Out of Home Care: SERVICE MODEL FINANCIAL COMPONENTS Information Session 13 February 2019

Why Reform OOHC System?

28/03/2019 Department of Communities 2

• The 2016 Building a Better Future report details the objectives of the out-of-home care (OOHC) reform and key activities to achieve the reform.

• The Reforms are a suite of initiatives aligned to deliver against each defined objective:

• a system focused on the needs of the child; • a coordinated and flexible service system; • a safe system held to high quality standards; and • a legislative framework supporting best child outcomes.

• Through the OOHC reforms there will be greater accountability for the money associated with service provision of OOHC services delivered by community sector organisations (CSOs).

• Greater stability for CSOs.

Purpose of Today

Department of Communities 3

• Give an overview of the minimum number of care arrangements that will be procured in each region.

• Provide an overview of the prices of the OOHC service that will be

procured from CSOs. • Provide information on the Care Arrangement Support Costs (CASC)

model and the associated prices. • Detail the next steps.

Key Information to Note

• The Department is committed to maintaining the current budget allocated to children in CSO care arrangements.

• The work undertaken to develop the pricing has been completed over a

number of years. • Pricing at year 1 aligns to the West Australian (WA) Award rates. • We are only indicating the minimum number of care arrangements in

each region in this presentation. This allows flexibility to increase provision in areas required when contracts are awarded based on the current numbers of children in CSO care arrangements at that point in time.

• This aligns with our commitment to minimise any potential impact on children in a CSO care arrangements as a result of the procurement process.

• CASC is an allocation exclusively for supporting a child’s needs. It

cannot and should not be used to supplement operational costs.

• All prices presented will have any relevant escalation factors applied where applicable, including on the CASC element.

Department of Communities 4

OOHC – CSO Budget Overview

• $90m has been allocated to CSOs to provide OOHC in 2018/19. This is through recurrent funding and individualised contracts.

• This same investment will be used to procure the new OOHC care

arrangements. • More equitable distribution of resources via introduction of CASC

to support the child’s needs

Department of Communities 5

Current Care Arrangements with CSOs

Department of Communities 6

Care Arrangement Type **Number of Funded Care Arrangements

Type of Funding

General Foster Care 510 Recurrent funding

General Placements 65 Recurrent funding

Family Group Homes 160 Recurrent funding

Specialised Fostering Program

110 Individualised funding

Disability Placements 70 Individualised funding

Transitional High Needs 30 Individualised funding

Average occupancy rate for 2017/18: 71% **Approximate numbers

Future Care Arrangements with CSOs

Department of Communities 7

SERVICE BRIEF DESCRIPTION

TEMPORARY CARE HOUSES

A care arrangement provided in a Department property for up to 4 children. Primarily children aged up to 12 years with a NAT level 1-3. For children entering OOHC for a period of up to 3 months.

COMMUNITY FOSTER CARE

A care arrangement for children in CEO’s care. Normally provided in the carer’s home. All NAT Levels and children aged up to 18 years. There are no time limits on this care arrangement.

COMMUNITY GROUP CARE

A care arrangement provided in a Department property for up to 4 children. All NAT Levels and children aged up to 18 years. There are no time limits on this care arrangement.

COMPLEX COMMUNITY CARE

A care arrangement for children in CEO’s care aged 12-18 years with a NAT level of 5.

Future Care Arrangements with CSOs

Department of Communities 8

SERVICE PAC CASC CHILD SUPPORT COSTS

CARING ALLOWANCE

ASSETS

TEMPORARY CARE HOUSES Department

provided

COMMUNITY FOSTER CARE Not provided by

the Department

COMMUNITY GROUP CARE Department

provided

COMPLEX COMMUNITY CARE

Not provided by the Department

Financial Components of Service Models – Fixed Prices

Placement Administration Costs (PAC)

• The PAC represents the total operational cost per annum for a care arrangement

• The PAC may include the following: • Staffing expenses; • Carer recruitment and

training expenses; • Care arrangement

support and management;

• Contract Management and compliance;

• Administration, management and corporate requirements;

• Accommodation and office expenses;

• IT, cars and travel; • Overheads.

