highly disadvantaged, with a high need for
specialist services. $1.5 million has been allocated for
the establishment of a fund for children under the
Minister s Guardianship to foster their talents and
assist them with educational and employment
opportunities. The Dame Roma Mitchell Trust Fund
for Children and Young People is currently being
established.
Office for the Ageing
The following activities associated with the Home and
Community Care Program (HACC) Program
occurred during 2000-2001:
Successfully managed allocation of a record $81.5
million in HACC funding for services across SA
Negotiated a Deed of Agreement with the
Department of Veterans Affairs (DVA) regarding
the Veterans Home Care Program, which will
provide an additional $660 000 per year for
HACC services in SA
Conducted the inaugural State HACC
Indigenous Worker s Forum
Selected ten HACC funded agencies for appraisal
in 2001, which are in the process of completing
their self-appraisal against the HACC Standards.
The following activities are associated with policy
portfolios and other areas of responsibility:
A Seniors Register was established in January
2001.
An Acute Transition Alliance was established to
provide care, rehabilitation and case planning in
an appropriate setting for older people exiting
hospitals.
A diverse range of innovative projects was
funded through the Grants for Seniors
Program to extend the opportunities for older
people to gain access to a range of
recreational, educational and developmental
activities (approx. $340 000).
The Aboriginal Aged Care Resource
Committee was established by the Council of
Aboriginal Elders of South Australia to provide
expert advice around ageing issues.
Remissions on Emergency Services Levy and
concessions on council rates were introduced
for self funded-retirees and Seniors Card
holders.
A new Ministerial Advisory Board was
appointed in September 2000, with the Hon
Jennifer Cashmore AM appointed as chair.
The Tjilipi Pampa Ngura (Aged Care Facility)
located at Pukatja, previously known as
Ernabella, was opened ($2 757 750).
Mental Health
A new Director of Mental Health Services for SA,
Dr Margaret Tobin, was appointed on 31 July
2000.
During the past 12 months the Mental Health
Action Plan for Reform was completed and widely
disseminated. The Mental Health Unit has been
restructured and expanded to reflect strategic
directions and priorities and provide leadership
and support for the reform process. Mental Health
has been adopted as a key priority right across the
portfolio.
The Mental Health Communication Strategy is in
place and an Information Development Plan for
Mental Health in SA has been approved.
$1.7 million funding has been invested in IT
infrastructure for community based Mental Health
services in addition to $2.9 million provided over
three years by the Commonwealth to implement
the Commonwealth-State agreement for Mental
Health Information Development.
Strategic Direction 5: Providing Sound Management5
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 40
Strategic Direction 5: Providing Sound Management5 Asset Services
Asset Services ensures that adequate land, buildings
and equipment are available to service delivery
requirements.
Capital expenditure for 2000-2001 was $190.067
million including expenditure of $109.249 million on
Health and FAYS. The expenditure on housing
programs was $80.818 million excluding GST.
Major capital expenditure included:
The $74 million Stages 2/3A of the RAH
redevelopment commenced with expenditure of
$4.168 million on early works and
documentation. Baulderstone Hornibrook was
appointed as construction manager for these
stages, which will upgrade critical care,
emergency, imaging, theatres and associated
clinical facilities over 4 years.
The $37.4 million Stage 1 of the redevelopment
of The Queen Elizabeth Hospital commenced
with expenditure of $3.683 million. A further
$0.934 million was spent on building demolition.
This stage will provide 200 new inpatient beds to
replace existing wards.
Stage A of the $87.4 million redevelopment of
Lyell McEwin Health Service commenced with
expenditure of $5.280 million on enabling works
and documentation. This stage will provide new
emergency, imaging, theatre, Intensive Care Unit
and High Dependency Unit wards, Women s
Health Centre and administration facilities.
Upgrade and replacement of air conditioning at
Glenside Hospital was undertaken at a cost of
$1.552 million. Fire safety was also upgraded at
an additional cost of $217 000.
There was ongoing construction of the $6.427
million Critical Care Unit at Flinders Medical
Centre with expenditure of $1.245 million in
2000-2001. This project replaces 15 old and 9
temporary beds with a new 24-bed facility.
The $1.857 million Brain Injury Unit at
Hampstead Centre was completed with
expenditure of $1.604 million in 2000-2001.
This service was transferred from Julia Farr
Services.
The $7.933 million Research building for the
IMVS was completed with expenditure of
$952 000 in 2000-2001.
Stages 1 to 3 of the $8.6 million Modbury Public
Hospital redevelopment were completed with
expenditure of $3.255 million in 2000-2001.
Documentation of Stage 4 was completed and
went out to tender late in the year. A package of
associated works totalling $1.6 million was also
approved.
The $6.550 million redevelopment of Noarlunga
Health Service including expansion of the
emergency services was progressed with
expenditure of $4.184 million in 2000-2001.
The $1.4 million redevelopment of the 24-bed
psychiatric facility at RGH was completed with
expenditure of $1.179 million in 2000-2001.
The construction of the new $14.7 million
rehabilitation facility at RGH was completed with
expenditure in 2000-2001 of $1.754 million.
A total of $2.850 million was spent on capital projects
for Family and Youth Services. Features of this
program included:
Investment of $364 000 on Cavan Training
Centre
$235 000 for the purchase of a property in
Ceduna for redevelopment as the District Office
$954 000 to complete the fit-out of new District
Offices in Coober Pedy and Gawler
$390 000 on maintenance works at Magill
Training Centre.
Projects for disability services included:
equipment totalling $800 000 purchased
through the Independent Living Equipment
Program for people with intellectual disability
$190 000 of a $250 000 program of urgent
maintenance at Strathmont Centre
expenditure of $179 000 on the $4.850 million
Aged Care project at Northfield.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 41
The following country hospital projects were undertaken:
Work was completed on the $2.665 million
redevelopment of day surgery, dental and
radiology at Mount Barker.
The Port Broughton Health Centre was
upgraded at a cost of $378 000.
The $1.017 redevelopment of aged care beds at
Jamestown was completed with expenditure of
$110 000.
Engineering services at Whyalla Hospital were
upgraded at a cost of $697,000 with a further
$2.800 million to be spent over the next two years.
The $2.146 million redevelopment of aged care
beds in Wakefield Region at Maitland, Riverton,
Snowtown and Eudunda was completed with
expenditure of $1.453 million in 2000-2001.
Over $14 million was spent on medical equipment:
The major equipment included a cardiology
angiography unit for Royal Adelaide Hospital,
CAT scanners for Lyell McEwin Health Service
(LMHS), The Queen Elizabeth Hospital (TQEH)
and the Women s and Children s Hospital (WCH)
and fluoroscopy rooms for TQEH and LMHS. A
DNA sequencer and haematology analyser were
acquired by IMVS at a cost of $1.042 million.
Volunteering policy
South Australia, and particularly human services
agencies in both the government and non-
government sector, is at the forefront of delivering
and managing quality volunteer programs. DHS
supports volunteering by funding non-government
health, housing and community services organisations
to provide services which may include the support of
volunteers. In addition, many consumers of the
department s services are involved in advisory groups
and panels to assist DHS in planning its services.
