Disability Services Shared Supported …...Upgrading Defined as ‘modifying a house or part of the house from its original condition to a new standard’. Disability Services Shared

Disability Services Shared

Supported Accommodation

Disability Leasing Model (DLM) Operational

Framework: A Best Practice Guide

October 2006

Contents

Definitions 2

Introduction 3

1.1 Disability Leasing Model 3

1.2 Background 4

1.3 The agreements 4

1.4 Policy context 5

1.5 Key objectives 7

DLM Operational Framework 8

2.1 Sustainable maintenance funding 9

2.2 Appropriate property management services 13

2.3 Effective maintenance arrangements 15

Appendices 18

Appendix 1 – Application for funds exception 18

Appendix 2 – Application for top up funding 19

Appendix 3 – Sample financial reporting form 20

Appendix 4 – Inspection checklist 21

Appendix 5 – Operating agreement information 22

1

2

2 Disability Services Shared Supported Accommodation

Definitions

For the purpose of the Disability Leasing Model the following common

terms are defined as:

Term Meaning

Maintenance Defined as ‘the action necessary to retain

an item in, or restore it to, its pre-existing

condition’.

Planned Maintenance Refers to maintenance work that can be

anticipated and planned for; items may

include painting, replacement of blinds, floor

coverings, etc. It is sometimes referred to as

cyclical maintenance.

Responsive Maintenance

Refers to maintenance of items that can not

be reasonably predicted or planned for but

need to be attended to within prescribed

time frames .

Routine maintenance Refers to regular maintenance that should

be undertaken to prevent deterioration of

items in the house; items may include lawn

mowing, garden maintenance, cleaning

(gutters, windows, heating ducts), electrical

safety checks, etc.

Service Agreement Means the Department of Human Services

three-year Funding and Service Agreement.

Upgrading Defined as ‘modifying a house or part of the

house from its original condition to a new

standard’.

Disability Services Shared Supported Accommodation 3

Introduction

1.1 Disability Leasing ModelThe Disability Leasing Model (DLM) applies to houses owned by the

Secretary of the Department of Human Services (the department) where

the community service organisation is funded to deliver Shared Supported

Accommodation (SSA) program, including respite services, to people with a

disability.

The DLM has been established to ensure that the department secretary-

owned houses operated by community service organisations are maintained

in a way that provides appropriate quality accommodation for residents and

a safe working environment for resident support staff.

The DLM consists of a number of agreements and an operational framework

best practice guide designed to support delivery of the DLM objectives:

The DLM operational framework outlines an approach to guide community

service organisations in implementing the leasing model. The best practice

guide includes information on the provision of maintenance funding,

sustainable asset management through good property management and

delivery of effective maintenance.

1

DLM operationalframework –

a best practice guide

Sustainable maintenance

funding

Appropriate property

management

Effective maintenance management

Operating agreement

Service agreement

Propertylease


1.2 BackgroundThe department is required to secure secretary-owned houses provided

to community service organisation with a property lease. In the past, SSA

houses were leased to community service organisations at a nominal

rent on the understanding that the community service organisation took

responsibility for the building maintenance.

Recent Fabric and Fire Risk audits indicated a substantial variance in the

condition and quality of the SSA houses managed by community service

organisations. The condition of houses varied significantly, even when they

were managed by the same community service organisation. In the past

two years, the department has spent considerable funds on addressing the

identified safety and compliance issues in these houses.

Community service organisation SSA service providers have indicated that

the absence of a structured and appropriate maintenance framework was

a major contributor to the inequity found in maintenance practices and,

ultimately, in housing standards.

