Investment
Domains
Guideline
Version: 1.0
Date: 2 September 2014
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Title: Investment Domains Guidelines
Author: PCMR Date: 2 September 2014
Page 2
CONTENTS
1. INTRODUCTION ...................................................................................................................................................... 4
1.1 PURPOSE OF THE INVESTMENT DOMAINS GUIDELINE ............................................................................................................. 4
2. DEPARTMENTAL PRIORITIES ................................................................................................................................... 4
2.1 STRATEGIC PLAN ........................................................................................................................................................... 4
2.2 RENEWAL..................................................................................................................................................................... 5
2.2.1 THE QUEENSLAND COMMISSION OF AUDIT REPORT........................................................................................................... 5
2.2.2 SOCIAL SERVICES INVESTMENT FRAMEWORK.................................................................................................................... 5
2.2.3 INVESTING IN QUEENSLANDERS: SOCIAL AND HUMAN SERVICES BLUEPRINT (2014-2019) ...................................................... 6
2.2.4 THE QUEENSLAND GOVERNMENT’S RESPONSE TO THE CHILD PROTECTION COMMISSION OF INQUIRY (2013) ............................. 6
3. INVESTMENT DOMAINS .......................................................................................................................................... 7
3.1 OVERVIEW OF THE INVESTMENT DOMAINS .......................................................................................................................... 7
3.2 CAPABLE INVESTMENT DOMAIN ........................................................................................................................................ 9
3.3 RESILIENT INVESTMENT DOMAIN ....................................................................................................................................... 9
3.4 SAFE INVESTMENT DOMAIN ............................................................................................................................................. 9
4. COMMON SERVICE DELIVERY EXPECTATIONS (ALL INVESTMENT DOMAINS) .........................................................10
4.1 SERVICE DELIVERY PRINCIPLES......................................................................................................................................... 10
4.2 ABORIGINAL AND TORRES STRAIT ISLANDER PEOPLE ........................................................................................................... 10
4.3 PEOPLE FROM CULTURALLY AND LINGUISTICALLY DIVERSE BACKGROUNDS ............................................................................... 11
5. PERFORMANCE MEASUREMENT ............................................................................................................................11
5.1 PRINCIPLES ................................................................................................................................................................. 11
5.2 PERFORMANCE MEASURE TYPES ..................................................................................................................................... 11
6. OTHER FUNDING DOCUMENTS ..............................................................................................................................12
6.1 INVESTMENT SPECIFICATIONS ......................................................................................................................................... 13
6.2 PROCUREMENT INVITATION DOCUMENT ........................................................................................................................... 13
6.3 SERVICE AGREEMENT .................................................................................................................................................... 13
1. Introduction
The Department of Communities, Child Safety and Disability Services (the department) provides
funding to non-government organisations (NGOs) and other government organisations to support
the delivery of human services. The Minister for Communities, Child Safety and Disability Services
has overall responsibility for funding approvals.
The department’s service system is organised into three service delivery streams:
•
Child and family: Fund services to support families whose children may be at risk of harm;
fund and provide services to protect children and young people from harm or who are at risk of
harm, and whose parents cannot provide adequate care or protection for them; provide
adoption services; lead child safety policy; and manage child safety and family services
program investment.
•
Community services: Fund services to young people, women, seniors and vulnerable adults;
lead community services policy and manage community services program investment; lead
non-government organisation reform including red tape reduction; and lead the human and
social community recovery response in the event of a disaster.
•
Disability: Fund and provide services for children, young people and adults with disability and
their families and carers; and lead disability policy and manage disability program investment
across the government and non-government sectors.
This guideline provides information relating to child, family, and community services.
Funding information for the disability stream is captured separately as there is significant reform
underway including implementation of the National Disability Insurance Scheme and the
Accommodation Support and Respite Services Transition. Visit the departmental website for more
information.
1.1 Purpose of the investment domains guideline
The purpose of this guideline is to broadly describe the scope and strategic priorities of the
department’s investment in child, family and community services funded service delivery.
