Department of Health and Human Services...DHHS Annual Report 0506 – Part One: DEPARTMENTAL...
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Department of Health and Human Services Annual Report 0506
Transcript of Department of Health and Human Services...DHHS Annual Report 0506 – Part One: DEPARTMENTAL...
Department of Health and Human Services Annual Report 0506
Department of Health and Human Services
GPO Box 125
Hobart TAS 7001
www.dhhs.tas.gov.au
Departm
ent of Health and H
uman Services A
nnual Report 0506
�
ContentsSecretary’s letter of transmittal 4
About this report 6
Part One - Departmental Overview
Our services 9
Our people 14
Our finances 18
The DHHS Progress Chart 20
Health and wellbeing indicators 21
Our performance 24
Part Two - Our Progress
Children and Families 38
Community, Population and Rural Health 46
Hospitals and Ambulance Service 58
Housing Tasmania 70
Towards Tasmania Together 78
Part Three - Supplementary Information
Asset management and risk policies 87
Consultancies, contracts and tenders 92
Central Grants Program 106
Freedom of information 107
Human resource statistics 108
Occupational health and safety 112
Superannuation Declaration 113
Publications 113
Public interest disclosure 126
Legislation 126
Other annual reports 131
Part Four - Financial Statements
Department of Health and Human Services
Income Statement 134
Balance Sheet 135
Cash Flow Statement 136
Statement of Changes in Equity 139
Notes to and forming part of the
Financial Statements 138
Tasmanian Ambulance Service
Income Statement 183
Balance Sheet 184
Cash Flow Statement 185
Statement of Changes in Equity 186
Notes to and forming part of the
Financial Statements 187
Abbreviations and acronyms 212
Contacting the Department 214
DHHS Annual Report 0506
�
Secretary’s Letter of Transmittal
The Hon Lara Giddings MHA
Minister for Health and Human Services
Parliament House
HOBART TAS 7000
Dear Minister
In accordance with the requirements of Section 36 of the Tasmanian State Service Act
2000 and Section 27 of the Financial Management and Audit Act 1990, I am pleased to
present to you this report on the activities of the Department of Health and Human
Services for the financial year 2005–06.
Since commencing in my position of Secretary of the Department in October
2005, I have instigated a number of reforms to improve decision-making, reduce
organisational complexity, establish clear lines of accountability and improve
organisational performance. In May 2006, the fit program was launched to reform
the governance arrangements of the Department in order to provide better support
for the delivery of its services.
A key component of the Department’s management reform agenda is an increased
focus on planning and performance. The DHHS Progress Chart has been developed
to provide a framework for managing the Department’s planning and performance
processes and is the reporting framework adopted for this Annual Report.
Over the past year, considerable investment has been made in the Department
to increase its workforce. At 30 June 2006 there were 10 487 paid employees
(8 685 full-time equivalent (FTE)) positions compared with 9 844 (8 015.20 FTE)
employees at 30 June 2005. This investment has included additional staff
appointed under the Better Hospitals Package and the recruitment of additional child
protection staff to ensure increased capacity to respond to children who
are at risk of abuse and neglect.
DHHS Annual Report 0506
5
In addition to this investment in staffing, the Department has implemented a
number of significant initiatives focused on increasing the capacity of services
through investment in new infrastructure and upgrading existing facilities. Work
commenced on the new Department of Emergency Medicine at the Royal Hobart
Hospital and new oral health clinics were established throughout the State. Work
was completed on the Geriatric Evaluation and Management Unit, a 20 bed unit
providing sub-acute care to patients with chronic or complex conditions; and a 35
bed secure mental health unit was constructed to accommodate and effectively
manage offenders with acute mental illnesses. The first patients were transferred
from Risdon Prison to the Wilfred Lopes Centre in late February 2006.
The Department has also been exploring innovative ways to deliver its services
through initiatives such as greater collaboration with government agencies and
non-government organisations. The Affordable Housing Organisation, which was
launched in late 2005, will involve the Department working with not for profit
organisations to provide affordable housing options for Tasmanians. In addition,
as part of its continuous improvement agenda, the Department has continued
implementing recommendations from several service reviews, such as the Review
of Palliative Care Services, Bridging the Gap, and the Living Independently Project.
The Department ensures that Tasmanian businesses are given every opportunity
to compete for Agency business. It is the Department’s policy to support
Tasmanian businesses whenever they offer best value for money for the
Government. Information about the level of participation by local businesses
for consultancies, contracts and tenders is provided in the Supplementary
Information, Part Three.
Finally, I would like to take the opportunity to thank all staff for their commitment,
dedication and support during my first year as Secretary of the Department. The
success and achievements of the Department owe much to the enthusiasm and
contribution of staff in their continued efforts to deliver quality health and human
services to the people of Tasmania.
Dr Martyn Forrest Secretary
October 2006
DHHS Annual Report 0506
Each year the Department of Health and Human Services (DHHS) is required
by legislation to produce an annual report. The report provides the opportunity to
present a comprehensive view of the Department’s performance, progress
and operations.
During the latter part of 2005–06 a number of new organisational arrangements
were implemented as part of the fit program. This report is based on the previous
arrangements, as the vast majority of the actions undertaken and information
collated during the year took place under that structure.
The report is presented in four sections.
1 Departmental overview
This section provides an overall picture of the Department, including structure
and organisational arrangements, human and financial resources, and planning
and performance reporting mechanisms.
Information about the fit program, which is the Department’s reform of its
governance arrangements in order to provide better support for the delivery of
services, is also located here.
Descriptions of the DHHS Progress Chart and details of the various health and
wellbeing indictors which are key components of the Department’s strategic
reform agenda can be found in this section, along with a listing of the Tasmania
Together goals and initiatives to which the Department contributes.
ABOUT THIS REPOR T
6 DHHS Annual Report 0506
2 Our progress
This section provides a brief description of each of the four divisions Community,
Population and Rural Health; Children and Families; Hospitals and Ambulance
Service; and Housing Tasmania.
Accompanying each division is a summary of the initiatives undertaken
throughout the year, reporting against the elements of the DHHS Progress Chart.
A selection of case studies is also featured, providing a greater insight into a
variety of initiatives.
The initiatives contributing to Tasmania Together are identified, with a summary
provided for easy reference at the end of this section.
3 Supplementary information
This section contains a broad range of required reporting information, including
asset management, details of consultancies, contracts and tenders, freedom of
information activities, along with in depth human resource and occupational
health and safety statistics.