Drivers to develop the DLM included:

• establishing a legal framework for rights and responsibilities regarding

property occupancy, purpose and landlord/tenant responsibilities—the

DLM lease

• ensuring a portion of the fees collected by community service

organisations from residents be used for maintaining the SSA house

– the DLM operating agreement

• ensuring sufficient funds were accrued to undertake planned

maintenance and upgrades as required—the DLM operating agreement

• enhancing the ability of community service organisations and the

department to provide a sustainable asset management approach in line

with Victorian Government policy and legislation

• supporting community service organisation efforts to develop a

structured and appropriate approach to the maintenance of SSA houses

regardless of who owns the property.

1.3 The agreements

The DLM is underpinned by three interdependent agreements. These include:

1. Department of Human Services service agreement

Under the service agreement, the department funds, and community service

organisations provide, SSA resident support services. The service agreement


incorporates community service organisation compliance requirements with

all applicable Department of Human Services policies, guidelines, standards,

protocols and principles. The DLM operational framework and financial

reporting requirements are referenced within the service agreement.

2. Lease

The lease sets out the property lease arrangements between the department

and the community service organisation in relation to the landlord and tenant

roles and responsibilities. The lease is a commercial lease under which the

department (as the landlord) retains all responsibilities usually applied to a

property owner and the responsibility for fire safety equipment maintenance.

The lease is house-specific. The parties must sign an individual lease for

each house.

A list of houses operated by each community service organisation is

included in Table 1 of the operating agreement.

3. Operating agreement

This document sets out the partnership principles between the department

and the community service organisation for working together to deliver

the key DLM objectives. The operating agreement is agency-specific. The

parties can sign one agreement for multiple houses they operate to deliver the

Disability Services SSA program.

1.4 Policy context

The DLM operates within the following policy context:

Disability Act

In developing the DLM, the department has considered the impacts of

legislative changes from the Disability Act 2006, which comes into effect

on 1 July 2007. The Disability Act regulates the relationship between the

resident living in a community residential unit and their support service

provider. The Act will apply to residents occupying housing funded under the

Department of Human Services shared supported accommodation program.

Under the Act, this form of accommodation is defined as a community

residential unit.

Victorian State Disability Plan 2002-2012

The Victorian State Disability Plan 2002–2012 (the State Plan) reflects the

Victorian Government’s strong commitment to providing greater choice

to people with a disability, particularly in the area of housing. The State


Plan commits the department to working with community services to

ensure people who are most in need have access to services and supports

and can actively live in their local communities. The Shared Supported

Accommodation program, as part of the State Plan, is an important

government initiative to target disability supports to those most in need.

The State Plan Priority Strategy 1: Having more housing choice states that ‘as

much as possible, people with a disability should be able to choose where

they live, with whom and in what type of housing’. It also recognises that

not all people with a disability have the capacity to exercise choice and

commits to ‘supporting people with a disability to live in settings that best

suit their individual needs and wishes’.

Victorian Standards for Disability Services

Under the Service Agreement, community service organisations are required

to comply with the Victorian Standards for Disability Services. The DLM

fits with Victorian Standards for Disability Services, particularly Standard 8,

which requires community service organisations to provide a safe physical

environment for clients of residential services.

Department of Human Services Disability Services Divisional Plan

The department’s disability services divisional plan 2006 to 2007 has a

strong focus on ‘developing strong foundations for disability supports’

to support people living with a disability to participate in the community

and pursue lifestyle choice. A strong and sustainable shared supported

accommodation program is an important element in the plan.

Victorian Government asset management policy

The department has a responsibility to ensure all departmental assets

are maintained in optimal condition to preserve their future value. The

Victorian Government’s asset management policy Sustaining our assets

has been formulated to provide policy direction for the government to meet

the service delivery requirements of present and future Victorians. This

policy applies to physical assets with a useful life of more than one year,

which require management by all government departments, corporations,

authorities and other bodies falling under the Financial Management Act

1994.

Sustaining our assets provides the foundation of all asset management-

related activities, such as planning, evaluation, acquisition, operation and

ultimate retirement of an asset. Physical assets include land, buildings,

infrastructure, plant and equipment.