International Year of the Volunteer
DHS has contributed to the international, national
and state objectives for the International Year of the
Volunteer (IYV 2001) to recognise the valuable
contribution volunteers make to the community and
to their sponsoring agencies.
Mapping of volunteer programs, services and number
of volunteers has revealed 11 000 volunteers, nine
areas of core business and 117 activities/services used
within the portfolio, including hospitals and family
and youth services. DHS has maximized the potential
for agencies to celebrate through fostering regional
partnerships and the allocation of DHS IYV
Celebration Small Grants to volunteer programs with
20 or less volunteers. Site Specific celebrations are
underway across the state with 53 events registered
on the DHS IYV Calendar of Events.
A video is being produced to acknowledge the
volunteer effort across the portfolio; to depict the
diverse range of volunteer services provided; and as a
promotional and recruitment tool by Volunteer
Coordinators.
Financial Services
Financial Services managed the operational
requirements resulting from changes made to the SA
Health Commission Act. Additional management
highlights included establishing a Taxation Services
Team to centralise tax advisory and compliance
services.
Legislative changes
During 2000-2001 significant changes were made to
the South Australian Health Commission Act 1976
(SAHC Act). Powers, functions, assets, rights and
liabilities were transferred from the Health
Commission to the Minister for Human Services.
Many powers were in turn delegated to DHS.
The Health Complaints Bill, which has been tabled in
Parliament, seeks to establish a Commission to process
complaints about the provision of health services
simply and confidentially. The system will cover the
full range of services including public, private and
non-government providers. The Bill enables the
Health Complaints Commissioner to make
recommendations to improve the health system to
reduce the likelihood of similar complaints arising.
Complaints will be dealt with fairly with an emphasis
on conciliation rather than resorting to legal
procedures.
Strategic Direction 5: Providing Sound Management5
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 42
International Year of Volunteers (IYV)
(clockwise from top)
Daniel Badger, Winner of the 2000 Young Australian of the Year for
Community Service. Daniel was nominated for this award by the
Department of Human Services for his volunteer work at The Queen
Elizabeth Hospital.
Child and Youth Health Helpline volunteer, Sacha Palmer, in action.
IYV National Health & Medical Research Council Awards - Winner of
State Gold Award for Rural: Direct Service Provision and National Silver
Award is Nicola Chapman, Port Pirie Health Service, Volunteer Co-
ordinator. The Award was presented by Dean Brown, Minister for
Human Services.
Margaret Richards (left), president of The Friends of The Queen
Elizabeth Hospital , and Annie Mandalovic, Volunteer Coordinator at
The QEH, were presented with a National Health & Medical Research
Council IYV Award.
Staff and Volunteers at the Oakden Volunteer Service (North Western
Mental Health Service - Older People) at an IYV morning tea and
Information Day.
Whyalla Hospital & Community Health Volunteers including members of
the Silver Sirens , Whyalla s Health Promotion Theatre Group. They
sang up a storm in the Whyalla community, reminding all to make
healthy life choices by remembering their health check ups.
(below)
Helen Sykorra heads a volunteer group called RGH Golden Link, which
works to support the Repatriation General Hospital and patient care.
She rallies helpers able to make craft, sell raffle tickets and undertake
various activities within the hospital.
Helen is involved in Foundation Daw Park, which, since her push
started, raised $1.7million.
Don t wait until you give up work to volunteer
....volunteering is for everyone. It is a pleasure
that leaves time for leisure!
Strategic Direction 5: Providing Sound Management5 Details on the Food Bill are contained on page 29.
The Minister for Human Services and the Inter
Church Housing Unit (on behalf of the South
Australian Council of Churches) entered a
partnership agreement on 31 August 2000 to
introduce new incentives to make land available for
community housing purposes.
The South Australian Co-operative and Community
Housing (Associated Land Owners) Amendment Bill
2001 was approved by Parliament to enable the
transfer of ownership of joint venture developments,
including all improvements, to a Church or other
joint venture partner (Associated Land Owner)
meeting the criteria following an agreed period of time.
The amendments provide an incentive to
Churches or other organisations to release land
for housing low income households;
Ownership of joint venture developments,
including all improvements, will be transferred to
a Church or other joint venture partner
(Associated Land Owner) meeting the criteria
following an agreed period of time (30 years);
Property management, including tenant selection,
will be the responsibility of community housing
organisations under lease agreement from the
Church or Associated Land Owner;
Government will retain control over broad
allocation and pricing (rents) policy;
Churches or Associated Land Owners will be
responsible for the provision of appropriate
support to the tenant households.
Reconciliation (See also Appendix 4 -
Statement of Reconciliation)
The Aboriginal Services Division Strategic Plan 2001-
2004 has been designated the status of a Service
Improvement Plan. The Reconciliation Reference
Committee has been conducting a series of Landmark
Workshops to develop a twelve month Reconciliation
Business Plan to ensure progress on the full
implementation of the Aboriginal Services
signposts and the nine action statements
contained in the DHS Statement
of Reconciliation.
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2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 44
Strategic Direction 5: Providing Sound Management5 Quality and National HealthDevelopment Fund Strategic Plan
These strategic plans:
Are required under Australian Health Care
Agreements (AHCA) to advance quality
improvement and enhance public hospital
services
Provide an agreed basis for application of
National Health Development Funds (NHDF).
Ongoing funding is conditional on strategic plans
being agreed between SA and the Commonwealth.
The SA Safety and Quality Council oversees quality
initiatives in the State s hospitals and ongoing
development and monitoring of the quality strategic
plan. The NHDF strategic plan includes $15 million
for the implementation of the Open Architecture
Clinical Information System (OACIS) in Adelaide s
eight major metropolitan public hospitals, a project
that includes substantial contribution from the SA
Government. The remaining $6 million will be spent
on projects aimed at primary and community care
services and improving links between these services
and acute system.
Service excellence
The department is conducting a mapping exercise to
ascertain the range of service improvement initiatives
and quality models currently being implemented
across the portfolio. The information will assist the
development of a DHS Service Excellence Framework
and the formation of a DHS Service Excellence
Council. Funding and Service Agreements will
incorporate the requirement for DHS funded service
agencies to demonstrate implementation of the
framework.
Service impacts of asylum seekers
DHS has played an important role in service provision
in this area. The department has been instrumental in
coordinating strategic responses to settlement
processes for Temporary Protection Visa (TPV)
holders and has established an interagency group to
respond to this population group in an integrated
manner.
The main area of involvement has been through the
arrival in urban areas of asylum seekers released from
Commonwealth Detention Centres on TPVs. The
Commonwealth introduced 3 year TPVs in October
1999 as part of its effort to stem the flow of asylum
seekers into the country. Adelaide receives a high
number of TPV holders, primarily from the Woomera
detention centre. Since 30 March 2000, 1185 TPV
holders have been released to Adelaide, which
represents 25% of all releases across Australia.