4 Financial Statements
The Department’s audited financial statements, prepared in accordance with
legislation, are located in this section.
Other Annual Reports
The Department collates annual reports for various statutory bodies, as listed
in Part Three, and coordinates their publication in CD-ROM format and on the
Department’s website at www.dhhs.tas.gov.au
The Commissioner for Children also produces an annual report, which can be
accessed at the Commissioner’s website, www.childcomm.tas.gov.au or by
emailing [email protected]
ABOUT THIS REPOR T
�DHHS Annual Report 0506
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW�
We provided assistance one and a half million times last year.
That’s great service by any standard.
Our services 9
Our people 14
Our finances 18
The DHHS Progress Chart 20
Health and wellbeing indicators 21
Our performance 24
Our contribution to Tasmania Together 32
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW �
Our servicesThe Department is responsible for providing a wide range of health and
community services to the Tasmanian public. These services are delivered across
Tasmania through a network of acute and community facilities, including:
• three acute hospitals - the Royal Hobart, Launceston General and North
West Regional (Burnie and Mersey campuses) hospitals;
• 20 rural health facilities (including district hospitals, multi-purpose services/
centres and council/non-government organisation sites supported with
State funding);
• 46 ambulance stations;
• 21 community health centres;
• 32 telehealth facilities;
• five rural nursing centres;
• 15 day centres for the frail, aged and people with a disability;
• two youth health centres;
• three parenting centres;
• 32 mental health facilities;
• seven housing service centres servicing 13 040 rental housing properties;
• 33 oral (dental) health facilities;
• one inpatient and five outreach clinics for alcohol and drug services; and
• the Ashley Youth Detention Centre.
A number of services such as Home and Community Care and community
nursing are provided directly to clients in their homes, by staff working out of a
number of sites statewide.
PAR T 1 – DEPAR TMENTAL OvER vIE W
We provided assistance one and a half million times last year.
That’s great service by any standard.
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW10
In 2005–06, these services were delivered through the following service
delivery areas:
• Children and Families – responsible for the provision of a range of
complementary services for children, young people, families, individuals and
the communities that support them. The services include Child and Family
Services; Family, Child and Youth Health Services; Youth Justice Services; and
Community Partners, which includes the Gambling Support Bureau.
• Community, Population and Rural Health – responsible for the provision of
aged care and rural health services; community nursing; mental health
services; oral health services; palliative care services; cancer screening and
diagnostic services; disability services; alcohol and drug services; public and
environmental health services; and population health services.
• Hospitals and Ambulance Service – responsible for the delivery of high quality
hospital and ambulance services within Tasmania. Most services are provided
from the Royal Hobart Hospital, Launceston General Hospital and the
Northwest Regional Hospital (Burnie and Mersey Campuses). The Tasmanian
Ambulance Service provides emergency ambulance care, rescue and transport
services, a non-emergency patient transport service and fixed wing and
helicopter air ambulance services through a network of stations statewide.
• Housing Tasmania – responsible for enabling access to adequate, affordable,
appropriate and secure housing for Tasmanians on low incomes, through the
provision of Public Rental Assistance, Private Rental Assistance, Community
Sector Housing and Home Ownership Assistance. Services to Housing
Tasmania clients are provided statewide through seven local service centres
and the State Administration office in Hobart.
Further details on the Department’s four main service delivery areas can be found in
Our Progress, Part Two.
The Department’s corporate functions which support these service delivery areas
include finance; human resources; information technology services; procurement
services; facilities management; policy development; communications and
marketing services; and information management, including library and records.
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW 11
Revised organisational arrangements
As part of the fit program, a number of new organisational arrangements were put
in place in the latter part of 2005–06. This included replacing the existing divisions
and grouping a number of complementary services under four new Groups.
These Groups are:
• Acute Health Services;
• Community Health Services;
• Human Services; and
• Shared Services.
Further details in respect of the fit program and the new organisational
arrangements can be found in the following section.
Lara Giddings MHA, Minister for Health
and Human Services
Dr Martyn Forrest, Secretary, Department
of Health and Human Services
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW12
The fit program
In May, 2006 the Secretary announced the introduction of the fit program to reform
the governance arrangements of the Department, in order to provide better
support for the delivery of its services.
The program is focused on:
• establishing a clear and shared purpose and direction for the agency;
• achieving better integration of services;
• implementing effective ways to plan for, measure and improve performance;
• becoming more solutions-oriented and decision-focussed;
• improving communication;
• improving management and leadership;
• strengthening staff capacity; and
• reforming the organisational arrangements.
The central focus of the fit program is on making a difference organisationally
and individually. The title, the fit program, was chosen for its obvious connection
between fitness and health and wellbeing, and between fitness and the ability to
do things better, to work more productively and to be able to undertake a greater
range of activities.
The elements of the program were developed through extensive consultations
between October 2005 and May 2006. Discussions were held with a wide range of
staff and stakeholders individually, and through group meetings or site visits. The
conducting of “values” focus groups across the State and discussions with senior
staff on the proposed planning and performance tool, the DHHS Progress Chart,
provided additional opportunities to identify key areas in need of improvement.
Implementation of the fit program commenced on 9 June 2006 with the existing
divisions within the Department being abolished and replaced by Groups of
services under the leadership of a Deputy Secretary. The number of separate
business units (through which services are provided and which will be the focus
for performance and accountability) was substantially reduced, as was the level of
central administration.
www.dhhs.tas.gov.au
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW 1�
Correct as of September 2006
New Agency Structure
Office of the Secretary Secretary
Dr Martyn Forrest
Executive and Portfolio Services Manager
Sharon Trueman
Internal Audit Acting Manager
Helen Platten
Acute Health Service Deputy Secretary
Catherine Katz
Community Health Services
Deputy Secretary Mary Bent
Human Services Deputy Secretary
Alison Jacob
Shared Services Deputy Secretary Simon Barnsley
Royal Hobart Hospital CEO
Dr John MenziesMental Health Services
Director Assoc. Prof. Des Graham
Finance Acting Director
Eleanor Patterson
Children and Family Services Director
Carol ReevesLaunceston General
Hospital CEO
Dr Stephen Ayre
North West Regional Hospital
CEO Ken Campbell
Ambulance Services CEO
Grant Lennox
Forensic Medical Services Director
Dr Christopher Lawrence
Primary Health Director
Pip Leedham
Population Health Director
Dr Roscoe Taylor
Oral Health Services Director
Siobhan Harpur
Statewide Specialist Services Director
Dr John Crawshaw
Disability Services Director
Wendy Quinn
Youth Justice Services Director
Michael Plaister
Housing Tasmania Director
Mercia Bresnehan
Human Resources Director
Gabrielle Peacock
Information Services Director
Max Gentle
Planning, Performance and Evaluation
Director Sean Terry
Facilities Management Director
Peter Alexander
Business and Risk Strategy Director
Richard Lette
Professional Services and Advice
Director Dr David Broadle
Communications and Marketing Services
Manager Kathy Saurine
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW1�
Our peopleThe Department relies on the dedication and skill of its workforce to deliver high-
quality care for all Tasmanians. Our people work in a wide range of occupations and
locations and are involved in direct health and human service delivery or in support
of those services.