It specifically places emphasis on four main features:

1 service delivery needs as the basis for all asset management decisions

2 life cycle approach to asset management

3 integrated approach to asset management and service delivery

4 increased emphasis on accountability for asset investment.

1.5 Key objectivesKey objectives of the DLM are to:

• ensure that the SSA lease is signed and arrangements are implemented

• establish the operating arrangements to:

— improve the sustainability of the SSA house maintenance

funding (2.1)

— ensure appropriate property management services are in place (2.2)

— effectively manage house maintenance requirements (2.3).

Delivery of the DLM objectives is reliant on the department and

community service organisations forming a partnership, including long

term collaborative working arrangements to ensure that all parties and

stakeholders benefit in achieving the key objectives. The department and

community service organisation’s partnership needs to be underpinned

by a joint commitment to:

• providing a physical environment for residents and support staff that is

safe, sustainable and flexible enough to respond to household needs as

they change

• actively supporting residents to engage and participate in house

maintenance issues in a way that maximises their choice and

involvement where practical

• continuously improve the quality of the housing provided for people with

a disability.


Disability Leasing Model operational

framework

The effectiveness of the operational framework relies on the

implementation of:

• an executed lease

• establishment of a maintenance fund

• appropriate property management services

• effective maintenance arrangements.

It is the structure of the property management model and the partnership

arrangements between the department and community service

organisations that will provide sustainable high quality shared supported

accommodation long term.

DLM operating framework


funding

Appropriate property management

services


2


2.1 Sustainable maintenance funding

DLM objective: improve the sustainability of the SSA house maintenance funding

establishment of a maintenance fund

provision of additional funding

resident damage

maintenance fund expenditure

financial reporting

2.1.1 Establishment of a maintenance fund

Establishment by community service organisations of a maintenance fund to

address house maintenance requirements will ensure that sufficient funding

is available on an ongoing long term basis. The funds should be used for

undertaking the responsive and life cycle preventive maintenance, as well as

capital replacement upgrades and refurbishments. A maintenance fund will

enable accrual of the annual fund’s balance to undertake larger maintenance

works and to address annual fluctuations in maintenance costs.

Community service organisations will establish either one maintenance fund

for multiple SSA houses or have an individual maintenance fund for each

house. The latter option may be preferred where the community service

organisation agrees that residents have capacity for self-determining their

house maintenance needs.

The fund is to be established by setting aside funds from the accom-

modation and support fees collected by community service organisations

from residents. In order to achieve consistency in the maintenance

practices across the whole SSA housing portfolio, the department

encourages community service organisations to establish a maintenance

fund for all SSA houses, including the stock they own.



funding


services



2.1.2 Recommended level of maintenance funding

The department’s surveys of maintenance costs indicate that, for a house of

up to six residents, the fund requires approximately $7000 a year set aside

to effectively address responsive and routine maintenance requirements.

Additional funds of approximately $8000 a year should be set aside to

cover longer term planned maintenance and any upgrading needs. For larger

houses—of between seven and nine residents—proportionally more funds are

likely to be required for planned maintenance works.

A minimum of $5000 a year is the accrual recommended for households

with less than six residents. Accrual of unused funds will assist with the

planning for and implementation of planned maintenance works.

2.1.3 Provision of additional funding by the department

The department recognises that:

• some service types will not have the capacity to fund responsive and

routine maintenance from resident fees due to the nature of the service

provided

• not all service types will be able to establish sufficient reserves to fully

fund programmed maintenance requirements when they fall due.

Departmental maintenance funding will only be provided to ensure sustain-

able maintenance of the house. The level of additional funding provided by

the department will be assessed on merit, on an individual basis.