The initial cost pressures relate to housing, emergency
financial assistance, settlement and health services,
which are provided through Migrant Health. Other
costs being covered by the State Government include
English language classes, access to Job Network
Services, household formation support and providing
culturally appropriate supported accommodation
placements for all 12-15 year olds released from the
detention centre. DHS has contributed to developing
national approaches to the protection of children
who are unaccompanied humanitarian entrants held
in immigration detention centres and to the
arrangements for guardianship once released into the
community. As the Commonwealth does not cover
settlement services, cost pressures fall onto the State
Government. These costs are considerable, especially
as TPV holders arrive in Adelaide at rate of 20-30
people per week.
Code of fair information handling
practices for DHS
DHS s desire to improve service delivery and public
sector efficiency through on-line services makes it
important to address the community s concern for
privacy and its balance with the storage capacity of
technology. As a result, the department is in the
process of developing a Code of Fair Information
Handling Practices.
This important initiative, in line with national and
international standards, will set out standards for the
collection, use, disclosure, and security of client
information.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 45
Human Resource Management System
The Human Resource Management System (HRMS)
Project covers all 30 000 major metropolitan
employees in the DHS portfolio. Working
collaboratively, DHS and the seven Health Units have,
over the past year, determined the user requirements,
proceeded to open tender call, evaluated and selected
a preferred vendor. In April 2001, Cabinet approved
the signing of a contract with Frontier Software Pty
Ltd., which will provide a Bureau Service using their
product, the Complete Human Resource Information
System (CHRIS). CHRIS will provide an integrated
Human Resource and Payroll system, supporting
Human Resources, Payroll, Leave and Absence
Management, Training & Development and
Reporting functions.
The new service will:
Provide improved workforce planning,
management and development of each Health
Unit site and across the whole DHS portfolio
Enable the Human Resource focus to move from
administrative support to expert consultation and
advice, providing line managers with tools to
effectively manage HR issues
Improve HR services through processing
efficiencies, reducing duplication and reducing
manual processes.
Risk management
Following the formation of a single Risk Management
Unit during 2000, a framework for strategic and
systematic risk management is being implemented
across the portfolio.
Clinical Risk Management has been identified as a
priority area and a joint project to strengthen this,
particularly in metropolitan hospitals, has been
established as a partnership between Risk
Management Services, Statewide Division and South
Australian Captive Insurance Corporation
(SAICORP).
Close networks have also been forged with clinical risk
managers both nationally and internationally through
establishing the Australasian Society for Healthcare
Risk Management for which DHS has been a major
sponsor.
State Government Youth Recruitment
Initiative
DHS employs young South Australians through work
experience, ongoing employment or returning to
tertiary study. Commitment to the Graduate
Employment program has continued to grow across a
broad range of disciplines:
2000-2001 Graduate Program Graduates
Generalist 6
Environmentalist 1
Building 2
Journalism 1
Project 6
Human Resources 4
Social Planning 2
Accounting 8
Pharmacy 1
Podiatry 1
Speech Pathology 1
Physiotherapy 1
Research 5
Scientific 1
Dietician 1
Politics 1
Marketing 1
Policy 6
Total 49
Non Graduate (Recruit) Program Trainees
Clerical 53
Finance 2
Information Technology 7
Horticultural 6
Dental Assistants 35
Youth Worker 1
Total 104
Strategic Direction 5: Providing Sound Management5
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 46
Strategic Direction 5: Providing Sound Management5 Workforce development
DHS Senior Executive has led the development of a
Leadership Advantage program during 2000-2001
aimed at senior staff of DHS. The program has been
developed to assist in the ongoing assessment and
development of leadership competencies, which will
ensure that our people contribute to achieving the
strategic objectives of the department. A first group of
16 senior staff from across the portfolio completed
the program at the end of May 2001. Further groups
are scheduled for 2001-2002.
Workforce planning
Aspects of nursing and medical workforce planning
have been consolidated within the Corporate Services
area and a senior officer has been appointed to
provide a range of workforce planning activities.
The workforce planning strategy will provide the
workforce related information required to manage
risk, develop strategies for recruitment,
redeployment, retraining and retirement and the
capacity to achieve current and future objectives. The
next steps in this project are to:
Develop a workforce planning policy and
framework which will guide and drive workforce
profiling, demand and supply modelling
Analyse issues which will impact on workforce
availability
Develop a workforce planning model to achieve
portfolio strategic goals
Ensure the practice of workforce planning is
sustainable and effective
Provide an annual portfolio workforce plan
report.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tDepartment of Human Services 47
South Australian Health Commission
Annual Report
Roles and Responsibilities
During 2000-2001 significant changes were
made to the South Australian Health Commission
Act, 1976 (SAHC Act). Powers, functions, assets,
rights and liabilities of the SAHC were
transferred from the Health Commission to the
Minister for Human Services. Many powers were
in turn delegated to the Department of Human
Services. Financial Services successfully
identified and implemented changes to financial
reporting structures and systems to reflect these
changes.
The SA Health Commission (SAHC) has the powers,
rights, duties and functions set out in the SAHC Act.
Its functions under the SAHC Act, which are advisory,
are set out in Section 16 (1). Those functions are:
(a) to the extent determined by the Minister, to
provide advice to the Minister on the
performance of functions conferred on the
Minister under this Act or any other Act;
(b) at the request of the Minister, to provide
information to the Minister on the requirements
of the public, or any section of the public, in the
field of health or health services, or to assist in the
planning of health services;
(c) to develop, foster or promote proper standards
of public and environmental health in the State;
(d) to the extent determined by the Minister, to plan,
initiate, carry out, support or promote programs
or activities designed to improve or promote
public and environmental health;
(e) to increase public awareness of such matters
relating to health as appear to be appropriate to
the Commission or as are designated by the
Minister;
(f) to assist the Minister in the dissemination of
knowledge in the field of public health to the
advancement of the public interest;
(g) at the request of the Minister, to investigate and
report on any matter relevant to public or
environmental health or to health services within
the State;
(h) at the request of the Minister, to conduct
inquiries into any aspect of public or
environmental health, the provision of health
services or the care of the public (or of any
section of the public);
(i) to provide advice to the Minister on action to be
taken to prevent or avert the spread of diseases
that are a danger to the public or on other
matters relevant to the protection or promotion
of public health;
(j) at the request of the Minister, to provide advice
to the Minister on the administration of any
provision of this Act, or of any designated Act, or
on the exercise or performance of powers under
this Act or any designated Act;
(k) at the request of the Minister, to provide advice
on any other matter in relation to which the
Minister considers that the advice of the
Commission should be available;
(l) to carry out other functions assigned to the
Commission by this or under this or any other
Act, or by the Minister;
(m) to carry out other functions as may be necessary,
expedient or incidental to the foregoing.
The Commission has the powers necessary or
expedient for, or incidental to, the performance of its
functions.
The Commission may delegate its powers and
functions pursuant to Section 19 of the SAHC Act.
In the exercise of its functions, the SAHC is:
subject to the control and direction of the Minister
required to seek to coordinate its activities with
DHS - the activities of which are outlined in this
Annual Report.
The Commission also has certain specific powers and
functions in the area of public health pursuant to:
The Food Act, 1985
The Public and Environmental Health Act, 1982
The Radiation Protection and Control Act, 1982.