Workforce profile
As at 30 June 2006, there were 10 487 paid people working with the Department
in 8 685 full-time equivalent (FTE) positions. Females made up almost 75 per cent
of the Department’s workforce, a trend reflected nationally across the health and
human service system.
In recent years, considerable investment has been made to increase the capacity of
the workforce. Since 2002–03, both the number of paid employees and the number
of FTE positions have increased.
Figure 1 - Number of paid employees as at 30 June 2006
More specifically, since 2002–03, the number of doctors has increased by 28 per
cent, nurses by 17 per cent, allied health professionals by 24 per cent, ambulance
officers by 22 per cent and dentists by 20 per cent.
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DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW 15
Figure 2 – Health Professionals by stream at 30 June 2006
Fundamental to the continued provision of sustainable health and human services
is the development of a stable but flexible workforce. Figure 3 demonstrates that
almost 70 per cent of the Department’s staff is employed on a permanent basis.
Figure 3 - Staff composition
* Officers appointed under part six of the State Service Act 2000, which includes Heads of Agencies, Prescribed Office Holders and Senior Executives
A challenge for the long-term sustainability in Tasmania is the ageing of the
population and the health workforce. The Department’s current workforce profile
shows that one third of its employees are aged 50 years and over, one third are aged
between 40 and 50 years, and another third are under 40 years of age. Each of these
workforce cohorts are important in providing services needed by the community
now and into the future. The anticipated rise in retirements of older staff highlights
the need to ensure skills transfer and consideration of the best models of care, to
ensure quality service delivery is sustained. The rise in retirements also sharpens the
focus on staff recruitment and retention.
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Part 6* 1%
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DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW16
At a national level, the Department is involved in a number of initiatives to
strengthen the health workforce, particularly those being progressed through
the Council of Australian Governments (COAG).
For further information in relation to the Department’s human resources, refer to the
Supplementary Section, Part Three.
Ensuring a high performing, motivated and supported workforce
In recognition of the importance of the Department’s employees in delivery quality
services, one of the supporting action areas of the DHHS Progress Chart is to ensure
a high performing, motivated and supported workforce. Such an approach requires
a range of activities from payroll and entitlements administration to enhancing
the development of our people. Some key initiatives in 2005–06, which have
contributed to a high performing, motivated and supported workforce include:
Improving Human Resource (HR) processes - In 2005–06, the Department
implemented an online recruitment system to expedite current HR processes.
The Recruitment Technology Solution is currently being utilised in 80 per cent of
the Department and has already resulted in a decrease in the time to fill vacancies
through more streamlined processes.
Strengthening of conflict and grievance resolution mechanisms – The Grievance
Management Procedure was developed and implemented during 2005–06.
The focus of the procedure is to maintain effective working relationships by
ensuring that grievances are responded to quickly, with minimum distress
and maximum protection to all parties, thereby preventing minor problems or
grievances from escalating.
Recognising and celebrating diversity - The Department’s Diversity Management Plan
has been progressed through regular statewide forums that provide professional
development and connectivity for Diversity Officers and Relationship Management
teams, as well as supporting diversity as a positive element in the workforce.
Notably, the Launceston General Hospital (LGH) was granted the Employment
and Inclusion of Culturally and Linguistically Diverse Australians Award at the 2005
Diversity@Work Awards for the successful employment of refugees through a work
placement program.
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW 1�
Providing education and training opportunities – Staff are benefiting from a range
of training and education opportunities being offered by the Department.
For example, training has been developed and delivered within various workplaces
covering areas such as conflict resolution, the State Service code of conduct, the
role of diversity in the workplace and quality workplace relationships. Training
opportunities are also being offered through the vocational Education and Training
(vET) system, such as the Frontline Management course. A register of preferred
providers has been established to streamline access to vET programs. Education and
training opportunities are also circulated to staff by the Learning and Development
Update e-newsletter each month.
Developing a HR performance management framework - A comprehensive audit of
current HR performance management systems was undertaken during 2005–06.
A HR performance management framework is now under development which will
assist staff and managers achieve results in their roles and functions. Supporting
education and training programs will be implemented together with an online
support centre for both staff and managers.
A number of the Department’s high performers were recognised in the Queen’s
Birthday Honours in 2006:
Dr Henry Smith Medicine
Dr Paul Dunne Palliative Care
Professor Berni Einoder Orthopaedic Surgery
Professor Ray Lowenthal Cancer Services
Professor Saxby Pridmore Psychiatry
Mr Andrew O’Brien Ambulance Service
Mr Greg Edsall Ambulance Service
Volunteers
volunteers also form a valuable part of the delivery of health and human services.
Their contribution as visitors, carers, and members of auxiliaries, patient/client
support groups and community and service organisations enhances the quality
of life for Tasmanians.
During the year two of our volunteers, Ms Myra Woolley and Ms Margaret Dennis,
were also recognised in the Queen’s Birthday Honours.
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW1�
Our finances In 2005–06, the total budgeted expenditure for health and human services was
almost $1.2 billion, representing an increase of $187 million or 18.7 per cent above
the 2004–05 Budget. The chart below shows the allocation of the gross operating
budget by output group (Figure 4). It highlights that approximately 50 per cent
of the Department’s operating budget was allocated to the Hospitals and
Ambulance Service.
Figure 4 - DHHS gross operating budget 2005–06 by output
Over the last five years, the operating budget of the Department has increased by
36.7 per cent since 2001–02 (refer to Figure 5).
Figure 5 - Total DHHS budget from 2001–02 to 2005–06
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DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW 1�
The recent growth in operating and capital funding has resulted in increases to all departmental service delivery
areas. Table 1 provides details as to how the funding has been allocated over the past five years.
