Out-of-home care services
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We plan to examine if the Department of Families, Fairness and Housing is meeting demand for out of-home care services for Victorian children.
Investing in early intervention programs
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We plan to examine if the initiatives funded under the early intervention initiative are evidence-based and are being delivered in a way that enables benefits to be assessed.
Fair payments for small business
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We plan to examine if Victorian Government departments are making fair and timely payments to small businesses.
Appendix C: Review scope and method
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Appendix B: Abbreviations, acronyms and glossary
Download a PDF copy of Appendix B: Abbreviations, acronyms and glossary.
Appendix A: Submissions and comments
Download a PDF copy of Appendix A: Submissions and comments.
6. Managing the system
The department has improved its data quality and availability as well as its monitoring and reporting on service timeliness and outcomes. It communicated the process for risk management in line with its action plan. It also developed a foundational performance monitoring framework.
But the department did not update its demand management strategy or develop a statewide demand management framework as intended. It did not report against its performance monitoring framework in full or update it to include outcome measures or newly available data.
5. Providing safe services for clients
The department funds the delivery of local site assessments, action plans and training to improve Aboriginal cultural safety at The Orange Door.
This means the department has completed action 4 but did this more than 3 years later than planned due to COVID-19 and staff recruitment and retention issues.
4. Supporting practitioners with integrated practice
The department has produced guidance and updated practitioner induction training to strengthen integrated practice in The Orange Door.
But it has not updated its interim integrated practice framework as intended. The department told us it plans to do this in 2025.
Further work is needed to make sure guidance materials are up to date and that staff complete required training.
3. Establishing The Orange Door
The Orange Door operates across the state. The department developed plans to manage activities and risks during the rollout. Delays, including those caused by COVID 19, were addressed.
The department has developed high-level plans to deliver all elements of the full model set out in the statewide concept document, including aspects of the service model, after hours services, system management and further integration with related service systems. The department has not resourced this work and does not have a date it will be complete by.