2 0 0 0 - 2 0 0 1 A n n u a l R e p o r tSouth Australian Health Commission 48
Ms Christine Charles, Chairman
(appointed 16 April 1998)
Professor Brendon Kearney
(appointed 1 December 1998)
Mr James Davidson
(appointed 25 July 1999)
Ms Roxanne Ramsey
(appointed 25 July 1999)
Mr Brian Dixon
(appointed 12 April 2001)
Members of the Commission
DHS/00001/AnnualReport/PRCUnit/Icarus/Finsbury/January2002
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1993-94 1994-95 1995-96 1996-97 1997-98 1998-99 1999-2000 2000-2001
Average daily available beds2 5 060 4 946 4 874 4 725 4 696 4 626 4 566 4 600
Occupancy rate3 75% 70% 71% 73% 73% 72% 72% 73.3%
Admissions:
Overnight stay patients 191 104 191 811 191 007 186 820 190 626 189 545 184 970 179 874
Same day patients 93 471 108 243 115 725 124 852 135 976 146 028 154 407 156 029
Total admissions 284 575 300 054 306 732 311 672 326 602 335 573 339 377 335 903
Admissions /1000 population 194 203 208 210 220 226 227 224
%same day admissions4 33% 36% 38% 40% 42% 44% 45% 46.5%
Average length of stay5 4.9 4.4 4.3 4.3 4.1 4.0 4.0 4.1
Occupied bed days 1 384 989 1 327 567 1 334 187 1 336 473 1 342 230 1 356 240 1 347 819 1 387 032
Non-inpatients6 :
Casualty 377 433 414 369 435 378 438 103 455 659 461 256 463 044 472 067
Outpatients7 1 323 714 1 356 247 1 384 580 1 389 401 1 453 209 1 418 887 1 483 803 1 471 176
Source: Data sourced from the Monthly Management Summary System.
Hospital Activity Statistics1
1 This table contains data for all public recognised hospitals, including
the Pregnancy Advisory Centre and Torrens House.
2 The average number of beds available for use by patients in the course
of the year.
3 The ratio of occupied beds divided by annual available beds. This
excludes day only patients treated in designated day only facilities.
4 Population figures represent the mean resident population of South
Australia as estimated by the Australian Bureau of Statistics for that
financial year.
5 The average number of days all admitted patients spent in hospital,
including day only patients.
6 The increases in non-admitted patient activity reflect, in part, trends in
the use of these services and, in part, the results by the DHS to
improve the quality of data reported. It should be noted that the series
has changed from reporting attendances at outpatient and casualty
clinics (for the years 1990-91 to 1992-93) to occasion of service at
each clinic (from 1993-94).
7 Excludes private outpatients.
1 Appendix
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HR Summary
Non-Executive Employment, 30 June 2001
Head Count FTE s
Classification Male Female Total Ongoing Contract Casual Total
Trainees 12 30 42 42 42
ASO1 23 167 190 121.9 37.5 8.3 167.7
ASO2 75 299 374 281.0 70.8 351.8
ASO3 53 190 243 193.4 37.4 230.8
ASO4 176 206 382 336.0 40.4 376.4
ASO5 140 174 314 240.5 59.1 299.6
ASO6 100 111 211 169.9 35.6 205.5
ASO7 39 39 78 65.8 10.8 76.6
ASO8 37 29 66 55.6 9.8 65.4
MAS1 2 2 4 4.0 4.0
MAS2 26 32 58 48.8 9.0 57.8
MAS3 4 1 5 5.0 5.0
Public Advocate 1 1 1.0 1.0
President GBoard 1 1 1.0 1.0
Total 677 1 250 1 927 1 523.9 310.4 8.3 1842.6
PSO1 72 227 299 207.3 71.2 0.6 279.1
PSO2 30 92 122 86.5 27.6 114.1
PSO3 34 47 81 67.4 12.0 79.4
PSO4 7 2 9 8.0 1.0 9.0
PSO5 5 5 4.0 1.0 5.0
MPS1 1 1 1.0 1.0
MPS3 1 1 1.0 1.0
Total 150 368 518 374.2 113.8 0.6 488.6
OPS1 11 5 16 2 9.4 3 14.4
OPS1A 30 29 59 3 39.4 42.4
OPS2 54 37 91 32.6 25.7 23.3 81.6
OPS2A 42 105 147 62.2 42.8 10.4 115.4
OPS3 79 31 110 99.4 8 2 109.4
OPS3A 28 42 70 44.2 18.1 0.7 63
OPS4 21 12 33 29.6 3 32.6
OPS4A 25 23 48 37.2 7.3 1 45.5
OPS5 11 7 18 17 1 18
OPS5A 3 1 4 3 1 4
Total 304 292 596 327.2 119.3 79.8 526.3
2 Appendix
Employment numbers
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Non-Executive Employment, 30 June 2001
Head CountHead CountHead CountHead CountHead Count FTE sFTE sFTE sFTE sFTE s
Classification Male Female Total Ongoing Contract Casual Total
TGO0 1 1 1.0 1
TGO2 5 3 8 8.0 8
TGO3 6 6 5.0 1.0 6
TGO4 2 2 2.0 2
Total 14 3 17 16.0 1.0 0 17.0
RN1 2 2 1.0 1.0
RN2 8 8 5.7 1.5 7.2
RN3 1 1 1.0 1.0
RN3A 1 6 7 6.0 1.0 7.0
RN3B 1 1 1.0 1.0
RN4 1 1 1.0 1.0
MD1 1 1 0.7 0.7
MD2 5 2 7 5.8 1.0 6.8
MD3A 1 1 1.0 1.0
MD3C 1 1 1.0 1.0
MDP3 2 2 1.8 1.8
MDP4 3 3 2.1 2.1
Total 8 27 35 24.6 7.0 0 31.6
HAE1 2 2 0.8 0.5 1.3
HAE2 1 5 6 1.6 2.6 0.1 4.3
HAE3 2 8 10 2.0 3.1 1.8 6.9
HAE4 2 1 3 2.0 1.0 3.0
HAE5 1 1 1.0 1.0
GSE1 7 7 3.5 3.5
GSE3 1 1 2 2.0 2.0
GSE4 1 1 1.0 1.0
GSE5 1 1 1.0 1.0
GSE6 1 1 1.0 1.0
MET11 1 1 1.0 1.0
Total 11 24 35 16.9 7.2 1.9 26.0
Grand Total 1 176 1 994 3 170 2 282.8 600.7 90.6 2 974.1
Notes:
Figures only include PSM Act employees.
The figures do not include employees on Leave without pay in June 2001
The figures exclude HomeStart Finance.
Appendix 2: HR Summary2
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LeadershipSA
Leave management
DHS staff participated in a range of LeadershipSA
activities during 2000-2001, including the Senior
Management Program, the Public Sector
Management course and the First Line Management
Program. In addition the DHS Workforce
Development Centre provides a corporate,
professional and human resource service to DHS
employees and its service delivery units, careers
consulting, strategic workforce planning, liaison
between DHS and the University and vocational
education sectors and workforce development
(training and development).
DHS values and strives for leadership of the highest
quality. Programs provided by DHS to support this
include the Influential Leadership Program, the Self
Study Management Program and a range of short
course programs.