The process requires that community service organisations lodge a written

application with their lead Department of Human Services region, explaining

the basis for the application and identifying the level of funding they believe

they can contribute to the maintenance fund from the funds collected. An

application and assessment process for community service organisations to

apply for assistance in these circumstances has been developed within the

DLM operational framework as follows:

2.1.3a Maintenance fund exceptionsAt the commencement of each financial year maintenance funds will be

available to community service organisations to cover the unplanned

maintenance costs where:

• the resident profile has insufficient capacity to pay a maintenance charge

within their existing accommodation fee; a children’s service where

residents receive reduced rates of disability support pension would fit

this criteria


• respite service fees and/or occupancy rates do not provide sufficient

income to fund property maintenance.

Applications for funding the above exceptions are to be made by

community service organisation’s and forwarded to regional Department

of Human Services Disability Partnership and Service Planning (DPASP)

managers. A sample application form is provided in Appendix 1.

2.1.3b Maintenance fund top-up fundsThe department will consider providing additional maintenance funding in

situations that involve:

• a household that has experienced prolonged or multiple vacancies within

a financial year

• insufficient funds being held by the community service organisation

when upgrade work or cyclical maintenance is required

• extensive resident-caused damage has occurred.

Maintenance top-up funding requests from the community service

organisation should be made to the regional DPASP manager, who will

make a funding recommendation to the director of Planning and Resource

Management Branch, Disability Services. The Disability Services Capital

Development Unit will reassess regional top-up funding recommendations

on behalf of the director of the Planning and Resource Management Branch

to ensure consistency in the evaluation of the applications.

2.1.3c Resident damageResident damage is the term used when a resident either accidentally or

intentionally causes a malfunction or breakage within the house. A record

of the nature of resident damage should be kept by the community service

organisation and reported to the department on a regular basis to inform

the department’s asset planning and to provide evidence for any future

applications for top-up funding associated with damage to the property.

If damage is recurring due to an issue with house design it should be

reported to the Disability Services Division, which will then participate in

seeking a resolution to the issue.

2.1.4 Maintenance fund expenditure

The maintenance fund is established to be used exclusively to preserve

the condition of the house to a level where it remains fit for purpose.

Management of the maintenance fund expenditure remains the

responsibility of the community service organisation. Community service

organisations are responsible for:


• ensuring the sustainability of the fund

• endorsement of expenditure priorities

• approval of expenditure by a property manager.

Daily management of the maintenance fund’s expenditure and relevant

administrative requirements may be assigned to the property manager if the

community service organisation has outsourced this function. Community

service organisations should note that expenditure of resident funds,

including maintenance fees and other residential charges, will be reportable

under the Disability Act against a benchmark set and published by the

department.

2.1.5 Financial reporting

The financial accountability requirements reporting within the service

agreement include the requirement to report on the financial position of

the maintenance fund. The format for the reporting includes an opening

balance, expenditure in the period and closing balance as a minimum

data set. Bottom-line reporting has been adopted by the department for a

number of department-funded programs.

An indicative, sample report is attached in Appendix 3. As shown the report

may include the maintenance fund fees income, other income, categorised

maintenance expenditures, etc. The more detail in the information supplied

will assist the department in considering applications for additional

maintenance funding.

A mechanism established by community service organisations for tracking

individual house maintenance costs will assist with longer term asset

planning, including maintenance program development, and will guide

decisions regarding the level of maintenance and replacement if required.

Individual house expenditure reporting or monitoring may also assist the

community service organisation in preparing the residential statement

required by the Disability Act.


2.2 Appropriate property management services

DLM objective: ensure appropriate property management services are in place

engagement of a property management

key considerations for the property management

2.2.1 Engagement of a property manager

In accordance with the DLM operating agreement, community service

organisations are required to engage and manage a suitably qualified

property manager. Community service organisations may elect to employ

a suitable property manager within their organisation, or engage a third

party through standard contracting arrangements for Victorian Government-

funded service providers.

A key principle for the engagement of a property manager by community

service organisations is to maximise value for money in the provision of the

property services while minimising costs to residents.

Each community service organisation should consider whether contracting

out this function to another organisation will deliver the best value to

residents.

