Intro text: If you were appointed as a guardian or administrator before 1 March 2020, your role and responsibilities are set out in the Guardianship and Administration Act 1986.
Further Information:
Select an article External link URL External link text
14
https://www.vcat.vic.gov.au/ Victorian Civil and Administrative Tribunal (VCAT)

If you were appointed as a guardian or administrator before 1 March 2020, your role and responsibilities are set out in the Guardianship and Administration Act 1986.

If you would like information about your role and responsibilities under this Act, contact OPA and ask for the following to be emailed to you:

  • a copy of the Good Guardianship guide for guardians appointed before 1 March 2020
  • a copy of the Administration Guide for administrators appointed before 1 March 2020.
Intro text: The Office of the Public Advocate is committed to investigating complaints about the services it provides.
Downloadable documents:
Select a document
136
134

If you have a complaint about a service provided by OPA, you can talk with relevant OPA staff or volunteers, or request to speak with a more senior manager.

You can also lodge a complaint by completing the online complaints form

Before completing this form, please read OPA's complaint handling procedure Information for persons wishing to make a complaint.

Intro text: OPA is guided by Victorian legislation and international conventions.
Further Information:
Select an article External link URL External link text
https://www.legislation.vic.gov.au/ Victorian Legislation and Parliamentary Documents website
https://www.un.org/development/desa/disabilities/convention-on-the-rights-of-persons-with-disabilities.html United Nations Convention on the Rights of Persons with Disabilities (CRPD)
https://www.international-guardianship.com/yokohama-declaration.htm International Guardianship Yokohama Declaration

Victorian legislation

OPA is guided by the following Victorian legislation:

  • Guardianship and Administration Act 2019
  • Disability Act 2006
  • Medical Treatment Planning and Decisions Act 2016
  • Powers of Attorney Act 2014
  • Mental Health Act 2014
  • Charter of Human Rights and Responsibilities Act 2006.

You can view these Acts on the Victorian Legislation and Parliamentary Documents website.

The Public Advocate also has a role under the Residential Tenancies Act 1997, and the Severe Substance Dependence Treatment Act 2010.

International conventions

OPA is also guided by the United Nations Convention on the Rights of Persons with Disabilities and the International Guardianship Network Yokohama Declaration.

Intro text: IGUANA is a good practice guideline for organisations, staff members and volunteers working with adults who are at risk of violence, neglect or abuse.
Downloadable documents:
Select a document
213

Download a PDF of this document

Contents

About this guideline

Definitions

Scope of the guideline

What should happen

1. Protect the person

2. Support the person

3. Report the matter immediately

4. Preserve any evidence

5. Contact the family or carer

6. Encourage the person to take part in any investigation

7. Take further action if you have doubts or concerns

Role of the head of the organisation

A. Ensure that the preceding actions have been completed

B. Ensure that an investigation occurs

C. Protect the wellbeing and rights of service users

D. Protect whistleblowers

Endorsing organisations

About this guideline

IGUANA is a good practice guideline for organisations, staff members and volunteers working with adults who are at risk of violence, neglect or abuse.

Some adults with a cognitive impairment, communication disability, mental illness or other trait are at greater risk of harm than other adults.

The guideline was developed by the Victorian Office of the Public Advocate in collaboration with statutory agencies, family violence and sexual assault services, Victoria Police, and representatives from the disability and mental health sectors in Victoria. The guideline draws on national and international research and practice, as well as the United Nations Convention on the Rights of Persons with Disabilities. IGUANA clearly states what action should be taken if a situation involving violence, neglect or abuse is reported to, witnessed by, or suspected by a staff member or volunteer. Staff and volunteers should be aware that women with disabilities are more likely to experience violence than both men with disabilities and women in the general population.

Many organisations will already have policies to guide staff responses to allegations of violence, neglect or abuse. Some services will be legislatively or otherwise required to respond in certain ways to such allegations. This guideline should be read in conjunction with existing laws and organisational policies.

It is recommended that organisations ensure their policies are compatible with IGUANA.

Return to top

Definitions

Violence is behaviour towards a person that is physically, sexually, emotionally, psychologically or economically abusive. It also includes behaviours that are threatening or coercive, or in any other way control or dominate the person and cause that person to feel fear for themselves or another person.

Neglect includes intentionally or negligently failing to take care of a person’s physical, psychological or financial wellbeing in breach of a duty of care.

Abuse is the violation of an individual’s human rights resulting from the act or actions of any other person or persons.

Return to top

Scope of the guideline

The guideline has been designed for organisations providing services to adults with disability or mental illness, including, for example, in-home care, accommodation services and day services.

The organisations listed at the end of this document have endorsed IGUANA. Other organisations are also encouraged to use and endorse the guideline.

The guideline promotes timely, appropriate and empowering responses to instances of violence, neglect and abuse.

This guideline does not address the significant duty of care organisations also have for their staff in these circumstances, which should be addressed by the organisations’ human resources policies.