1998-99 1999-2000 2000-2001
Average number of sick leave days per FTE 7.0 7.0 6.5
Average number of family carer leave days taken per FTE - - 0.15
Executive Employment, 30 June 2001
Head Count FTE s
Approved
Classification Executive Positions Male Female Untenured Tenured
CE 1 1
EXD 4 3 1 3 1
EXC (EL3) 7 8 1 3 6
EXB (EL2) 15 6 9 3 12
EXA (EL1) 17 16 5 3 18
Total 44 33 17 12 38
Notes: The figures exclude HomeStart Finance.
Appendix 2: HR Summary2
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The DHS has maintained its commitment to
employing and promoting on merit regardless of race,
gender, sexuality, marital status, pregnancy, physical
or intellectual impairment. However, DHS has also
explored appropriate strategies, including positive
discrimination, to provide opportunities to increase
the number of targeted population groups, e.g.
Aboriginal and Torres Strait Islanders, employed
within the portfolio. The Workforce Management
Branch is committed to working with the Aboriginal
Services Division in achieving our commitments in the
DHS Statement of Reconciliation to actively work
towards increasing the number of Aboriginal people
employed within the Portfolio and the number in
decision making positions.
Fraud detection
There were no instances of fraud detected within the
DHS during the 2000-2001 financial year. The DHS
has an expectation of sound corporate governance
and strong controls throughout its areas of
responsibility and has established risk management
initiatives and controls to achieve this.
A number of key initiatives have been developed and
implemented to ensure DHS is using a continuous
improvement model for OHS&IM. They include:
The formation of an over-arching committee to
manage these areas, while still maintaining
individual committees to address areas unique to
health, housing and FAYS
The calling of a statewide tender to address the
training needs of the organisation
The development of risk management and
actions plans
Continuation of the provision of Internal Audit
Training programs to ensure sufficient competent
people are available to undertake internal audits
of systems across DHS
The development and distribution of a CD-ROM
Manual Handling Guidelines for Health and
Aged Care Industries . This is considered as a
major step in efforts to reduce manual handling
injuries, and covers all areas of an organisation s
manual handling needs.
The major focus of the Workforce Health and Safety
Unit has been developing and implementing a systems
approach to OHS&IM that is consistent with the
WorkCover Performance Standards for Exempt
Employers. Policies and procedures have been
reviewed targeting the major risk areas. A major
review was undertaken in relation to dealing with
violence in the workplace particularly in service
delivery areas.
Appendix 2: HR Summary2
Equal opportunity programs Occupational Health, Safety
and Injury Management
(OHS&IM)
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FAYS 2000-2001
New claims 138 Cost $480 998.28
Total outstanding claims 203 Cost $2 361 615.63
Housing 2000-2001
New claims 35 Cost $302 494.64
Total outstanding claims 51 Cost $575 968.55
DHS Divisional 2000-2001
New claims 36 Cost $307 964.13
Total outstanding claims 45 Cost $795 970.41
DHS Central 2000-2001
New claims 209 Cost $1 091 457.05
Total outstanding claims 299 Cost $3 733 554.59
WorkCover liabilities
Appendix 2: HR Summary2
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Destination No. of Paid by Paid by SLWP Days Total Cost Reason for Travel
employees DHS ($) Travelled
China 1 World Health $0 $0 14 $0 Temporary technical adviser to Chinese Govt.
Organisation in order to implement immunisation course in
(WHO) China.
Japan 1 World Health $0 $2 874 7 $2 874 Attendance at three meetings on
Organisation poliomyelitis eradication in Kyoto, Japan.
(WHO)
USA 1 $7 000 $0 11 $7 000 Attendance at American Society of
Healthcare Risk Managers and presentation
to Patient Care Assessment Council in USA.
China 1 $6 336 $0 13 $6 336 Participation in a Child & Family delegation to
China.
USA 1 SIGNAL $205 $1 200 8 $1 405 Attendance at 2nd Biennial 5 A Day
International Symposium in USA.
USA/UK 1 Medical Board $1 050 $1 657 18 $2 707 Attendance at Federation of State Medical
of SA/Self-funded Boards USA Conference and American
College of Physician Executives Conference in USA.
USA/Canada 1 $10 725 $1 810 9 $12 535 Attendance at OACIS Healthcare Users Group
and Quality Council Meeting in Florida, USA.
USA 1 National $0 $1 700 8 $1 700 Convening of an international group of
Institute of Investigators researching urinary
Health (USA) incontinence in Washington DC, USA.
Philippines 1 World Health $0 $2 053 5 $2 053 Attendance at an Informal Consultation -
Organisation Regional Strategy on Surveillance and
(WHO) Outbreak Response for the Western Pacific
Region of WHO in Manila, Philippines.
Philippines 1 World Health $0 $2 093 5 $2 093 Temporary adviser to Western Pacific Region
Organisation WHO at a meeting on national capacity in
(WHO) environmental health in Manila, Philippines.
USA 1 American $0 $1 318 8 $1 318 Presentation of paper at Annual Conference
Water Works of the American Water Works Association in
Association Washington DC, USA.
Total $25 316 $14 705 $40 021
Appendix 2: HR Summary2
Department of Human Services
Overseas Travel 2000-2001
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Financial Performance
Contractual Arrangements
There was only one contract greater than $4 million.
Modbury Public Hospital Torrens Valley Private
Hospital Amending Agreement 19 August 1997.
The key objective was to amend agreements,
executed 3 February 1995, that provided for the
management and operation by Healthscope of the
Modbury Public Hospital, the Head Lease of the site
of Modbury Public Hospital from the SAHC to the
Modbury Public Hospital Board (Board), an
Underlease of a portion of the site of Modbury Public
Hospital from the Board to Healthscope and for the
design, construction and commissioning of a 65 bed
acute medical, surgical and obstetrics hospital adjacent
to Modbury Private Hospital.
Private sector participant
Healthscope Limited
Duration
The term of the amending agreement is the term of
the agreement it amends: expires on 5 February 2010
Assets transferred
None
Contingent and other liabilities
None
Number and value of accounts paid for 2000 - 2001
Number Value
Paid by due date 73 090 $2 235 139 406
Paid late and paid 30 days or less from due date 23 758 $57 714 208
Paid late & paid more than 30 days from due date 11 812 $52 253 479
3 Appendix
Account Payment Performance
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Consultancies below $10 000 $
Total Consultants below $10 000 12 65 092
Consultancies $10 000 to $50 000 Consultant $
Probity Advisory on Whole of Government Pharmaceuticals PSI Consulting
Review of Health Agencies for FBT Arthur Andersen
Aboriginal Health Worker Review SA Centre for Rural & Remote Health
Dental Financing Options Paper Strategic Partners
Best Practice Management of Motor Vehicles Marion SmartBiz
Review of Aboriginal Family Support Service Margaret Hunter
Evaluation of Parenting SA Health Outcomes International
Out of Sight Not Out of Mind Project Health Outcomes International
Communications Strategy Socom Public Relations
Adelaide Metropolitan Bed Planning Project John Bissett & Associates
Review of Public Health Education, Training & Research MA International
Development of In Situ Remediation Regimes to reduce exposure of lead to children at Pt PirieCSIRO Land & Water
Design Better Health Care in south Flinders University
Performance Specification for Wide Area Network Gibson Quai
Managing Challenging Behaviours COPE
Youth Court Review Prodirections
Review of Metro Aboriginal Youth Team Arthur Andersen
Medical Operating Plan for SOCOG Dr Bruce Mugford
New Food Bill / Regulations Austin Williams Public Relations
Review of Mental Health Act & Detention Orders in SA MA International
Review of Alternative Care Des Semple & Associates
2000 Annual Nursing Survey Data Rawinski Management
Total Consultancies $10 000 to $50 000 22 605 959
External Consultancies
Department of Human Services
The DHS engaged the following consultants in 2000-2001:
South Australian Health Commission
The SAHC did not engage any consultants in 2000-2001.