Care Arrangement Support Costs (CASC)

• CASC is the allowance provided to support the child or young person in their care arrangement, recognising their needs and complexities.

• The level of CASC is determined by taking into account the child’s needs which have been identified in the Needs Assessment Tool (NAT)

Caring Allowance (CA)

*in GFC these expenses are included in CSC and PAC

• The CA is the financial allowance Service Providers pay to carers to reimburse them for the general household (family) costs of raising a child

• This includes costs such as: • sport and recreation fees; • school fees, books/resources

and uniforms; • extracurricular activities; • pocket money; • child’s clothing; • food; • housing (wear and tear,

utilities); • transportation; • general healthcare (over the

counter medications and general prescription medication);

• child’s personal care (toiletries, haircuts, nappies etc.); and

• child’s gifts.

Child Support Costs (CSC)

• CSC relate to items and activities that may incur expenses in the course of raising a child in the CEO’s care.

• CSC may include the following:

• Housing • Minor health care (gap

payments etc.) • Education • Establishing the care

arrangements (car seat, bedding)

Key of Care Arrangements

28/03/2019 Department of Communities 10

Temporary care house Provider: CSO

Community foster care Provider: CSO

Community group care Provider: CSO

Complex community care Provider: CSO

Residential group homes Provider: Department

Family Care Family Care Provider: Department

Reunification Provider: Department

General foster care Provider: Department

Temporary Care Houses

11

Purpose – provide safe, stable and therapeutic care arrangements for children entering OOHC in the child’s community while the child’s needs are better assessed and a matched care arrangement can be identified. • Live-in foster care model. • Children with a NAT level 1-3. • Aged 0-12 years. • Four care arrangements – with capacity for

more children if sibling group. • Temporary care - three month length of care

arrangement. • Priority for sibling groups. PRICE: $383,733 per house p.a. (no CASC) (four care arrangements per house)

RGH CFC GFC Family Care

Dept. GFC

Community Foster Care

Department of Communities 12

RGH TCH GFC

Purpose – provide safe, stable and therapeutic care arrangements for children in CEO’s care. • Foster care model. • Children that are best cared for in a

carer’s home. • All NAT Levels (1-5). • Aged 0-17 years (18 years if completing

school). • Minimum 7 night requirement. • Preference for CSOs who can provide

emergency entry. • No maximum time limit on length of

care arrangement. Family Care

Family Care

Dept. GFC

Community Foster Care – Financial Model

3

4

5

2

1

$24,739 p.a. per care arrangement

$1,600

Caring Allowance (Paid across all NAT Levels)

NAT Level

Child Support Costs (paid across all NAT Levels)

Placement Administration Costs (paid across all NAT Levels)

CASC (p.a.)

$9,000

$36,000

$81,000

$171,000

Resources to support the child’s identified needs

Cost of raising a child in OOHC

$14,167 p.a. per care arrangement

$2,037 p.a. per care arrangement

Community Group Care

14

Purpose – provide safe, stable and therapeutic care arrangements for children in CEO’s care. • Live-in Foster care model. • Children best cared for in a group

care setting. • All NAT Levels (1-5). • Aged 0-17 years (18 years if

completing school). • Four care arrangements per house –

with discretion for more children if sibling group.

• Preference for CSOs who can provide emergency entry.

• No maximum time limit on length of care arrangement.

• Priority for sibling groups.

Family Care

Family Care

Dept. GFC

Dept. GFC

Community Group Care – Financial Model

3

4

5

2

1

$340,903 p.a. per house (4 care arrangements)

$1,600

NAT Level

Child Support Costs (paid across all NAT Levels)

Placement Administration Costs (paid across all NAT Levels)

CASC (p.a.)