Table 1 - Budget allocation by output groups from 2001–02 to 2005–06
Output Group 2001-02 $ million
2002-03 $ million
2003-04 $ million
2004-05 $ million
2005-06 $ million
Community, Population and Rural Health 191.6 195.0 299.2 320.8 371.7
Children and Families 26.8 37.0 62.9 69.9 82.0
Hospitals and Ambulance Service 377.6 421.2 467.7 486.3 581.0
Housing Tasmania 75.7 82.6 98.2 97.3 97.7
Administered Payments1 147.7 113.1 13.5 12.2 27.4
Capital Investment Programs/Funds 49.5 27.0 17.9 14.3 28.0
Total 868.9 875.9 959.4 1 000.8 1 187.8
1 The decrease in Administered Payments is due to a change in the allocation of some grants and subsidies. Since 2003-04, the budgets for a number of grants and subsidies, which were previously allocated under the Administered Payments Output Group, are now allocated across several service delivery output groups.
Key financial highlights for 2005–06
• Capital expenditure for the Department in 2005–06 totalled $91.11 million – which included upgrades to
district hospitals and community health centres, Better Hospitals equipment replacement program, and the
Department of Emergency Medicine at the Royal Hobart Hospital.
• Operating expenses incurred throughout the system are varied but the major categories include:
- salaries and employee related expenses at $666.88 million;
- medical, pharmacy, pathology and patient supplies at $172.42 million; and
- property, including rent, rates, maintenance and electricity at $92.78 million.
• There has been increased investment in staffing, with salaries and employee related expenses increasing by
50 per cent, from $442 million in 2001–02 to $666.88 million in 2005–06 (refer Figure 6).
Figure 6 - Salaries and employee related expenses from 2001–02 to 2005–06
For further financial information on the Department’s activities please refer to the Financial Statements within Part
Four of the Annual Report.
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DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW20
The DHHS Progress ChartA key component of the Department’s strategic reform agenda is an increased
focus on planning and performance. The DHHS Progress Chart has been developed
to provide a consistent approach for managing the Department’s planning and
performance measurement across the wide range of services it provides.
At the centre of the DHHS Progress Chart are three key performance categories:
Achievement: the level and quantity of health and human services that the
Department is providing to the community and the level of
utilisation of those services;
Quality: the extent to which the health and human services provided by
the Department meet expected standards that are measured by
benchmarking, accreditation or other means; and
Access: the degree to which the community has equity of access to the
services provided by the Department.
Progress against each of the key performance categories is enabled by a group of
five supporting action areas.
• a motivated and supported workforce;
• community involvement in, and satisfaction with the Department;
• collaboration and integration;
• innovation and improvement; and
• efficiency and effectiveness in the management of the Department’s
resources.
Further information on how the Department measures its performance is provided
in the Our Performance, Part One.
Relevant legislation, Government Policy, budget priorities, strategic plans and policies (external and
internal) and agreements (Australian, State and local)
Relevant health status and wellbeing indicators
PRINCIPAL OuTPuTS
Key Performance Categories:Achievement
QualityAccess
FIVE SuPPORTING ACTION AREAS
High performing, motivated and supported workforce
Community involvement in and satisfaction with DHHS
Efficient and effective resource management
Collaboration and integration Innovation and improvement
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW 21
Health and wellbeing indicatorsOne of the primary objectives of any health and human service system is to improve
the overall health and wellbeing of individuals and the community as a whole.
In order to ensure that that the services we provide are effectively meeting the
needs of the Tasmanian community, it is necessary to measure the changes in
the health and wellbeing of Tasmanians over time. Measurement of health and
wellbeing is a key element of the DHHS Progress Chart.
Health and wellbeing indicators can essentially be separated into two
broad categories:
• health and wellbeing outcomes; and
• determinants of health and wellbeing.
Health and wellbeing outcomes measure the state of a community’s health and
wellbeing. They typically tell us such things as the incidence of disease, the level of
disability and the prevalence of social conditions in a community.
Determinants of health and wellbeing are the factors that influence the health and
wellbeing of individuals and the community. They include a number of behavioural
factors such as smoking rates, levels of physical activity, nutrition and drug and
alcohol consumption; and also environmental factors such as socioeconomic status,
cultural issues and physical surroundings.
This Annual Report presents a set of indicators that will assist in measuring
improvements in the overall health and wellbeing of Tasmanians. The indicators
selected are those that the Department is in the best position to influence through
the services it provides. However, it is important to note that health and wellbeing
are influenced by a wide range of factors – some that are outside the auspices of
the Department and some that are difficult to attribute to any one particular service
delivery area. The indicators presented in this Annual Report will be important in
guiding policy development and planning to meet the future health and human
service needs of Tasmanians.
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW22
Health and Wellbeing Outcomes
Indicator TAS. AuS. Sources
Life Expectancy (2004)
Australian Bureau of Statistics, Deaths, Australia, 2004, cat. no. 3302Males (in years) 76.7 78.1
Females (in years) 81.8 83.0
Infant Mortality (2004) - Deaths per 1 000 live births 3.0 4.7 Australian Bureau of Statistics, Causes of Death, Australia, 2004, cat. no. 3303
Age-Standardised Mortality Rate (2004) - Deaths per 1 000 population 6.0 6.3 Australian Bureau of Statistics, Causes of
Death, Australia, 2004, cat. No. 3303
Socio-Economic Disadvantage (2001) - Index of Socio-Economic Disadvantage - SEIFA (Areas with less relative need have a score of above 1 000 while those of greater disadvantage have a score of less than 1 000.