Appendix 3: Financial Performance3
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Consultancies > $50 000 Consultant $
Design & Implement Executive Leadership
Development Program Wintercraig Consulting
Review of Rehabilitation Services P Milne & Associates
GST Project Ernst & Young
ICU Review MA International
Human Resource Management Replacement Project Cap Gemini Ernst Young
Total Consultancies > $50 000 5 1 205 907
Appendix 3: Financial Performance3
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The Department of Human Services affirms that
we will work towards:
A united Australia, which respects this land of
ours, values the Aboriginal and Torres Strait
Islander heritage and provides justice and equity
for all.
(Vision of the Council of Aboriginal Reconciliation)
The Department of Human Services recognises
Aboriginal people as the first Australians, with a
unique culture and spiritual relationship to the land
and seas. The Department of Human Services is
strongly committed to improving the cultural,
spiritual, health, emotional and economic wellbeing of
Indigenous people in this State.
The Department of Human Services is committed to
informing Aboriginal people of their right to
accessible and equitable services and to avenues to
redress any grievances experienced.
Statement of Reconciliation
We commit the Department of Human Services to
achieving reconciliation by:
actively working to increase the number of
Aboriginal people employed within the portfolio;
actively working to increase the number of
Aboriginal people in decision-making positions;
addressing the disproportionate number of
Aboriginal people in institutions; especially within
the juvenile justice, child protection and
alternative care systems;
actively working to eliminate systemic racism in
the workplace;
incorporating Aboriginal needs, issues and
positive outcomes in all our planning, including
consultation with key constituents and Aboriginal
communities;
actively supporting and implementing
recommendations from the Royal Commission
into Aboriginal Deaths in Custody and the
national Inquiry into the Separation of Aboriginal
and Torres Strait Islander Children from their
Families;
increasing the understanding of Aboriginal
identity and experience in the portfolio and in
the broader community;
actively promoting the needs of Aboriginal
people across government and in the general
community; and
providing leadership in the reconciliation process
between Aboriginal and non-Aboriginal South
Australians.
4 Appendix
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ACIS Assessment and Crisis Intervention Services
AHA Aboriginal Housing Authority
CABS Condition of Asset Based System
CAMHS Child Adolescent Mental Health Service
CCU Careers Consulting Unit
DETE Department of Employment, Training and
Education
DHS Department of Human Services
FAYS Family and Youth Services
FMC Flinders Medical Centre
GRF Gamblers Rehabilitation Fund
HACC Home and Community Care
ILEP Independent Living Equipment Program
IMVS Institute of Medical and Veterinary Science
LIS Library Information System
NGO Non-Government Organisation
NWHP National Women s Health Program
Acronyms and Abbreviations,
Glossary of Terms
OACIS Open Architecture Clinical Information
System
PATS Patient Assistance Transport Scheme
RAH Royal Adelaide Hospital
RGH Repatriation General Hospital
SAAP Supported Accommodation Assistance Program
SACHA South Australian Community Housing
Authority
SAHC South Australian Health Commission
SAHT South Australian Housing Trust
SAICORP South Australian Captive Insurance
Corporation
SERCIS Social and Economic Risk Context
Information System
TQEH The Queen Elizabeth Hospital
TVSP Targeted Voluntary Separation Package
WRAPT Women s Rural Access Project and Training
Acronyms and Abbreviations
5 Appendix
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Appendix 5: Acronyms and Abbreviations, Glossary of Terms5
Glossary of Terms
Acute care hospital services
A hospital that provides at least minimum medical,
surgical or obstetric services for inpatient treatment
and/or care, and around-the-clock, comprehensive,
qualified nursing services, as well as other necessary
professional services.
Alternative care for children and young
people
The care of children and young people away from
homes where the parents or guardians are unable or
unwilling to provide adequate care. Case
Management of these children is provided by FAYS.
Anti-poverty
Provision of a range of financial support and
counselling services by FAYS; for example, community
education, financial counselling, concessions, funeral
assistance, direct financial assistance to families in
crisis, and assisting sections of the community to
develop services to assist them to become self
sufficient.
Business strategies
A subset of the strategies contained in the Strategic
Directions section to be developed and linked to
Business Plans of respective divisions and business
units.
Child protection
The investigation and assessment of safety, risk, and
the needs of children and families where children
have been or are at risk of abuse and neglect. It also
involves the coordination of services to strengthen
and preserve families, reunification and family
contact, and the placement of children and young
people in alternative care where appropriate.
Children under guardianship
Children under the age of 18 years whose legal
guardian is the Minister for Human Services.
Community health services
Services including health services for individuals,
groups and communities delivered in a community
setting, rather than via hospitals or private facilities.
Continuum of care
A pattern of seamless service delivery of care ranging
from the prevention and promotion of health and
wellbeing, to community based care for population
groups, individuals and families to the critical, acute
hospital based services (for example, hospitals)
provided by the portfolio.
Governance
The act and rules by which an organisation is
managed and directed.
Greatest need
This term refers to targeting of population groups
which demonstrate high levels of need to fulfil the
basic wellbeing of the individual and community.
Integrated community planning
A strategic planning process which assesses the extent
of Human Services resources available in an area, such
as a country region, and develops a response to the
priority needs of the community. The underlying
principle is that to be effective at the level where
services are delivered, planning must take a holistic
view of service provision in each region, so that
resources are integrated to meet the needs of
individuals, families and communities.
Juvenile justice
Young people (10-18 years) enter the Juvenile Justice
System when they have committed an offence.
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Portfolio
The portfolio of Human Service includes the
Department of Human Services and funded agencies
responsible to the Minister for Human Services, and
the Minister for Disability Services and Minister for
the Ageing. The funded agencies include SA Health
Commission and its health units, SA Housing Trust,
Aboriginal Housing Authority, SA Community
Housing Authority, HomeStart Finance, Family and
Youth Services.
Primary care
Refers to community based services delivered by a
wide range of providers across the entire spectrum of
human services. The primary care system is seen as the
usual point of contact for people seeking assistance
with health or social problems, support for living and
chronic illness or disability, housing and
accommodation and advice.