$9,000

$36,000

$81,000

$171,000

Resources to support the child’s identified needs

$13,162 p.a. per house (4 care arrangements)

Complex Community Care

Department of Communities 16

Purpose – provide safe, stable and therapeutic care arrangements for children with exceptionally complex needs, who pose a significant risk to themselves and/or others. • Community care arrangements for children

with exceptionally complex needs. • Individual and/or group living options

dependent on needs of young person. • Flexibility to provide foster care model and/or

residential care model. • Recurrently ‘block funded’. PRICE: $452,885 per care arrangement p.a.

Family Care

Family Care

GFC

GFC

Dept. GFC

Dept. GFC

Justice Options

Secure Care

Mental Health Services

Additional Children in Temporary Care Homes or Community Group Care

• The number of care arrangements required to be provided per house may be extended beyond the four children in order to keep sibling groups together.

• If additional children enter either the Temporary Care Home or Community Group Care House the following will be paid whilst additional children reside in the house.

Department of Communities 17

Additional Child Funding (pro-rata p.a.)

5 children in the home (total) $61,041

6 children in the home (total) 5th child plus $23,494 TOTAL: $84,535

7 children in the home (total) 5th child plus $46,988 TOTAL: $108,029

Care Arrangement Minimum Numbers

Community Foster Care

Department of Communities 18

Minimum Number of Care Arrangements Regions

400 Across the Perth Metropolitan Area and South West

It is not intended to recurrently procure Community Foster Care (CFC) in regional areas. CFC will be contracted when a child and carer are matched and the care arrangement is confirmed. A contract variation will be made for individual children who are placed in a CFC care arrangement. These services will only be provided by CSOs procured to deliver Group Foster Care in the region. Pricing will be as detailed on slide 13.

All other regional areas

As at 1 July 2017 Perth Metropolitan area is inclusive of Peel

Care Arrangement Minimum Numbers

Community Group Care – 4 care arrangements per house

Department of Communities 19

Minimum Number of Houses Regions

10 Across the Perth Metropolitan Area and South West (1 per District)

16 2 per regional area (excluding South West)

As at 1 July 2017 Perth Metropolitan area is inclusive of Peel

Care Arrangement Minimum Numbers

Complex Community Care Temporary Care Homes

Department of Communities 20

Minimum Number of Care Arrangements

Regions

50 Across the Perth Metropolitan Area and South West

Minimum Number of Temporary Care Homes (4 care arrangements per home)

Regions

3 Across Perth Metropolitan Area

3 Across all other regional areas.

As at 1 July 2017 Perth Metropolitan area is inclusive of Peel

Compensation and Outcome Payments

• An allocation was earmarked for outcome and compensation payments.

• Feedback from recent consultations was that this money could be

better used to support the achievement of the OOHC reform outcomes. The Department is currently considering future use of this budget and aims to provide information in the Sector Engagement sessions later this month and in March.

Department of Communities 21

Next Steps

Approximate Date Activity

January - February Work with each CSO individually regarding the NATs for children in their care.

February - March

Share outcomes of the community consultations.

February Release the Registration of Interest for Complex Community Care.

Information will be provided as available through : • the Department’s website; • emails; and • information sessions.

Engagement Dates and Locations

Department of Communities 23

REGION SECTOR ENGAGEMENT Wheatbelt (Northam) 25 February Murchison (Geraldton) 26 February North Metro (Perth, Mirrabooka, Joondalup)

5 March

Great Southern (Albany) 7 March East Metro (Midland, Armadale, Cannington)

8 March

Goldfields (Kalgoorlie) 11 March South West (Bunbury) 13 March

South Metro (Peel, Rockingham and Fremantle)

15 March

Pilbara (Hedland) 18 March

Pilbara (Karratha) 22 March East Kimberley (Kununurra) 26 March Peel (Mandurah) 27 March West Kimberley (Broome) 29 March

Questions?

28/03/2019 Department of Communities 24

Department of Communities 25

For further information please contact

StrategyandReform@cpfs.wa.gov.au

caw a-ii-o

A Government of Western AustraliaDepartment of Communities

Briefing Note

Minister for Child ProtectionMinisterial or Department Ref: 2019/1936

Subject: Out-pf-home care reforms update - secto enga ement sessions andfinancial components of care arrangement models

To provide an update regarding out-of-home care (OOHC) reforms, specificallycommunications and consultations about care arrangement models and the associatedfinancial components.