It is a community service organisation responsibility to ensure that the

property manager understands the principles of value for money and to

ensure resident fees associated with their accommodation are kept at the

lowest possible level to maximise their capacity to exercise lifestyle choices.



funding


services



2.2 Key considerations for the property management function

In determining the engagement of a property manager, the department

recommends community service organisations consider:

• delivery by the property manager of:

— maintenance contract administration

— property inspections

— maintenance program development and documentation

— financial and performance reporting

— client management arrangements

— meeting attendances (maintenance program reviews, project control

groups and resident consultations)

— provision of a twenty-four hour, seven day a week maintenance

service

• a contingency provision being made in case of a default by the property

manager

• billing arrangements enabling work(s) identification and monitoring on an

individual house basis

• property reports providing sufficient information to enable residential

statements to be easily completed.


2.3 Effective maintenance management

DLM objective: effectively manage house maintenance requirement

key responsibilities

maintenance services

maintenance planning

maintenance contracts

appliance replacement

maintenance partnership arrangements

2.3.1 Key responsibilities

The department has responsibility for ensuring that the department-

owned properties are maintained in accordance with the lease obligations

and able to achieve their service delivery purpose. In the DLM, the

community service organisation is responsible for maintenance of the

department-owned properties that are leased and provide shared supported

accommodation services. In their roles as tenants and support providers,

community service organisations are best placed to determine maintenance

needs and the continuing fit for purpose status of the house for service

delivery.



funding


services



2.3.2 Maintenance services

Maintenance services should:

• occur at a level consistent with the service response currently provided

by the department to SSA houses directly managed by the secretary of

the Department of Human Services Disability Services Division (24 hour,

seven day per week service response)

• ensure materials used in repairs are of the same or similar quality as

those in the house on the lease commencement date

• consider and take into account residents’ rights

• be undertaken in accordance with the provisions of the Disability Act

• include responsive maintenance practices that are consistent with

recommendations outlined in the department’s Disability Services house

maintenance guide 2006.

2.3.3 Maintenance planning

The department recommends community service organisations establish a

life-cycle maintenance program for each house that outlines the:

• elements for each house; for example, brick veneer, timber windows, tile

roof, etc.

• timeframes when cyclical repairs are required; for example, painting, floor

covering replacements, guttering, paving, etc.

• service specific equipment in the house and schedules it for regular

servicing and replacement; for example, hoists.

To assist community service organisations in determining their preventive

maintenance program, an inspection checklist has been included as a guide

in Appendix 4.

2.3.4 Maintenance contracts

The department recommends community service organisations establish

routine maintenance contracts for each house to minimise the costs

associated with required regular maintenance activity. The types of

maintenance contracts may include lawn mowing, garden maintenance,

gutter cleaning and window cleaning.


2.3.5 Appliance replacement

To minimise the impact on residents for larger cost white good replacement

items, the department has factored a cost for replacement into the

recommended level of the maintenance funds provisioned per house.

The department recommends that, in addition to standard property

maintenance items, the cost of repair or replacement of the following white

good items should also be met from the maintenance fund:

• fridge/freezer

• washing machine/clothes dryer

• dishwasher

• air conditioning (where air conditioning is ducted, it is a landlord/

owner requirement to regularly inspect, maintain and/or replace under

essential services legislation).

2.3.6 Managing maintenance in partnership

The partnership relies on both the department (specifically regional staff)

and the community service organisations regularly communicating and

consulting on the house maintenance issues. In addition to the regular

communication, the department recommends formal annual meetings to

determine, review and prioritise longer term preventive maintenance and

upgrade requirements.

For more complex or higher value works proposals, particularly with funding

provided by the department, project management groups should be

established with both parties’ representatives to ensure that:

• maintenance and upgrade works are adequately scoped, costed and

funded

• accountabilities and responsibilities are appropriately allocated between

the parties

• the decision making and approval process is timely and effective.