2. Departmental priorities
The priorities for investment are informed by the following key strategic drivers.
2.1 Strategic Plan
The Department of Communities, Child Safety and Disability Services 2014–2018 Strategic Plan
outlines how the department will invest, provide and partner in effective and innovative services to
enable vulnerable Queenslanders to improve their lives.
The three objectives of the department are:
•
For our clients: improve wellbeing, resilience, safety and participation of vulnerable
Queenslanders.
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Author: PCMR Date: 2 September 2014
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•
For communities: improve liveability, resilience and cohesion in Queensland communities.
•
For our partners: improve capability, sustainability, innovation and productivity of social
services systems in Queensland.
2.2 Renewal
There are three overarching themes of the Queensland Government reform agenda that guide the
department’s investment in service delivery:
•
enabling vulnerable Queenslanders to improve their lives through economic and social
participation
•
the need to improve accountability in how public money is spent with a renewed focus on
results, not inputs
•
The need to reduce fragmentation across agencies to create a more strategic and integrated
framework for the delivery of services.
2.2.1 The Queensland Commission of Audit report
The Queensland Government’s response to the Commission of Audit Final Report (February 2013)
is driving a significant reform agenda for the department’s investment in child, family, and
community services. This will help the department to achieve greater contestability and productivity
to ensure a customer-first focus, and improve value for money and return on investment. This
transformation agenda will see:
• services funded by the department rationalised and consolidated, reducing fragmentation and
creating a more integrated and strategic framework for the delivery of services
• as part of the rationalisation of services, the department will work with the non-government
sector to help establish broader and more viable service solutions
• the department continue to implement client-centred services including through integrated
service delivery and case management to deliver better outcomes to clients, especially those
with complex needs such as entrenched disadvantage and social exclusion
• The department, over time, shift its investment focus to early intervention and prevention
services targeting those most at risk of entrenched disadvantage and social exclusion to reduce
investment in crisis services.
2.2.2 Social Services Investment Framework
The Social Services Investment Framework sets out the principles for why and how government
invests in social services. It provides the foundation for a program of reform which will transform
the way government manages its future investment in social services.
The framework emphasises the government’s increasing role as ‘enabler,’ investing in services
that build a foundation for social and economic participation. Future social services will respond to
the needs of Queenslanders, and benefit from the efficient and effective allocation of public
resources and alignment to government priorities.
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Guiding principles for social investment are outlined in the framework, including ‘customers first’,
partnership, contestability, value for money and the need to balance investment across short and
longer term needs and across the service continuum as a whole.
The framework reflects whole-of-government investment in social services to enable social and
economic participation through strengthening social connectedness, building capacity and
capability, and improving productivity.
2.2.3 Investing in Queenslanders: Social and Human Services Blueprint (2014-2019)
The Investing in Queenslanders: Social and Human Services Blueprint (2014–2019) outlines how
the department is leading transformational change to its investment in services that will deliver
better outcomes for Queenslanders. The blueprint:
• ensures reforms are cohesive, integrated and focused on clear, common goals
• links the department’s reforms to a cross-government reforms, including those overseen by the
Social Services Cabinet Committee
• communicates and showcases the portfolio’s vision, approaches and actions for transforming
investment and strengthening frontline services for its clients, and
• Presents opportunities for co-design of program reforms, co-investment and trialling innovative
investment approaches.
The blueprint reflects the Queensland Public Sector values and is consistent with the principles
underpinning the Social Services Investment Framework, promoting alignment with the whole-ofgovernment approach to investment in social services.
2.2.4 The Queensland Government’s response to The Child Protection
Commission of Inquiry (2013)
The future of the child protection system in Queensland will be shaped by the government’s
response to the Child Protection Commission of Inquiry’s report, Taking Responsibility: A
Roadmap for Queensland Child Protection.