Background• On 21 August 2018, further to a presentation made by Jackie Tang, Assistant Director

General, Ser ice Delivery: Metropolitan Communities (SDMC) and Robyn Antenucci,then General Manager, Strategy and Reform,

• The presentation provided an over iew of the current OOHC system in WesternAustralia, specifically its unsustainability and inefficiencies in providing funding andsupports commensurate with the needs of individual children in care.

® The propose OOHC service models will strengthen and promote the Aboriginal andTorres Strait Islander Child Placement Principles) with the Contractual requirement todemonstrate cultural competency.

• Service models will also reflect incorporation of recommendations resulting from theRoyal Commission on Institutional Responses to Child Sexual Abuse, whichunderscored the risks posed by not addressing the grow ng needs of children in care.

ore broadly, the reforms will provide an opportunity for the Department ofCommunities (the Department) to:

o strengthen the provision of culturally safe and responsive care arrangements;o better utilise resources within the system by fundin actual service provision, not

unoccupied placements;o emphasise the requirement for place-based services; ando increase the footprint of Aboriginal Community Controlled Organisations

(ACCOs) within the sector.• Additional background information has been provided in (Attachment 1).

Current situationIn recent months, the Department has been refining and testing critical elements of theservice models, including the:

o matching framework;o Needs Assessment Tool (NAT);o financial components; ando potential financial impact on current service providers (Attachment 2).

Between November and December 2018, the Department re-commencedconsultations, as promised, with Community Sector Organisations (CSOs), peakbodies, ACCOs, Elders and community representatives to obtain feedback and inputregarding the requirements for OOHC service models in WA (Attachment 3).During the same timeframe, refresher workshops were held across WA for bothDepartment frontline staff and existing service providers regarding the NAT; includingthe importance of completing the NAT, using a consultative approach with the Care

ISieJEHWSu n.n

BY: C.

Page 1 of 3

Team for each child, and its intrinsic role in current and particularly, future servicemodels.Department staff subsequently reviewed and quality assured NAT reports for childrenin care arrangements provided by GSOs to gauge the accuracy and consistency of itsapplication.Detailed analysis of these care arrangements has affirmed several pertinent issuesincluding:

o the number of care arrangements paid for but not provided; ando the average spread of NAT levels of children in CSO placements which are

notably low in the case of some providers (Attachment 4).The Department has been working to improve relationships with CSOs and establishmore open, direct channels of communication. A CSOs currently contracted toprovide OOHC services have been invited to meet with the Department to discuss theNAT reviews and wor through any other issues or concerns. D scussions havetrans ired with all of these CSOs, including the following parties:

o Parkerville: Jo Collins, Director Out-of-Home Care; Johnathan Rylatt ProgramManager Family Group Homes; and Shenali Manuel Program Manager GeneralFoster Care;

o AccordWest: Nicole Gibbs, Chief Executive Officer (CEO); and Jacqui Davis,Manager Out-of-Home Care;

o Yorganop: Jodie Geurinoni, Manager Corporate Services; Elizabeth Cramer,Executive Manager; and Angela Thornhill, Operations Manager;

o Centrecare: Catherine Spini, General Manager; and Elizabeth Wortham,Executive Manager;

o Safe Places: Kelly Gill, State Manager; and Ruaidhri, Area Manager;o Key Assets: Judith Wilkinson, State Director; and Brenda Yelland, Director;o MercyCare: Rose Hayden, Manager Family and Community Services; Lyn

Millett, Executive Director Family and Community Services;o Lifestyle Solutions: Hazel Holland, Senior Manager Child and Family;o MacKillop: Jennifer Hannan, State Director WA;o Foundations Care: Danielle Veivers, Chief Executive; and Shona Robertson,

Therap ut c Practice anager;o UnitingCare West: Michael Chester, Head of Service Operations; and Fiona

Cafferty, Practice Lead Children s Services; ando Wanslea: Tricia Murray, Chief Executive Officer; Stephan Lund, Executive

Manager Out-of-Home Care and Specialist Sen/ices; and Charlotte Cain,Operations Manager.