Return to top

What should happen

If violence, neglect or abuse is witnessed, disclosed or suspected, immediate action should be taken to ensure the person’s safety and wellbeing. All action should be undertaken in a way that is respectful of the person, is culturally appropriate, and empowers them to make their own choices and decisions wherever possible.

Please note that the following actions are not listed in a strict sequential order. Some may need to be undertaken concurrently and specific situations may mean certain actions should be prioritised.

The most senior staff member present should take the following actions:

 1. Protect the person

  • Ensure the person is safe and also feels as safe as possible. In an emergency, call 000 for police assistance.
  • Support the person to see a doctor for assessment and treatment of any injuries, including psychological trauma. Call 000 for emergency medical assistance.
  • If a staff member is accused or suspected of serious misconduct such as being violent towards, neglecting or abusing a service user, that staff member should be immediately removed from contact with the victim pending an investigation.
  • If a service user is accused or suspected of harming another service user, they should be removed from contact with the victim pending an investigation.
  • Consider whether an intervention order may be required. Discuss this option with the person and provide support to contact the local police station or Magistrates’ Court as appropriate.

Return to top

2. Support the person

  • Reassure the person, discuss their options with them and ask them how they would like to be supported.
  • If a sexual assault has occurred, or is suspected, support may be sought from the Centres Against Sexual Assault by telephoning 1800 806 292.
  • If family violence has occurred, or is suspected, support may be sought from the Women’s Domestic Violence Crisis Service on 1800 015 188.
  • Ensure the person is kept informed of actions taken and the progress of any investigation.
  • Consider referring the person to an independent advocacy organisation or victim support service, for example, the Victims Support Agency on 1800 819 817.

Plan for the provision of ongoing support to the person, as their needs and responses to the matter may change and the option of referrals may need to be revisited.

Return to top

3. Report the matter immediately

  • Advise the manager or supervisor immediately.
  • Subject to the next point, if a crime has occurred, or is suspected of having occurred, the police should be called. In urgent cases – situations where a serious crime is suspected or alleged to have occurred, or where there is ongoing danger – the police should be called immediately. In non- urgent situations, the manager or supervisor should contact the police as soon as possible.
  • If the victim wishes not to report the matter to police, and has capacity to make this decision, this wish should be respected unless:
    • there is evidence aside from the victim’s testimony of a crime having been committed, or
    • the victim suffered serious harm, or
    • the victim’s decision was made under duress, or
    • the victim or other service users are still at risk of violence or abuse.
  • In some situations, organisational policies or service agreements will require the police to be called and these policies should be followed.
  • Prepare a written report as soon as possible, this should include a record of allegations and observed instances of violence, neglect and abuse. (Many organisations call these incident reports.)

Return to top

4. Preserve any evidence

  • If a recent violent incident is reported to the police, act to preserve the integrity of any crime scene until the police arrive. This includes ensuring people do not enter the area unnecessarily and, in cases of suspected sexual assault, talk to the victim about why they should not shower or have their clothes washed.
  • Evidence should also be preserved for consideration by non-police investigators.
  • Ensure relevant documentation is stored securely.

Return to top

5. Contact the family or carer

  • Subject to the next point, where the victim consents, or does not have the capacity to make an informed decision about this, their preferred support person should be contacted immediately and advised of the situation and all actions taken in relation to the matter.
  • Do not contact support persons where:
    • A criminal investigation is in progress or soon will be, and the police advise that the support person is a witness or a suspect in the investigation.
    • The victim has a guardian, in which case the guardian should be informed about the matter and consulted as to whether it is appropriate for a family member or carer to be contacted.
    • The support person is a family member and family violence is suspected, as contacting the family may increase the risk of harm to the person.
  • Where they have been contacted, the preferred support person should be kept informed about the progress and outcomes of any investigations.

Return to top

6. Encourage the person to take part in any investigation

  • The person should be encouraged and supported to make statements to police and other independent investigators. For example, appropriate support may be sought from agencies including the Centres Against Sexual Assault, independent advocacy organisations and the Federation of Community Legal Centres.
  • If a police investigation occurs, and the person has a cognitive impairment or mental illness, police should ensure that an Independent Third Person is present at the Video and Audio Recorded Evidence police interview. Independent Third Persons will assist the person to understand their rights and support them through the process.

Return to top

7. Take further action if you have doubts or concerns

  • If, at any stage, there are doubts or questions about responding to an instance of violence, neglect or abuse, call the Office of the Public Advocate’s Advice Service during business hours on 1300 309 337.
  • If a person alleges violence, neglect or abuse in relation to an NDIS-funded disability service, contact the NDIS Quality and Safeguards Commission on 1800 035 544. For other Victorian disability services, the appropriate contact is the Disability Services Commissioner on 1300 728 187. These organisations can respond to complaints or provide advice on what further steps may assist the person.
  • If a person alleges violence, neglect or abuse in relation to a public mental health service, then a complaint may be lodged with the Mental Health Complaints Commissioner on 1300 246 054. Complaints about other clinical mental health services, and health services more broadly, may be directed to the Health Complaints Commissioner on 1300 582 113.
  • If you are not confident of the independence, integrity or timeliness of any non-police investigation (see Ensure that an investigation occurs), and the instance concerns the activity of a government authority, consider making a complaint to the Victorian Ombudsman.