966 999
Australian Bureau of Statistics- Census of Population and Housing 2001, socio-economic index for areas (SEIFA), Tasmania, 2001, cat. no. 2033
Juvenile Justice (2004) - Rates of young people under juvenile justice supervision aged 10–17 years, per 1 000 young people 11.8 3.7
Australian Institute of Health and Welfare - Juvenile Justice in Australia 2000–01 to 2003–04, cat. No. JUv1
Child Abuse (2005) - Rate of substantiations - Number and rate per 1 000 children in the target populations 5.8 7.5
Australian Institute of Health and Welfare - Child Protection Australia 2004–05, cat. No. CWS 26
Disability (2003) - Proportion of the population with a profound/severe core-activity limitation 7.4 6.3
Australian Bureau of Statistics - Survey of Disability, Ageing and Carers 2003, cat.no.4430
Housing Stress (2005) - Percentage of housing stress experienced by low income earners in Tasmania within the private rental market
24.4 35.0DHHS - Housing Tasmania - Derived from Productivity Commission Report On Government Services 2006
Self-assessed Health Status (2004) - Proportion of Tasmanians 15yrs + who report their health as very good or excellent 56.5 56.4
Australian Bureau of Statistics- National Health Survey, Summary of Results, cat. No. 4364
Potentially Avoidable Hospitalisations (2005) Australian Institute of Health and Welfare - Australian Hospital Statistics 2004–05, cat. no. HSE 41
Total selected conditions (separations per 1 000) 27.3 31.5
Chronic conditions (separations per 1 000) 18.0 18.7
Smoking Caused Mortality (2004)
Department of Health and Human Services - Population Health Statistics (Unpublished)
Males (per 100 000 population) 84.9 na
Females (per 100 000 population) 34.3 na
Suicides in persons aged 15–34 years per 100 000 population (2004) 19.0 na
Mental Health - Proportion of Tasmanians 18 years+ reporting high or very high levels of psychological distress (2004) 12.6 13.0
Australian Bureau of Statistics- National Health Survey, Summary of Results, cat. No. 4364
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW 2�
Determinants of Health and Wellbeing
Indicator TAS. AuS. Source
Infant and Maternal Health- Proportion of Tasmanian mothers breastfeeding exclusively to around 6 months of age (2004) 18 na
Department of Health and Human Services - Children and Families Statistics (Unpublished)
vaccine Coverage Australian Childhood Immunisation Register - cited in Productivity Commission Report on Government Services 2006
rate in children 12–15 months (30 June 2005) (Proportion) 91.2 90.2
rate in children 24–27 months (30 June 2005) (Proportion) 94.4 91.8
Smoking - Proportion of Tasmanians 18 years+ who are current daily and occasional smokers (2004) 24.5 23.2
Australian Bureau of Statistics- National Health Survey, Summary of Results, cat. no.4364
Nutrition
Proportion of Tasmanians 18 years+ who eat < 5 serve veg (2004) 79.4 85.7
Proportion of Tasmanians 18 years+ who eat < 2 serves fruit (2004) 46.3 46.0
Alcohol - Proportion of Tasmanians 18 years + at risk of long term alcohol related harm (2004) 11.4 13.5
Physical activity - Proportion of Tasmanians 18 years+ classified as sedentary (2004) 34.1 34.0
Body Mass Index
Proportion of Tasmanians 18 years+ classified as overweight (2004) 31.8 32.7
Proportion of Tasmanians 18 years+ classified as obese (2004) 17.1 16.6
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW2�
Our performance In 2005–06 the Department began implementing a comprehensive management
reform strategy to develop better processes and systems to support frontline service
delivery. Improvements in achievement, quality and access are critical to ensure
sustainable services both in terms of resources and outcomes for clients.
As part of this reform strategy, the Department has committed to implementing
effective ways to plan for, measure and improve performance. The DHHS Progress
Chart has been developed to provide a framework for managing the Department’s
planning and performance in the context of meeting its legislative and other
obligations and improving the health and wellbeing outcomes for Tasmania.
At the centre of the DHHS Progress Chart are three key performance categories
– Achievement, Quality and Access – which reflect the Department’s principal aims
in delivering services to its clients.
Achievement
The key performance category of Achievement measures the degree to which the
Department is successfully delivering appropriate health and human services to the
people of Tasmania, whilst also ensuring that the community is being supported to
contribute to its own health and wellbeing. Indicators under the key performance
category of Achievement typically indicate the level of utilisation of services
provided by the Department.
As you can see from the table (right), the level of activity across a range of services
has increased considerably over the past four years. In order to meet the increased
demand for services provided by the Department, there has been significant
investment in increasing the capacity of the service system. The provision of
additional infrastructure and staff, as well as continued service delivery reform, in a
number of areas has resulted in more people utilising the Department’s services.
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW 25
Achievement unit of Measure 2002-03 2003-04 2004-05 2005-06
Community, Population and Rural Health
Aged Rural and Community Health - Community Nursing - Occasions of Service1 Number 229 159 207 878 186 583 195 000
Aged Rural and Community Health - Rural Hospitals - Separations Number 4 404 4 828 5 242 5 035
Aged Rural and Community Health - Rural Hospitals - Occupancy Rate % 58.1 66.8 62.8 62.4
Aged Rural and Community Health - Residential Aged Care - Occupancy Rate % 87.3 95.2 92.3 96.0
Alcohol and Drug Services - Pharmacotherapy Program - Total Active Participants Number 497 576 588 601
Mental Health Services - Inpatient Separations Number 2 395 2 388 2 575 2 381
Mental Health Services - Community and Residential - Active Clients Number 4 290 4 527 4 373 4 272
Eligible Women Screened for Breast Cancer Number 23 097 22 496 24 651 25 679
Community Assessment and Care Management - Aged Care Assessment Program - Completed Assessments Number 4 356 4 615 4 516 4 888
Oral Health Services - Adults - Occasions of Service - General Number 3 011 3 506 5 729 4 828
Oral Health Services - Adults - Occasions of Service - Emergency Number 17 573 16 331 14 371 14 915
Oral Health Services - Adults - Occasions of Service - Dentures Number 5 740 5 420 4 575 3 501
Oral Health Services - Children - Occasions of Service Number 72 129 77 995 73 958 72 035
Palliative Care - Specialist Community - Clients Accessing the Service Number 4 063 4 318 4 835 5 056
Disability Services - Supported Accommodation Clients Receiving Individual Support Packages (ISP) Number na 219 302 311
Disability Services - Day Options Clients Number 504 1 166 1 413 1 421
Children and Families
Proportion of Child Protection Notifications Referred for Investigation % na 17.4 17.3 31.2
Proportion of Finalised Child Protection Investigations That Were Substantiated2 % 38.9 46.7 56.7 56.1
Number of Children in Out-of-Home Care as at 30 June Number 462 480 571 683
Proportion of Parents Enrolling Their Newborn with Family Child and Youth Health Preventative Services % 97.6 96.9 97.1 96.8
Proportion of People Attending Family Child and Youth Health Preventative Services at Six Weeks Who Were Breastfeeding % 64.9 68.4 66.8 64.5
Proportion of SAAP Clients with a Support Plan (where appropriate)1 % 83.7 80.8 79.9 80.0
Proportion of Requests for SAAP Services in Which Services Were Not Provided But Referred1 % 5.3 5.8 5.0 5.0
Hospitals and Ambulance Service
Admitted Patients - Number of Weighted Separations3 Number 82 988 81 428 89 939 97 092.