Feedback from these discussions has been positive, and in the vast majority of cases,CSOs have agreed with the NAT levels of children in their care, as assessed by theDepartment.On 22 January 2019, in response to requests from the sector for more informationregarding the financial components of care arrangement services to be procured, aninvitation was extended to the sector to attend an information session on13 February 2019.This session was streamed on-line for CSOs located outside the metropolitan area,and will be available on the Communities’ website. The focus of the session was to:

o explain the financial components of the four (4) models (for details seeAttachments);

o reassure the sector that money currently provided for CSO provision of OOHCservices will not be reduced;

o clarify upfront block funding (Placement Administration Costs) as a percentageof total contract value (approximately 60 per cent for Community Foster Care

and 70 per cent for Group Foster Care), with Care Arrangement Support Costs(CASC) comprising the remainder; and

o assure the sector that cost projections include remuneration in accord nce withWestern Australian award rates (Social and Community Serv ces Award) andtake into account the Fair Work Australia 2012 Equal Remuneration Order(ERO) requirements.

• Engagement sessions have been strategically scheduled to take place in late Februaryand March 2019 (Attachment 6), in. order to provide feedbacks furthe information and asummary of key issues and the es r ised at the consult tions held in late 2018 andthe information session regarding financial components - 13 February 019(Attachment 7). ,

• Before the end of February 2019, a registration of interest will be issued for Co plexCommunity Care via Tenders WA, which will assist the Department to continueobtaining input fro the sector in developing what will become the final service modelsand Requests for Tender for the provision of: Comple Co unity C re; andCommunity Foster and Group Care.

• The Request for Tender for Complex Community Care will be released rior to theCommunity Foster and Group Care equest for Tender, and will cater for childrenassessed at NAT level five (5). Consequently, care provision by. Communit Fosterand Group Care service pro iders will focus on children asses ed with NAT levels one(1) to four (4), and the majority of current OOHC service providers. ill not need to

• expan thejr capacity beyond what they currently provide, except where this allowssibling to be in the same care arrangements. : .

o Over the past 10 days, Communities has twice met with the Department of Finance toexplore procure ent options. Discussions are continuing, and an update on theoutcome will be provided to the inister in coming weeks. ; ,

Recornmendat on/ActionThat you note thi update on delivering the OOHC reform and a personal briefing can beprovided for further information.

Noted

Jaokie'iangssistartt Director General

Ser ice Delivery: MetropolitanCommunities

HON SIMONE oGURK MLAINISTER FOR CHIL PROTECTION; WO EN S

INTERESTS; PREVENTION OF FAMILY ANDDOMESTIC VIOLENCE; COMMUNITY SERVICES

- / 2.019 <) /cTZ 7 2019Min/! )opt Ref: ATI 039607Contact: Jane Simmons, General Manager, Strategy and Reform Teh 9222 2518 ob: 0437 158 635Drafting Officer: A anda nCurry an oniqua Rampono . •

Attachment 1 cowAdditional background information

In April 2016, the former Department for Child Protection and Family Support (DCPFS)commenced a five-year reform agenda with the release of Building a Better Future:Out-of-Home Care Reform in Western Australia (the plan). The plan outlined a seriesof reform actions to create a more effective OOHC system and deliver more positive,consistent life outcomes for children in care. Key deliverables included:

o reducing the number of children entering care, particularly Aboriginal children;o providing more effective and culturally appropriate services and care

arrangements to Aboriginal children;o providing supports within the system to achieve better life outcomes for all

children in OOFIC; ando more effectively and equitably applying finite resources.

