Page 4771 - Week 15 - Thursday, 8 December 1994
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One area in which considerable work is still required is that of the development of improved indicators of efficiency and effectiveness. The family services subprogram has already improved its reporting, as noted previously. Some 16 tables were presented in the ACT Housing and Community Services Bureau annual report for 1993-94 and they provide a comprehensive and informative overview of the branch's operations. The Government acknowledges, however, that there is still scope for the development of improved indicators in certain areas, as identified by the Auditor-General. This is currently being addressed through two projects. A national working party, which includes ACT representation, has recently been set up under the auspices of the Council of Australian Governments to develop outcome based performance indicators in community services. This will enable comparisons to be made between jurisdictions in terms of efficiency and effectiveness in the delivery of these services. Madam Speaker, it is a bit hard even to hear myself at the moment.
MADAM SPEAKER: Yes, it is unfortunate. I do not think anybody intends any discourtesy, Mr Lamont. Members, as I have pointed out before, conversations do make it very difficult to hear. Could you whisper, please.
MR LAMONT: The other project involves the review of performance indicators across government departments. The ACT Audit Office is undertaking this project, which involves examining the strengths and deficiencies of the performance indicators of all government departments as presented in the 1993-94 annual reports. I have previously given the Public Accounts Committee my assurance that performance indicators would be redeveloped by the subprogram, and I will look forward to significant progress in this area being reported in the 1994-95 assessment of budget performance and outcomes.
One other area of concern raised by the Auditor-General was related to the high case loads of staff and its contribution to workplace stress. As you are aware, in response to significantly increased notifications of child abuse and neglect experienced in 1992-93 the Government provided funding to employ six new child-care protection workers. I am advised by the Family Services Branch that the employment of these staff has assisted to reduce case loads and has brought staff case loads to a level more in line with practices in other States, particularly in New South Wales.
In addition to the above, the Family Services Branch has also recently undertaken a significant restructuring of the regional offices. This involves the establishment of two teams, each headed by an assistant manager. The reactive team, which is the name of one team, is responsible for responding to notifications received. The other team, the proactive team, is responsible for managing the day-to-day casework for ongoing cases. I believe that this restructuring will significantly improve the effectiveness of our delivery of services to children in need of care and protection. Once the results of this restructure, along with the effects of the Director of Family Services assuming the responsibility for all court action as a result of the recent amendments to the Children's Services Act 1986, have been evaluated, the Auditor-General's recommendations on upgrading the status of these offices will be further considered.
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