Department of Emergency Medicine Presentations Number 83 007 84 314 103 540 116 802
Outpatient Department - Occasions of Services Number 670 812 694 637 741 931 784 187
Day Surgery Rate % 57.4 61.8 62.5 63.0
Total Ambulance Responses Number 50 025 51 430 56 066 61 774
Emergency Ambulance Responses Number 26 841 26 918 29 144 31 487
Housing Tasmania
Public Housing Occupancy Rate % 97.4 98.5 98.5 98.5
1. Data for 2005-06 is a projection only.
2. The figure for 2005-06 may be different to the figure that will be reported in the Child Protection Australia 2005-06 report. This is due to the delays in finalising investigations.
3. These numbers are subject to change as medical record coding is completed. Diagnosis codes and cost weights may also change. The number of weighted separations in any particular year may therefore vary from that published in previous Annual Reports and Budget Papers
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW26
This information shows the number of times people have received treatment in
Tasmania’s three major public hospitals as inpatients (adjusted for the acuity of
the treatment). While the inclusion of data for the Mersey Campus of the North
West Regional Hospital since November 2004 has increased overall numbers, the
underlying activity across all hospitals has also increased.
An ambulance response occurs when a vehicle or vehicles are sent to a pre-hospital
incident or accident. The total number of ambulance responses, which include
emergency, urgent and non-urgent responses, has increased by 20 per cent since
June 2004, with a total of 61 774 ambulance responses statewide in the 12 months
up to 30 June 2006.
0
2 000
4 000
6 000
8 000
10 000
12 000
70 000
75 000
80 000
85 000
90 000
95 000
100 000
0
10
20
30
40
50
0
200
400
600
800
1 000
1 500
2 000
2 500
3 000
3 500
0
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
20 000
21 000
22 000
23 000
24 000
25 000
26 000
0.0
0.2
0.4
0.6
0.8
1.0
0
500
1 000
1 500
2 000
2 500
3 000
3 500
4 000
400
500
600
700
800
900
1 000
1 100
1 200
1 300
0
100
200
300
400
500
600
700
800
2002-03 2003-04 2004-05 2005-0682
988
81 4
28
89 9
39
97 0
92
num
ber
Achievement
Admitted Patients - Number of Weighted Separations
0
2 000
4 000
6 000
8 000
10 000
12 000
70 000
75 000
80 000
85 000
90 000
95 000
100 000
0
10
20
30
40
50
0
200
400
600
800
1 000
1 500
2 000
2 500
3 000
3 500
0
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
20 000
21 000
22 000
23 000
24 000
25 000
26 000
0.0
0.2
0.4
0.6
0.8
1.0
0
500
1 000
1 500
2 000
2 500
3 000
3 500
4 000
400
500
600
700
800
900
1 000
1 100
1 200
1 300
0
100
200
300
400
500
600
700
800
2002-03 2003-04 2004-05 2005-06
50 0
25
51 4
30
56 0
66
61 7
74
num
ber
Total Ambulance Responses
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW 2�
This indicator provides a measure of the number of eligible women screened
for breast cancer, with the target population being all women in Tasmania aged
between 50 and 69 years (but all women aged over 40 years are eligible to attend).
Figures for 2005–06 show the highest screening numbers on record, and a 14 per
cent increase over the previous figures for the same screening cohort in 2003–04.
0
2 000
4 000
6 000
8 000
10 000
12 000
70 000
75 000
80 000
85 000
90 000
95 000
100 000
0
10
20
30
40
50
0
200
400
600
800
1 000
1 500
2 000
2 500
3 000
3 500
0
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
20 000
21 000
22 000
23 000
24 000
25 000
26 000
0.0
0.2
0.4
0.6
0.8
1.0
0
500
1 000
1 500
2 000
2 500
3 000
3 500
4 000
400
500
600
700
800
900
1 000
1 100
1 200
1 300
0
100
200
300
400
500
600
700
800
2002-03 2003-04 2004-05 2005-06
23 0
97
22 4
96
24 6
51
25 6
79
num
ber
Eligible Women Screened for Breast Cancer
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW2�
Quality
The key performance category of Quality measures the extent to which the health and human services provided
by the Department meet expected standards that are measured by benchmarking, accreditation or other means.
Quality unit of Measure 2002-03 2003-04 2004-05 2005-06
Community, Population and Rural Health
Mental Health Services with National Accreditation % 43.0 43.0 43.0 43.0
Mental Health Services -28 Day Unplanned Re-admission % 2.1 2.3 6.8 11.6
Children and Families
Proportion of children who were the subject of an investigation and decision not to substantiate, who were the subject of a subsequent substantiation within 12 months1 % 1.7 1.8 9.1 13.7
Proportion of children who were the subject of a substantiation during the previous year, who were the subject of a subsequent substantiation within 12 months1 % 1.3 0.9 9.9 12.4
Hospitals and Ambulance Service
Hospital - Unplanned Readmission Within 28 Days % 1.0 0.9 0.7 0.7
Hospital Accreditation - Proportion of Beds Accredited % 100.0 100.0 100.0 100.0
Proportions of births by Caesarean Section % 20.0 23.8 23.9 26.2
Patient Satisfaction with Hospital Services2 % 95.0 na 96.0 na
Satisfaction with Ambulance Services % 97.0 97.0 95.0 96.0
Housing Tasmania
Tenant satisfaction with services provided by Housing Tasmania % 70.0 na 74.0 na
1. The figure for 2005-06 is not comparable with previous years due to a change in the counting rules which has led to an apparent increase for 2005-06.
2. Only measured on a biannual basis.
This shows the percentage of people whose readmission to hospital within 28 days of discharge was unplanned
and unexpected. This could be due to a relapse or a complication resulting from the illness for which the patient
was initially admitted.
Tasmania’s unplanned readmission rate remains well below the Australian average of 1.76 for public hospitals.
0
2 000
4 000
6 000
8 000
10 000
12 000
70 000
75 000
80 000
85 000
90 000
95 000
100 000
0
10
20
30
40
50
0
200
400
600
800
1 000
1 500
2 000
2 500
3 000
3 500
0
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
20 000
21 000
22 000
23 000
24 000
25 000
26 000
0.0
0.2
0.4
0.6
0.8
1.0
0
500
1 000
1 500
2 000
2 500
3 000
3 500
4 000
400
500
600
700
800
900
1 000
1 100
1 200
1 300
0
100
200
300
400
500
600
700
800
2002-03 2003-04 2004-05 2005-06
1.0
0.9
num
ber
unplanned readmissions within 28 days
0.7
0.7
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW 2�
Access
The key performance category of Access measures the degree to which the community has equity of access to
health and human services provided by the Agency. The Department aims to ensure that Tasmanians have access
to health and human services in the public sector comparable, in standard and level of service, to those provided
in the rest of Australia, recognising the limitations imposed by the size and the distribution of the population.