Reform Action 42 identified the need for a complete system re-design, and for allfunded OOHC ser ices to be re-aligned and procured.Extensive consultations were undertaken by DCPFS over a number of years, acrossWestern Australia (WA), with peak bodies, advocacy groups, community servicesorganisations (CSOs), Aboriginal community controlled organisations (ACCOs),Aboriginal community including Elders, and potential service users to develop:

o a costing model for the new service system;o service specifications and key elements for each service; ando tools and guides to support the sector.

On 31 May 2017, an Early Tender Advice was published on Tenders WA with9 October 2017 as the Request for Tender release date.On 11 September 2017, this date was withdrawn.

. The delay in releasing the OOHC Requests for Tender provided an opportunity tofurther refine service models; investigate synergies across branches within a newlyamalgamated Department of Communities; and review recommendations from theRoyal Commission into Institutional Responses to Child Sexual Abuse.in early 2018, service agreements with all existing service providers were extendedand, further to consultation with service relevant service providers, are currently due toexpire on 30 June 2020.

BN 2019/1936 1

Finan ial Overview. Current Care Arrangements vs New Service Model

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Hi 5 f,4Z2,4573M

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Government of Western Austral!Department of Communities

Attachment 3

Sector Consultation Summary- November - December 2018

LOCATION DATE AUDIENCEKununurra 5 November 2018 ACCOs, Aboriginal Community and EldersKununurra 6 November 2018 Community Services SectorEast Metropolitan Area 12 November 2018 Community Services SectorSouth Metropolitan Area 12 ovember 2018 Community Services SectorNorth Metropolitan Area 13 November 2018 Community Services SectorPort Hedland 20 November 2018 ACCOs, Abori inal Community and EldersPort Hedland 21 November 2018 Community Services SectorKarratha 23 November 2018 Community Services SectorAlbany 22 November 2018 ACCOs, Abori inal Community and EldersAlbany 23 November 2018 Community Services SectorMerriden 26 November 2018 ACCOs, Aboriginal Community and EldersMerriden 27 November 2018 Community Services SectorNortham 29 November 2018 Community Services SectorKalgoorlie 29 November 2018 ACCOs, Aboriginal Community and EldersKalgoorlie 30 November 2018 Community Services SectorGeraldton 3 December 2018 ACCOs, Aboriginal Community and EldersGeraldton 4 December 2018 Community Services SectorBunbury 5 December 2018 ACCOs, Aboriginal Community and EldersBunbury 6 December 2018 Community Services SectorBroome 10 December 2018 ACCOs, Aboriginal Community and EldersBroome 11 December 2018 Community Services SectorPerth and Mandurah 3-20 December 2019 ACCOs, Aboriginal Community and Elders

Key Findings

The consultations focused on seven (7) key principles the Department of Communities(the Department) is considering including in the care arrangement service models. Theprinciples and the response from participants is summarised below:

Principle Response Actions RequiredProvision of care arrangementsacross all 5 NAT levels and carearrangement stability.

The response was positive. Therewere some concerns regardingcurrent specialised services andhow they will be able to expand toprovide for all five NAT levels.All participants agreed that carearrangement stability wasnecessary and a priority.

Incorporate this into service models.Message to be communicated: thatspecialised service provider canpartner with other service providersif they desire.

Working in partnership withCommunities using the Care TeamApproach.

This was well received. Allparticipants agreed that working inpartnership was necessary toachieve outcomes for the child.Some concerns were raised abouthow this will be embedded in

Incorporate this into service models.Undertake further work internally toembed this approach acrossCommunities.

BN 2019/1936

1

Communities.Carer registration and carerdefinitions, including the use of theCross-Sector Foster Carer Paneland requirement for all carersincluding employee carers to be onthe Carer Directory.

This was contentious. The sectoroppose the use of the cross sectorfoster carer panel and have raisedsome concerns regarding potentialIndustrial Relations issues ifemployees are required to be onthe foster carer directory.

Further work with Communitieslegal team is occurring tounderstand and overcome anyIndustrial Relations issues.Communit es is awaiting directionand advice from the Department ofPremier and Cabinet regarding theRoyal Commission intoInstitutionalised Sexual Abuserecommendations and actions, inrelation to carer directory andassessments.