Primary health care
It is generally referred to non-institutional health care
services, including medical treatment and advice
provided by GPs. It includes:
services provided by community pharmacies
therapy and treatment services such as
counselling, allied health services and community
nursing in non-institutional settings or in the
home; and
preventive strategies such as health promotion,
early identification, early prevention and
information services
community health services.
Providers
The organisation which produces or delivers goods
and services (outputs) on behalf of the purchaser.
Key drivers
These are key factors that have significant influence
on the Department of Human Services or Human
Services Portfolio s directions, client services and
resources. Some of the factors include the policies and
frameworks of the Commonwealth and State
governments, the state of the economy, the needs of
the clients or user groups and the high cost in
providing services due to increasing demand and
demographic changes, and priorities of the
department.
Mission
A statement of the business purpose; why does the
organisation exist.
Outcomes
The results the Government seeks in order to meet
community needs and Government priorities. They
are usually achieved over a longer period.
Partnership
A collaborative approach between parties, for
example community groups, state and local
government agencies and so on to achieve an agreed
outcome in the best interest of the community,
individuals and families.
Population groups
These are groups of people who have special needs
and are vulnerable due to social and economic
factors. The groups identified include: Aboriginal
people, children and young people at risk, people
with disability, people with mental health needs, older
people, homeless people, people on low income and
people from diverse cultural backgrounds and
families.
Appendix 5: Acronyms and Abbreviations, Glossary of Terms5
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Quality of life
Refers to the health, wellbeing and level of
contentment of individuals, families and communities.
Strategic management process/framework
A framework which incorporates strategic and
operational planning, budgeting and financial
planning, monitoring, evaluation, reporting of
performance agreements or purchase agreements.
Linkage with strategic resource plans on information
technology, asset management and workforce
planning is gained through the business planning
process. This framework is guided by the Government
objectives through the Government Management
Framework (GMF).
Sustainable community
A cohesive, healthy, resourceful and prosperous
community. It can be characterised as one which is
self-reliant as a result of strong formal and informal
supports and networks. It also has a diverse, vibrant
and growing economic base which provides
opportunities for meaningful employment and a level
of economic self-sufficiency and independence. It
contributes to a sense of inclusion, belonging and self-
worth among its members. It will also offer a safe,
clean and high quality living environment, free from
pollution, risks and hazards and a choice of amenities
and experiences.
Urban regeneration
A collaborative process designed to address relative
disadvantage in a community and to improve and
sustain quality of life for its members, by working with
the community to build on its resources, services, and
networks.
Values
Our preferred way of working; what constitutes a
good working environment, including our
relationship with colleagues. The way we behave is
underpinned by our values.
Vision
A statement about what we want our organisation to
become over the next 3 to 5 years.
Wellbeing
Refers to physical and social wellbeing of people.
Wellbeing is affected by interrelationships with other
people and their environment.
Appendix 5: Acronyms and Abbreviations, Glossary of Terms5
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Freedom of Information
Information Statement
The Freedom of Information Act 1991 gives members
of the public a legally enforceable right to access
information held by the South Australian
Government, subject to certain restrictions.
Structure and functions of DHS
The structure and functions of DHS, including the
various divisions that report to the Chief Executive,
are shown at the front of this report, and provide an
overview of the reporting lines of responsibility. The
direction of DHS is also influenced by the input of
advisory boards and committees.
Functions of DHS affecting the public
DHS s work directly impacts on the public in the areas
of health and community services, welfare services,
housing planning, strategy development, major
projects and library services. FAYS is involved with
child protection (including training of mandated
notifiers), keeping families together, and assisting
disadvantaged members of the community.
Public participation
The public can contribute to policy development
within DHS in a number of ways. DHS uses external
expertise and policy advice through statutory and
non-statutory advisory committees, which are
comprised of both government and non-government
representatives. Advice is taken from peak NGOs and
a consultative process may be undertaken in the
planning, development and implementation of policy.
DHS consults with major consumer groups, circulates
discussion papers, calls for submissions on particular
topics, and convenes public meetings in metropolitan
and country areas.
Types of documents held by DHS
DHS holds various health, community services and
housing publications, including administrative and
client files, books, discussion and background papers,
reports, reviews, serial publications, pamphlets, codes
of practice, surveys, guidelines, policies, programs,
strategies, directories, evaluations, needs assessments
and proposals. Other documents held include
procedure manuals, administrative circulars on
general management, finance, staffing, plant and
equipment, property, motor vehicles and industrial
circulars.
DHS s libraries keep information on where DHS
publications are stored, and whether or not they are
free, for sale, or for inspection. Most documents can
be viewed in the libraries, and may be photocopied at
a moderate cost per page.
6 Appendix
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The addresses of the DHS libraries are as follows:
Community Services and Health
AGC House
Level 2, 162 Grenfell Street
Adelaide South Australia 5000
Telephone: 8226 6071 (Health)
Telephone: 8226 7033 (FAYS)
Facsimile: 8226 6677 (Health and FAYS)
Housing, Environment and Planning
1st floor, Roma Mitchell House
136 North Terrace
Adelaide South Australia 5000
Telephone: 8303 0610
Facsimile: 8303 0611
Health Promotion SA has a small range of free anti-
smoking stickers, leaflets and information sheets
available.
Telephone: 8226 6329.
The constitutions of hospitals and health centres
incorporated under the South Australian Health
Commission Act 1976 may be inspected in the
Parliamentary and Legal Unit, 10th floor, 11-13
Hindmarsh Square, Adelaide.
Telephone: 8226 6178.
Arrangements and Procedures for seeking
access to records
Applications for access to, or amendment of, DHS
health related documents should be addressed to:
FOI Liaison Officer (Health)
Department of Human Services
10th floor, Citi Centre
11 Hindmarsh Square
Adelaide SA 5000
Telephone: 8226 6178
Application for access to or amendment of FAYS
documents should be addressed to:
FOI Liaison Officer (FAYS)
Department of Human Services
1st floor, Citi Centre
11 Hindmarsh Square
Adelaide SA 5000
Telephone: 8226 6707
Application for access to or amendment of SAHT
documents should be addressed to:
FOI Liaison Officer (SAHT)
South Australian Housing Trust
Riverside Centre
North Terrace
Adelaide SA 5000
GPO Box 1669
Adelaide SA 5001
Telephone: 8207 0227
Appendix 6: Freedom of Information6
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Aborigines
Port Augusta Aboriginal Families Project: an initiative of
Family and Youth Services, South Australian Housing
Trust and Port Augusta Hospital / by Sharon McCallum,
report preparation by Kerry Roberts. Port Augusta, S.