This new child protection system will be achieved in the following three ways:
Firstly, the number of children coming into the statutory system will be reduced. Reports of harm
will be dealt with at the level of intervention required. This will be achieved by an increased focus
on the secondary family support system across the state, and also by developing ‘dual pathways’
that ensure reporters of harm know when and where to refer a matter.
It is also about implementing a new practice framework for Child Safety and funded nongovernment organisations to get better outcomes for families, moving away from the investigative
approach and towards practice that works collaboratively with the family and focuses on their
strengths.
Secondly, child protection frontline services and family support will be revitalised, breaking the
intergenerational cycle of abuse and neglect. This will involve improving child protection practice,
working collaboratively across government and the sectors, strengthening and developing a skilled
workforce and carers, increasing access to support for children in care and increasing stability.
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Thirdly, oversight of the child protection system will refocus on learning, improving and taking
responsibility. This will be achieved by involving stakeholders at every level, refining systemic and
individual advocacy, improving child protection proceedings in the courts, reducing red tape and
streamlining processes.
Children and young people will be the focus of the new system, with support provided to parents,
families and communities to keep them safely at home. Where that is not possible, the focus will be
on caring for them well and assisting them to transition to their lives beyond being in care.
3. Investment domains
3.1 Overview of the investment domains
The three investment domains for child, family and community services are Capable, Resilient and
Safe. The domain titles underpin the overall intent of funding for our customers and form the basis
of a strategic and integrated framework that guides the department’s investment in child, family
and community services funded organisations. The domains are steps toward economic and social
participation, enabling vulnerable Queenslanders to improve their lives.
Figure 1 shows some of the more common client and service delivery continuums as they relate to
the three investment domains. The department’s funding areas (across child, family and
community services) span across the domains to illustrate, in broad terms, the range of client
needs and service responses in which the department invests.
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Figure 1 – Investment domains across client and service delivery continuums
The volume of shading within a funding area does not reflect the proportion of investment within a
domain nor does it equate to a level of interest that a funding area has with any one of the
domains. For example, funding in Domestic and Family Violence may span from Capable, across
Resilient, and into Safe, however, the greatest proportion of investment and the primary concern is
within the Safe domain.
The domain names capture the primary theme and overall intent of investment; however, this does
not exclude these themes from being elements under other domains. For example, a young person
may present at a service with a range of needs, including safety concerns, difficulty in meeting dayto-day costs, and difficulty in maintaining a social network. The service may develop a single case
plan to assist the young person, including referrals to other services. Even though there is a single
case plan, the goals of and interventions for the young person will align with outcomes under all
three domains, as the client journey is not a linear progression from one domain through to
another.
In other words, the investment specifications can relate to multiple domains; each investment
specification is not a subset of a single domain, however outcome measures contained within the
investment specifications are mapped against the domains. While the mix of linkages to domains
may vary in different investment specifications, there is a consistent relationship to all three
domains. For example, the Community Investment Specification contains outcome measures
relating to Capable, Resilient and Safe domains.
The department acknowledges that its investment in service delivery occurs in the context of a
broader service system. This includes direct service delivery by this department (particularly in the
child and families stream), enabling activities (other than service system support and
development), and services that are the responsibility of other government agencies and NGOs.
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Each investment domain is described in more detail below.
3.2 Capable investment domain
The Capable domain spans from universal and prevention to early intervention. This domain
includes services that are primarily funded to assist people to self-manage or to connect them to
the services or support mechanisms that they need.
The goal of this domain is people are able to access information and generalist support to improve
their safety, social connectedness, self-reliance, and wellbeing.
The scope of this domain includes whole or targeted population groups where a broad reach is
required. Service types include (but are not limited to) information, advice and referral; service
development; community support and some personal support services.
Interactions with community members and clients will range from being transactional in nature to
support that is provided over multiple occasions, including the provision of interim support to clients
while they are awaiting referral to other services. Services working with community members and
clients operate from an autonomous to cooperative level of support with other services. Specific
outcomes for each funding area are detailed in the relevant investment specification.