Planned entering and exiting ofcare arrangements and inability torefuse care arrangements or exit achild in a crisis.

This was well received by majorityof participants who agree plannedentry and exit is always beneficialfor the child.

Incorporate this into service models.

Place-based service provision This was well received, particularlyby the Aboriginal community.Participants strongly agreed thatchildren should remain in theircommunity wherever possible.

Incorporate this into service models.

Culturally responsive carearrangements

This was well received, particularlyby the Aboriginal community, Astrong sentiment for children tohave a deep and meaningfulunderstanding of their culture andthe importance of remainingconnected to their community wasstressed. Many participantsincluding current service providersacknowledged this currently is notdone well.

Incorporate this into service models.

Outcome and co pensationpayments

This was not well received. Remove this from service models.Consider other options that werepresented that better support theother principles and desiredoutcomes. In particular this may bere-directed to support culturallyappropriate service provision andthe development of the ACCOfootprint in OOHC through provisionof funding to the partnershiparrangement.

2

Attachment 4 (continued

Number of Children in a CSO Care Arrangement by NAT Level {as at 16 January 2019)

Number of care arrangements provided: 840Number of CSOs: 22Average NAT Level for all CSO care arrangements: 2.32

BN 2019/1936 CONFIDENTIAL - NOT FOR DISTRIBUTION

verage NAT Level

Attachment 4

5.00 Outcarelnc

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Distribution of Average NAT Levels Across all CSO s

4 Safe Place

Units ngCa re West

3.00Enable SW

' Sa Ivati on Army

Foundations Care ,4AccordWe t

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" Lifest le Solutions Key Assets

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1.00

0 10 20 30 40 50 60 70 80 30 100 110 120 130

Number of Care Arrangements Provided

BN A11039607 CONFIDENTIAL - NOT FOR DISTRIBUTION

Attachment 5

Indicative Costs and Care Arrangement Numbers

Summary

Budget 2019-20 Variance$90,233,465 -$6,201,010

Temnorarv Care House Cost Complex Com unity Care Cost Group Foster Care Cost Community Foster Care Cost

$6,636,530 $23,644,238 $29,253,289 $36,855,418

Carearranements Care arrangments Care arranements Care arrangments

68 SO 223 559

BN 2019/1936 CONFIDENTIAL - NOT FOR DISTRIBUTION Page 1 of 1

Attachment 6

Sector Engagement February - March 2019

LOCATION DATE AUDIENCEPerth (videoed for regional WA)

OOHC financial components13 February 2019 CSOs

Geraldton 26 February 2019 Community Services Sector, ACCOs,Aboriginal Community and Elders

Northam 25 February 2019 Community Services Sector, ACCOs,Aboriginal Community and Elders

North Metropolitan Area 5 March 2019 Community Services Sector, ACCOs,Aboriginal Community and Elders

Albany /March 2019 Community Services Sector, ACCOs,Aboriginal Community and Elders

East Metropolitan Area 8 March 2019 Community Services Sector, ACCOs,Abori inal Community and Elders

Kalgoorlie 11 March 2019 Community Services Sector, ACCOs,Aboriginal Community and Elders

Bunbury 13 March 2019 Community Services Sector, ACCOs,Aboriginal Community and Elders

South etropolitan Area 15 March 2019 Community Services Sector, ACCOs,Aboriginal Community and Elders

Port Hedland 18 March 2019 Community Services Sector, ACCOs,Aboriginal Community and Elders

Karratha 22 March 2019 Community Services Sector, ACCOs,Aboriginal Community and Elders

Kununurra 26 March 2019 Community Services Sector, ACCOs,Abori inal Community and Elders

Mandurah 27 March 2019 Community Services Sector, ACCOs,Abori inal Community and Elders

Broome 29 March 2019 Community Services Sector, ACCOs,Abori inal Community and Elders

BN 2019/1936 1