Aust. : Dept. of Human Services, 2000
We took the children: a speech made by Andrew Hall at
a public forum for Aboriginal Reconciliation in the
Adelaide Town Hall on Wednesday 10 May 2000 / by
Andrew Hall. Adelaide: Dept. of Human Services,
2000
Aged
Aged Care Assessment Program South Australia
Evaluation Unit report: January - June 1999 / by Greg
Holmes. [et al.]: Adelaide: Information Management
Services, Dept. of Human Services, 2000
Aged Care Assessment Program South Australia
Evaluation Unit report: July - December 1999 / Greg
Holmes and Helen Christopher: Adelaide:
Information Management Services, Dept. of Human
Services, 2000
Ageing and the economy in South Australia: social
capital and productive Ageing / Rob Ranzijn and Gary
Andrews; in association with Jane Harford, Carol
Grbich and Mary Luszcz: Adelaide: Dept. of Human
Services, 2000
Home and community care assessment cocktail: the right
mix or a quick fix?: Two day national assessment
workshop, 29-30 November 1999, workshop
proceedings / Home and Community Care Program
(Australia), South Australia. Adelaide: Dept. of
Human Services, 2000
Older person survey October 2000: prepared for
Strategic Planning and Policy, Department of Human
Services, South Australia / Anne Taylor: Adelaide:
Centre for Population Studies in Epidemiology, Dept.
of Human Services, 2001
Older South Australians: the facts : selected information
and statistics for the general community: Adelaide:
Dept. of Human Services, 1999
Reducing the use of benzodiazepines in insomnia
management: final report: Adelaide: Dept. of Human
Services, 2000
Community Health
Populations, policy & people: understanding the links
between community health services and non-
government organisations in two regions of South
Australia: Adelaide: South Australian Community
Health Research Unit, 2001
Metropolitan community health services review.
Adelaide: Metropolitan Division, Dept. of Human
Services, 2001
Disability Services
Disability services planning and funding framework
2000 - 2003: consultation document. Adelaide:
Country and Disability Services Division, Dept. of
Human Services, 2000
Disability Services planning and funding framework
2000 2003: Adelaide: Country and Disability
Services Division, Dept. of Human Services, 2000
Promoting independence: disability action plans for
South Australia: a policy statement on the adoption of
disability action plans by the government of South
Australia: Adelaide: Dept. of Human Services, 2000
Emergency Services
Emergency and trauma services implementation plan
2000-2011: Adelaide: Dept. of Human Services,
2000
Family and Youth Services
2000 - 2002 strategic directions and business strategies:
Adelaide: Dept. of Human Services, 2000
Departmental Reports & Publications7 Appendix
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Gambling
A chance in the game of life: gambling awareness
workshops for young migrants aged 16 - 25 years old:
Adelaide]: Migrant Health Service, Adelaide
Central Community Health Service, 2000
Health Promotion
Better outcomes for chronic obstructive pulmonary
disease: the ACCORD Project, a summary report:
Adelaide: Health Outcomes Unit, Epidemiology
Branch, Dept. of Human Services, 2000
Healthy horizons: a framework for improving the
health of rural, regional and remote Australians:
Report, South Australia 2000: Adelaide: Country
and Disability Services Division, Department of
Human Services, 2000
Recommendations for tobacco education: a review of
tobacco education for school aged youth / Loris Glass
[for ATMAT]: Adelaide: Dept. of Human Services,
2000
Health Services
Healthy start: implementation plan 2000-2011:
Adelaide: Dept. of Human Services, 2000
The Second Australian Computer Assisted Telephone
Interview (CATI) Population Health Surveys Forum:
proceedings: Adelaide - South Australia February
2000: Adelaide: Centre for Population Studies in
Epidemiology, Dept. of Human Services, 2000
Whyalla health survey, April 2000 / by Eleonora Dal
Grande: Adelaide: Dept. of Human Services, 2000
Wrapt: women s rural access project and training:
project report of the Rural Young Womens Health and
Well-being Peer Education Project / National
Women s Health Program (Australia). [et al.]:
Adelaide: Rural Regional Health Services, Dept. of
Human Services, 2000
HIV
Towards a fourth South Australian HIV strategy:
Adelaide: Communicable Disease Control Branch,
Dept. of Human Services, 2000
Hospitals
Policy for the management of elective surgical
admissions in metropolitan hospitals: Adelaide: Dept.
of Human Services, 2000
Promoting safety and quality in South Australian
hospitals: Adelaide, S. Aust. : Dept. of Human
Services, Statewide Division, Strategy and Operations
Service, 2000.
Renal and Urology Services implementation plan 2000
2011: Adelaide: Statewide Division, Strategy and
Operations Service, Dept. of Human Services, 2000
South Australian critical care student intake
requirements, 2000-2004 : report / by Edward
Rawinski. [et al.]: Adelaide : Dept. of Human Services,
2000
Housing
Homelessness is more than house-less-ness: partnerships
in practice : coordinated service responses for homeless
people with complex needs / prepared by Julie
Patterson; on behalf of the Department of Human
Services Linkages and Protocols for Homeless People
Advisory Group: Adelaide: Dept. of Human Services,
2000
SA Housing Trust strategic plan, 1999-2002: Adelaide :
Department of Human Services, 2000
SA Housing Trust Annual Report and Trust in Focus.
1999-2000
Chronological History of the South Australian
Housing Trust 1936 - 1999
Appendix 7: Departmental Reports & Publications7
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Human services
Human services in the South Australian information
economy: Adelaide: Information Management Services,
Dept. of Human Services, 2000
A review of accreditation processes utilised by country
regional health services and metropolitan community
based health services, July 2000: Adelaide: Metropolitan
Division and Country and Disability Services Division,
Dept. of Human Services, 2000
2000 inventory of hospitals, residential aged care facilities,
day therapy centres, community health centres,
community mental health services, domiciliary care
services, supported residential facilities: Adelaide:
Information Management Services, Dept. of Human
Services, 2000
Immunization
SA immunisation resource kit: incorporating model
standing drug orders / written, compiled and edited by
Ann Kempe, Claire Nayda: Adelaide: SA Immunisation
Coordination Unit, Communicable Disease Control
Branch, Dept. of Human Services, 2000
Legislation
Food safety legislation South Australia July 2000:
Adelaide: Dept. of Human Services, 2000
Review of the Public and Environmental Health Act 1987
discussion paper: Adelaide: Dept. of Human Services,
2000
Medical Records
SA community health and special needs services: a user
manual for the retention and destruction of clinical and
client-related records: operational records disposal schedule
no. 2000/0013: Adelaide: Medical Record Advisory
Unit, Dept. of Human Services, 2000
South Australian medical record documentation and data
capture standards: Adelaide: Dept. of Human Services,
2000
South Australian morbidity coding standards and
guidelines (Inpatients): effective 1 July 2000 / South
Australia. Medical Record Advisory Service: Adelaide:
Dept. of Human Services, 2000
Mental Health
A new millennium: a new beginning: mental health in
South Australia implementation plan 2000-2005:
Adelaide: Mental Health Services, Department of
Human Services, 2000
Migrant Health
Working with interpreters: why you should use
interpreters to bridge the communication gap / by John
Apostolakis, South Australia. Migrant Health Service:
Adelaide: Migrant Health Service, 2000
Palliative care
Report to Parliament on palliative care in South
Australia: Adelaide: Dept. of Human Services, 2000
Radiological Services
Advice to the Department of Human Services from the
Radiology Network Reference Group, in relation to the
expansion of teleradiology in rural South Australia:
Adelaide: Dept. of Human Services, 1999
Violence
Interpersonal violence and abuse survey, September
1999: Adelaide: Epidemiology Branch, Dept. of
Human Services, 2001
Appendix 7: Departmental Reports & Publications7
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