3.3 Resilient investment domain
The Resilient domain spans from early intervention to intensive intervention. This may include
responses for clients that are subject to statutory intervention or other mandatory instruction.
Early intervention responses aim to assist clients who show signs of an identified problem, or who
exhibit risk factors or vulnerabilities for an identified problem, by providing the resources and skills
necessary to combat the identified risks. In this context services are more specialist than those in
the capable domain, and aim to prevent problems from escalating to crisis point and/or developing
in the first place.
Intensive intervention responses are a feature of the Safe domain (refer next section). In the
context of the resilient domain, services may provide a combination of responses from early
intervention to intensive intervention where the level and complexity of client need is likely to be
variable and informed by demand.
The goals of the resilient investment domain are:
• clients are able to improve their quality of life, personal safety, life skills and social behaviours
• Families have the stability, confidence and competence to care for their children and ensure
their wellbeing and safety.
Services across this domain target particular client groups that are experiencing common issues.
Service types include (but are not limited to) case management, counselling, and secondary family
support.
Interactions with clients occur within a case management framework with services either leading or
contributing to a client case plan. Services operate from a coordinated to collaborative level of
support with other services. Specific outcomes for each funding area are detailed in the relevant
investment specification.
3.4 Safe investment domain
The Safe domain is focused on intensive intervention provided to client groups with particular,
identified, high and complex needs, predominantly where there are significant risk factors or safety
concerns. This includes intensive interventions for clients that are subject to statutory intervention
or other mandatory instruction.
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The goals of the Safe investment domain are:
• clients are safe and protected from harm and neglect
• Clients are able to access processes supporting restorative healing.
Interactions occur within a case management framework with services either leading or
contributing to a client case plan. Short-term interventions can initially stabilise a critical situation,
so that longer term or more intensive work is possible. Services operate at a collaborative to
integrated level of client support with other services. Specific outcomes for each funding area are
detailed in the relevant investment specification.
4. Common service delivery expectations (all
investment specifications)
4.1 Service delivery principles
All services funded by the department are required to comply with the Human Services Quality
Standards.
As outlined in the Service Agreement – Standard Terms, all services funded by the department are
required to collaborate and coordinate with other community organisations and government
agencies within the service system in which the funded service operates. Service collaboration and
coordination is undertaken to deliver the most effective services for the overall benefit of
customers.
4.2 Aboriginal and Torres Strait Islander people
For many Aboriginal and Torres Strait Islander people, our services invoke deep and mixed
emotional reactions. Many Aboriginal and Torres Strait Islander families and communities still
suffer today from past government policies and actions such as the dispossession and separation
from land and the removal of children from families.
For Aboriginal and Torres Strait Islander people, this history has resulted in a loss of land, culture,
language and kinship ties, which has had a devastating impact on families and entire communities.
These impacts, in our highly disadvantaged communities, are reflected in the over-representation
of Indigenous people in statutory and non-statutory service systems.
The department acknowledges that people from Aboriginal and Torres Strait Islander backgrounds
can experience heightened risk of disengagement from systems and services.
Therefore, Aboriginal and Torres Strait Islander cultural competency is a general expectation of all
services funded by the department.
All funded services will be expected to maximise opportunities to link and network with Aboriginal
and Torres Strait Islander service providers and community elders with the aim of building the
capacity of the service to provide culturally appropriate support to Aboriginal and Torres Strait
Islander people.
Assessing a client’s needs may include an assessment of the client’s relationships and family and
kinship structure, cultural differences and the role and involvement of the community, friends and
other agencies.
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4.3 People from culturally and linguistically diverse backgrounds
The Queensland Government is committed to removing the barriers to economic and community
participation through the delivery of effective and responsive services in accordance with the
Queensland Cultural Diversity Policy.
In accordance with the policy, the department is committed to improving access to services for
Queenslanders from culturally and linguistically diverse (CALD) backgrounds.