Access unit of Measure 2002-03 2003-04 2004-05 2005-06
Community, Population and Rural Health
Oral Health Services - Dentures - Waiting List Number 738 827 598 485
Oral Health Services - General - Adults - Waiting List Number 8 924 9 747 10 831 8 492
Breast Screening – Percentage of Clients Assessed within 28 Days of Screening % 63.1 70.1 67.3 73.5
Children and Families
Child Abuse or Neglect: Number of Unallocated Cases as at 30 June Number 113 132 412 1 452
Average Daily Number of Young People On Site At Ashley Youth Detention Centre Number 29.3 28.3 33.5 30.6
Community Youth Justice: Average Daily Number of Active Clients Number 560 545 570 622
Hospitals and Ambulance Service
Percentage of Patients who were seen within the recommended timeframe for DEM Australian Triage Scale Category 1
% 91.0 95.0 98.0 96.0
Percentage of Patients who were seen within the Recommended Timeframe for DEM Australian Triage Scale Category 2
% 54.2 68.0 77.7 70.2
Hospital Waiting List for Elective Surgery Number 6 673 6 666 7 106 7 133
Median Waiting Times for Elective Patients Admitted from the Waiting List Days 42.0 42.0 34.0 34.0
Proportion of Urgent Patients Admitted Within 30 Days for Elective Surgery % 67.0 65.0 70.0 72.0
Ambulance Response Times (50th Percentile) Minutes 10.2 10.3 10.3 10.2
Housing Tasmania
Housing - Number of Applicants on Waitlist Number 3 028 3 326 3 288 2 930
Proportion of New Allocations to Those in Greatest Need (CSHA P6) % 85.7 85.3 86.9 90.5
Average Time to House Category 1 Applicants Weeks na 19.0 19.0 18.0
Housing - Average Wait Time for People Who are Housed Weeks na 20.0 21.0 21.0
Stock and Tenant /Applicant Portfolio Alignment % 68.1 69.1 68.0 64.2
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW�0
The combined median waiting times for elective patients in Tasmania has decreased.
Over the past two years, the statewide median waiting time has reduced from 42 to
34 days.
The wait list has declined by 12 per cent over the past three years, largely due to a
range of housing options introduced through the Affordable Housing Strategy. The
Strategy assisted over 3 800 households to access public housing, private rental and
home ownership initiatives up to the end of June 2006.
0
2 000
4 000
6 000
8 000
10 000
12 000
70 000
75 000
80 000
85 000
90 000
95 000
100 000
0
10
20
30
40
50
0
200
400
600
800
1 000
1 500
2 000
2 500
3 000
3 500
0
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
20 000
21 000
22 000
23 000
24 000
25 000
26 000
0.0
0.2
0.4
0.6
0.8
1.0
0
500
1 000
1 500
2 000
2 500
3 000
3 500
4 000
400
500
600
700
800
900
1 000
1 100
1 200
1 300
0
100
200
300
400
500
600
700
800
2002-03 2003-04 2004-05 2005-0642
.0
days
Median Waiting Times for Elective Patients Admitted from the Waiting List (Days)
42.0
34.0
34.0
0
2 000
4 000
6 000
8 000
10 000
12 000
70 000
75 000
80 000
85 000
90 000
95 000
100 000
0
10
20
30
40
50
0
200
400
600
800
1 000
1 500
2 000
2 500
3 000
3 500
0
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
20 000
21 000
22 000
23 000
24 000
25 000
26 000
0.0
0.2
0.4
0.6
0.8
1.0
0
500
1 000
1 500
2 000
2 500
3 000
3 500
4 000
400
500
600
700
800
900
1 000
1 100
1 200
1 300
0
100
200
300
400
500
600
700
800
3 32
6
num
ber
Housing - Number of Applicants on Waitlist (as at 30 June)
3 28
8
2 93
0
3 02
8
2002-03 2003-04 2004-05 2005-06
Access
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW �1
The Oral Health Service uses private providers to help address denture demand.
This has helped to reduce waiting list numbers by 19 per cent in the 12 months to
June 2006, and by almost one third since June 2004.
0
2 000
4 000
6 000
8 000
10 000
12 000
70 000
75 000
80 000
85 000
90 000
95 000
100 000
0
10
20
30
40
50
0
200
400
600
800
1 000
1 500
2 000
2 500
3 000
3 500
0
10 000
20 000
30 000
40 000
50 000
60 000
70 000
80 000
20 000
21 000
22 000
23 000
24 000
25 000
26 000
0.0
0.2
0.4
0.6
0.8
1.0
0
500
1 000
1 500
2 000
2 500
3 000
3 500
4 000
400
500
600
700
800
900
1 000
1 100
1 200
1 300
0
100
200
300
400
500
600
700
800
2002-03 2003-04 2004-05 2005-06
738
num
ber
Oral Health Service - Dentures - Waiting List
827
598
485
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW�2
Our contribution to Tasmania TogetherTasmania Together provides a focus for the future of Tasmania, based around a broad
vision that “together we will make Tasmania an icon for rest of the world by creating
a proud and confident society where our people live in harmony and prosperity”.
Launched in September 2001, Tasmania Together establishes a 20-year plan
comprising 24 goals and 212 benchmarks, structured under five core themes:
• Community;
• Culture;
• Democracy;
• Economy; and
• Environment.
The Department is a major contributor to the Tasmania Together goals and initiatives,
with involvement in nearly 30 indicators and targets. The Health and Wellbeing
Cluster is one example of how the Department is working to implement these goals.
The Department is also the lead agency in a number of cross-agency projects.
The Department plays a leading role in the development and implementation of
strategies under Goal 5: “Develop an approach to health and wellbeing that focuses
on preventing poor health and encouraging healthy lifestyles”. Tasked with initiating
better lifestyles for all Tasmanians, the Health and Wellbeing Cluster activities include
increasing physical activity and nutrition and smoking cessation, recognising that
these are all common risk factors for chronic disease and premature mortality.
In 2005–06 Tasmania Together underwent a five-year review of all its activities and
initiatives. The review looked at what has been achieved in the last five years, what
has changed in Tasmania over the last five years, what is missing from Tasmania
Together and what is no longer relevant. The review was undertaken in partnership
with Government agencies, community partners and in open forums, and
provided key information and measures of the progress towards the set goals and
benchmarks, moving towards 2020.