Ap

pe

nd

ix 1

18

Name of community service organisation:Property address:

Resident profile:

Details of other houses managed by your organ-isation participating in the Disability Leasing Model:

Financial Details: (include balance of maintenance

fund, funds set aside per annum)

Issue: (briefly describe the

issue; for example, as a respite

service we operate X days per

year and our fees only enable

Y dollars to be set aside toward

covering maintenance costs)

Request: (for example, seeking an

exemption under the funding

criteria set out in part 2.2.3 of the

DLM operational framework)

DHS regional staff to complete

Recommendation

(to be completed by

Regional DPASP)

(Your recommendation(s)

must include how you

arrived at your decision,

consideration of all options

including use of funds from

other houses within the

pool, likely cost implications

to regional budget and any

other relevant information.)

Signed by:

(Insert name and position/title)

Date:

Approved Not approved

Signed by:

Manager, Disability Partnerships and Service Planning, region

Date:

Application for maintenance fund exception

Signed by:


For and on behalf of: (Insert community service organisation name)

Date:

19

Application for maintenance top up funding

Name of community service organisation:Property address:

Resident profile:

Details of other houses managed by your organ-isation participating in the Disability Leasing Model:

Financial Details: (include balance of maintenance

fund, funds set aside per annum)

Issue: (briefly describe the issue)

Request: (for example, we

wish to reduce the maintenance

funds set aside by XX for XX

time or seeking a top up to the

maintenance fund of XX for XX time)

General: (describe all the steps that have

been taken to resolve the issue in

the short and longer term)

DHS regional staff to complete

Recommendation

(to be completed by

Regional DPASP)

(Your recommendation(s)

must include how you

arrived at your decision,

consideration of all options

including use of funds from

other houses within the

pool, likely cost implications

to regional budget and any

other relevant information)

Ap

pe

nd

ix 2

Signed by:


For and on behalf of: (Insert community service organisation name)

Date:

Signed by:


Date:

Date sent to Disability Services Capital Development Unit:

Approved Not approved

Director, Planning and Resource Management Branch, Disability Services Division

20

Financial accountability report

Property address

Income

Expenditure

Nu

nm

ber

of c

lients

Openin

g

bala

nce

$

Main

tenance

fees p

ayable

$

Oth

er

main

tenance

fundin

g

$

Responsiv

e

main

tenance

Rou

tine

work

s

Resid

ent

dam

age

Pla

nned

Work

Clo

sin

g

bala

nce

$

Ap

pe

nd

ix 3

21

Recommended inspection checklist for property managers

Item inspection activity (check for) frequency

A Site external Every

Paving/Roads, etc Cracking, movement in brick paving, slippery paths, carpark areas 12 months

Landscaping Branches overhanging paths or activity areas, dangerous plants

(for example, berries, thorns, etc) 6 months

Plumbing/stormwater Taps, sewer and stormwater connections and pits, water meters 6 months

Septic tanks 3 months

Power/telephone Overhead and underground connecting points 6 months

B Building external Every

Timber/painting Rotting timber, deteriorating paint works 12 months

Roof Corroding roof, flashing and roof leaks 12 months

Blocked gutters or downpipes 6 months

Walls Cracking, rising damp 6 months

Floors Sub floor (timber floors), water ponding, large trees, root damage 12 months

Windows/glazing Broken glass, windows not working 6 months

C Buildings internal Every

Floors Movement (springing) in timber floors 12 months

Floor coverings General wear, specific faulty 12 months

Walls Cracking, moisture, holes 12 months

Wall Including wall vinyl, tiles and painting 12 months

Doors Holes, painting, etc. 12 months

Door hardware including locks 6 months

Cracked glazing 6 months

Windows/internal Window hardware, sticking windows 12 months

Cracked internal glazing 6 months

Ceilings Cracks, holes, paint condition 12 months

Joinery Damaged, handles, locks, drawer runners 12 months

D Building infrastructure Every

Plumbing (taps, toilets, sinks, etc):