The department acknowledges that people from CALD backgrounds can experience heightened
risk of disengagement from systems and services.
Therefore, cultural competency and alignment with the intended outcomes of the policy is a
general expectation of all services funded by the department.
Assessing a client’s needs may include an assessment of the client’s relationships and family
structure, cultural differences and the role and involvement of extended family, the community,
friends and other agencies.
Collaborative relationships, protocols and referral pathways with multicultural services and
representatives will assist with building culturally competent responses to the needs of people from
CALD backgrounds.
5. Performance measurement
Performance measurement is one part of the contractual reporting required from funded service
providers. The aim of performance measurement, for both funded providers and the department, is
to assess if the services being provided are successfully resulting in the anticipated client
outcomes.
The use of efficiency and effectiveness indicators at service and program levels help to provide
benchmarks to assist the department to analyse the benefits being provided to the community
through its investment in funded services.
5.1 Principles
Performance measures attached to funded NGO service delivery are:
• practical – captured once and used often, where possible
• limited in number so effort is concentrated on what matters
• relevant to outputs and contribute to program objectives
• meaningful (to aggregate, fit for purpose)
• easily reportable
• verifiable
• Client oriented.
The information gained through NGO service performance reporting is used to analyse and
determine priorities for planning determine effectiveness of programs and initiatives and inform
evaluations and will assist in future research. This in turn contributes to the delivery of responsive
services and investment.
5.2 Performance measure types
Funded services report on performance measures derived from the following four categories:
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1.
2.
3.
4.
Outputs (hours, places, milestones).
Throughput (clients).
Demographics.
Impact (may also be described as outcomes).
The outputs catalogue details the type of outputs the department purchases and operates as a
menu from which to select outputs for services. For more information about outputs refer to the
Outputs catalogue.
Output measures are the core elements of output reporting by funded services. However, analysis
of performance requires additional information about the use of the service.
Data from demographic and throughput measures will describe the demographic profile of clients
as well as the demand for services — this helps to answer the question “who uses services and
how often?”
Data reported from impact measures will describe the impacts or benefits to clients from the
service delivery — this helps to answer the question “what gains are made from receiving the
service?”
Funded organisations may also be required to collect and report data in accordance with
applicable national reporting obligations or for other purposes such as program evaluations.
The scope and level of performance measurement reporting for a particular service is defined in a
service agreement and informed by the combination of investment domain and relevant investment
specification sections.
6. Other funding documents
Figure 2 – Funding document hierarchy
Investment Domains Guideline
Investment Specification
Procurement Invitation Document
Service Agreement
The department’s funding documents underpin the business relationship between the department
and the funding recipient. The investment domains guideline should therefore be read in
conjunction with the relevant investment specification, procurement invitation document (new
funding), and service agreement for organisations that are currently funded to deliver a service.
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Author: PCMR Date: 2 September 2014
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6.1 Investment specifications
Investment specifications describe the intent of funding for a funding area and include detail about
the service types, modes, service users, service delivery requirements, performance measurement
requirements, and reporting requirements, as well as best practice guidance.
Refer to the investment specifications for further information.
6.2 Procurement invitation document
A procurement invitation document is used by the department to procure a provider for a service. It
draws from the relevant investment specifications to specify the requirements of the service to be
purchased. The procurement invitation document may include additional requirements, for
example, a specific service model that relates to a combination of elements drawn from separate
investment specifications, or requirements that are specific to a particular location.
Organisations that are considering applying for funding should refer to the procurement invitation
document for that particular funding opportunity.
For details of current funding opportunities, please refer to the departmental website.
6.3 Service agreement
A successful applicant for funding enters into a service agreement with the department. The
agreement draws from the relevant investment specification and any additional requirements from
a procurement invitation document, to specify the requirements of the service.
Visit the departmental website for information about the department’s service agreements and
access to the templates.
Title: Investment Domains Guidelines
Author: PCMR Date: 2 September 2014
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