The Department contributed to the Tasmania Together review by conducting focus
groups with staff around the State. Staff also provided a wide range of suggestions
for consideration by the Tasmania Together Progress Board, many of which were
accepted for a whole-of-government submission as part of the review process.
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW ��
The Department has responsibility, as the Coordinating Agency, for the following Tasmania Together
benchmarks:
Goal 2 Have a community where people feel safe and are safe in all aspects of their lives
Standard 2.1 To ensure that community facilities and spaces, transport systems and private homes are, and are perceived to be, safe environments
Indicator 2.1.1 Hospital admissions due to injuries and poisoning
Goal 5 Develop an approach to health and wellbeing that focuses on preventing poor health and encouraging healthy lifestyles
Standard 5.1 Improve Tasmanians’ health through the promotion of a comprehensive approach to a healthy lifestyle
Indicators 5.1.1 Percentage of population who do medium/high intensity exercise
5.1.2 Premature mortality
5.1.3 Type 2 diabetes in over 25-year olds
5.1.4 Proportion of Tasmanians who achieve the National Health and Medical Research Council recommended guidelines for fruit and vegetable consumption
5.1.5 Number of fillings and missing or decayed teeth in the population
Standard 5.2 Create an environment that improves health and wellbeing
Indicator 5.2.2 Level of acceptance and understanding of mental health in the community
Standard 5.3 Reduce levels of risk-taking and addictive behaviour
Indicators 5.3.1 Prevalence of problem gambling
5.3.2 Number of new entries into the methadone program
5.3.3 Current smokers
Goal 6 Improve the health and wellbeing of the Tasmanian community through the delivery of coordinated services
Standard 6.1 To improve the health and wellbeing of the Tasmanian community through the delivery of coordinated services
Indicators 6.1.1 Number of people on waiting lists for more than six months for full or partial dentures
6.1.2 Level of satisfaction with access to health and community services
Goal 7 Foster and value vibrant and diverse rural, regional and remote communities that are connected to each other and the rest of the world
Standard 7.1 To facilitate access to employment, basic services and public and private infrastructure for people in rural, regional and remote communities
Indicators 7.1.1 Proportion of GPs in rural and regional areas
7.1.2 Number of qualified ambulance paramedics in rural and regional areas
Goal 24 Ensure our natural resources are managed in a sustainable way now and for future generations
Standard 24.6 To mitigate the effects of greenhouse gases and ozone-depleting substances and where possible, reduce their emissions
Indicator 24.6.1 Age-adjusted mortality through melanomas per annum
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW��
Our Department is also an active contributor to the following Tasmania Together benchmarks:
Goal 1 Ensure all Tasmanians have a reasonable standard of living with regard to food, shelter, transport, justice, education, communication, health and community services
Standard 1.1 To ensure that all Tasmanians have the economic capacity to enjoy a reasonable standard of living and access to basic services
Indicators 1.1.1 The cost of food, electricity, housing, transport and health as a percentage of income for low-income earners (i.e. bottom per cent of low-income earners)
Standard 1.4 To improve access to accredited care services for dependants
Indicators 1.4.1 Child care/aged care costs and availability
1.4.2 Carers – cost/availability
1.4.3 Provision of workplace care
Goal 2 2 Have a community where people feel safe and are safe in all aspects of their lives
Standard 2.1 To ensure that community facilities and spaces, transport systems and private homes are, and are perceived to be, safe environments
Indicators 2.1.2 Percentage of people who feel safe at home
2.1.3 Percentage of people who feel safe in public places
2.1.5 Crime victimisation per 100 000
2.1.6 Reported level of family violence
2.1.7 Proportion of first offenders convicted again within two years
Standard 2.2 To support young people who have challenging behaviour or who are at risk
Indicators 2.2.1 Number of deaths of people aged 0–29 years due to external causes
2.2.2 Children on care and protection orders
Goal 3 Recognise and value the many contributions that volunteers and unpaid workers can – and do – make to their community
Standard 3.1 To recognise, support and measure the contribution of unpaid and volunteer work to the community
Indicator 3.1.3 Employer support for volunteers (3)
Goal 4 Create a culture that encourages people to learn and develop new skills, including life skills, throughout their lives
Standard 4.1 To have affordable and flexible access to and participation in lifelong learning that is responsive to individual and community needs
Indicator 4.1.1 Proportion of people in full or part-time education or training (1)
Goal 7 Foster and value vibrant and diverse rural, regional and remote communities that are connected to each other and the rest of the world
Standard 7.1 To facilitate access to employment, basic services and public and private infrastructure for people in rural, regional and remote communities
Indicator 7.1.4 Index of relative socio-economic disadvantage (rural)
DHHS Annual Report 0506 – Part One: DEPARTMENTAL OVERVIEW �5
Goal 10 Acknowledge and respect the contribution that the Aboriginal community and its culture have made and continue to make to Tasmania and its identity
Standard 10.2 To enhance participation of Aboriginal people in decision making to meet the needs of the Aboriginal community and respect the rights of Aboriginal people to self determination
Indicator 10.2.1 Number of Aboriginal people involved in boards, policy reference groups, consultative groups and working parties (2)
Goal 15 Have a system of government that is accountable to the people and plans for the future at all levels
Standard 15.3 To foster the development of strategic planning processes beyond the electoral cycle
Indicator 15.3.1 Proportion of State agencies and councils having long-term strategic planning processes in place (2)
Standard 15.4 To ensure that government service providers are responsive to the community
Indicator 15.4.1 Level of satisfaction with government services (2)
Goal 24 Ensure our natural resources are managed in a sustainable way now and for future generations
Standard 24.3 To reduce air and water pollution
Indicators 24.3.2 Breaches of Australian drinking water standards
24.3.3 Breaches of recreational water standards
Our Progress, Part Two outlines specific departmental initiatives that contribute to Tasmania Together benchmarks.
These initiatives are identified by the use of the Tasmania Together logo.
DHHS Annual Report 0506 – Part Four: FINANCIAL STATEMENTS 21�
Contacting the DepartmentCorporate Office
Street address 34 Davey Street
Hobart TAS 7000
Postal address GPO Box 125
Hobart TAS 7001
Reception and enquiries Phone (03) 6233 3185
General Enquiries
Service Tasmania operates a one number for Government which directs calls to the
appropriate area within the State Government.
Simply call 1300 135 513 to contact the area of the Department of Health and
Human Services that you require.