Leaks, broken or sticking hardware, cracks 6 months

Electrical (general power outlets, switches, light fittings, exhaust fans)

Faults, damaged power points, fittings,etc. 6 months

Special equipment (for example, head lifters, pan sanitisers, hoists)

Manufacturers’ recommendations or mechanisms 3 months

Heaters/air conditioning:

Operating, manufacturers’ recommendation 6 months

Hot water services: Operating, manufacturers’ recommendation 3 months

Ap

pe

nd

ix 4

22

Disability Leasing Model operating agreement termsThe DLM operating agreement terms are outlined below for information to staff working

within the DLM. This information is provided within the operating framework on the understanding that not all regional staff will have access to a copy of the signed agreements.

The parties to this Agreement are working together to provide accommodation for

people with a disability living in Secretary owned housing that is funded through the

Department’s Disability Services Shared Supported Accommodation (SSA) Program.

The Agreement is supported by the DLM Operational Framework, which has been

designed to guide the community service organisation in funding and providing

sustainable asset management practice in SSA houses owned by the Department.

DLM Partnership Principles

The parties to this Agreement:

1. Will use their best endeavours to provide a physical environment for residents and

support staff that is safe, sustainable and flexible enough to respond to household

needs as they change;

2. Engage residents in addressing house maintenance issues where practical;

3. Seek best value for money solutions to maintain the SSA house(s), minimising the cost

to residents;

4. Will refer to the DLM Operating Framework to establish processes for maintaining

houses that ensure timely and effective maintenance occurs;

5. Determine any housing upgrade or major modification needs through joint decision

making, via a project management group, for the duration of the works; and

6. Meet regularly to discuss and resolve issues pertaining to the property management

and maintenance priorities for the houses within the DLM.

The community service organisation agrees to:

1. At the request of the department to execute a Service Agreement for the provision of

Disability SSA services to resident clients from houses owned by the Secretary of the

the department

2. To execute the department precedent lease in respect of each such property from

which the community service organisation provides the disability shared supported

accommodation services to resident clients from houses owned by the Secretary

of the department

3. Establish an accruing maintenance fund by setting aside a portion of the funds paid by

residents to the community service organisation for their accommodation;

4. Ensure the maintenance fund is being exclusively used to maintain the house(s);

5. Engage a property manager to coordinate and manage maintenance; and

6. Report on the status of the maintenance fund as a separate line item in the

department Service Agreement Financial Accountability Requirements (FAR).

Ap

pe

nd

ix 5

23

The department agrees to:

1. As part of the DLM implementation, on commencement, work with the community

service organisation to assess upgrade or cyclical maintenance requirements and look

at appropriate mechanisms for organising and funding any works identified.

2. Within budget capacity provide funding assistance to the community service

organisation where the resident fees are insufficient to meet the responsive and

routine maintenance funding requirements as detailed in section 2 of the DLM

Operational Framework;

3. Respond promptly to any issues identified by the community service organisation in

relation to the DLM or house maintenance by outlining and/or providing advice on

how the issue may be addressed.

4. Respond in writing to applications made by community service organisations for

funding exceptions or alterations to the house within timeframes agreed between the

parties;

5. Discuss and consider changes or variations requested by the community service

organisation to the standard recommended within the operational framework; and

6. Undertake a formal evaluation to the DLM to determine where improvements to the

model may be made and to assess how well it is achieving the outcomes sought from

implementation.

Ap

pe

nd

ix 5

Prepared on 08/11/2006

for Capital Development Unit

Planning and Resource Management Branch

Disability Services Division

Department of Human Services

Level 8, 50 Lonsdale Street

MELBOURNE VIC 3000

Documents

Disability Services Shared Supported …...Upgrading Defined as ‘modifying a house or part of the house from its original condition to a new standard’. Disability Services Shared