Return to top

Role of the head of the organisation

In addition to these immediate steps, the head (usually a CEO) of the organisation or senior departmental officer should take the following actions:

A. Ensure that the preceding actions have been completed

  • Confirm with the relevant staff and managers that the preceding actions have been undertaken. If not, ensure that they are undertaken as soon as possible.

B. Ensure that an investigation occurs

  • Even if a police investigation occurs, an investigation must be organised by the organisation with the relevant duty of care to the person. Agreement about the timing and scope of this investigation should be reached with police if a police investigation has occurred or is occurring.
  • The investigation should be undertaken as soon as possible and should not be carried out by anyone suspected of being involved in the incident. A preliminary assessment may be necessary to determine the scope and conduct of the investigation, including whether an external investigator should be engaged.

C. Protect the wellbeing and rights of service users

  • Ensure the person is supported to access counselling, trauma, and victim support services as required and that, where relevant, preventative measures are put in place to protect them from further harm.
  • Ensure that, as far as possible, steps are taken to prevent future harm to service users. This includes implementing relevant recommendations from the investigation.
  • Where the alleged perpetrator is also a service user, ensure all duty of care responsibilities are also met with regard to them and that their rights are also upheld. For example, ensure that the service’s role in providing appropriate support to the alleged perpetrator, such as behaviour support, is reviewed and that steps are taken to address identified needs.

D. Protect whistleblowers

  • Ensure that any person who reports an instance of violence, neglect or abuse is not thereby subject to adverse consequences.

Return to top

Endorsing organisations

The agencies below have endorsed this guideline and many of them assisted in its development.

AMIDA

ARAFEMI (now part of Mind Australia)

Carers Victoria

Christie Centre

Communication Rights Australia

Domestic Violence Victoria

DVRCV – Domestic Violence Resource Centre Victoria

E W Tipping Foundation (merged with House with No Steps to form ARUMA)

Inclusion Melbourne

Karingal (merged with St Lawrence to form genU)

Mambourin

Melbourne City Mission

Mental Illness Fellowship Australia

Mental Health Legal Centre

Mind Australia

NDS – National Disability Services

Onemda

Scope

SECASA – South Eastern Centre Against Sexual Assault

The University of Melbourne

VALID

VMIAC – Victorian Mental Illness Awareness Council Inc

Victorian Mental Health Carers Network Inc (now Tandem)

Wesley Mission Victoria

Women with Disabilities Victoria

Women's Mental Health Network Victoria

Yooralla

Return to top

Contents

Diversity Statement 

Message from the Public Advocate

Key achievements

Legislation

Policy

Systemic disability inclusion

Data and service improvement 

Employment and economic participation

Community education and partnerships

Diversity Statement

The Office of the Public Advocate (OPA) is a human rights organisation that promotes the diversity and inclusion of all people. This is reflected in its mission for a just and inclusive society that respects and promotes the dignity and human rights of all people. To enable that vision to be actioned, our staff and volunteers support people with disability and mental illness and promote and protect their rights. Our values of respect and compassion, integrity, rights and independence reflect and underpin our commitment to diversity and inclusion.

We respect the diverse range of life experiences, skills, abilities, cultural backgrounds and knowledge that staff, volunteers and clients bring to their interactions with us and understand that one size does not fit all. A diverse environment supports flexibility and adaptability.

We are absolutely committed to being inclusive and ensuring that everyone we interact with feels valued, respected and heard. We strive to empower all people to contribute and participate.

OPA’s Diversity and Inclusion Framework 2019- 2022 sets out how, over the next four years, we will demonstrate our commitment to supporting our staff, volunteers and clients in an inclusive way.

The framework consists of five plans that seek to address the barriers that prevent some people who may face multiple disadvantages, from accessing our services, or contributing to the organisation as staff or volunteers.

These plans are:

  • Cultural Diversity Plan
  • Disability Action Plan
  • Koori Inclusion Action Plan
  • LGBTIQ Inclusion Plan
  • Gender Equity Plan.

Each plan will contain four key strategies to facilitate a common focus and direction. These strategies are:

  • systemic inclusion
  • data and service improvement
  • employment and economic participation
  • community education and partnerships.

We strive to be a ‘best practice’ organisation by creating a welcoming and inclusive culture. The strategies, goals and actions outlined in this framework ensure that the OPA’s work and culture is inclusive of all members of the Victorian community that it serves, in line with its human rights vision.

Return to top

Message from the Public Advocate

I am proud to champion OPA’s third Disability Action Plan (2019-22) and report on some of the achievements of our 2016-2018 plan.

Key achievements

  • Completing a disability access audit at OPA, resulting in improved workplace accessibility.
  • Meeting and maintaining OPA’s website AA accessibility standards as per Web Content Accessibility Guidelines (WCAG) 2.0.
  • Achieving and maintaining accreditation to use Scope Victoria’s Communication Access Symbol.
  • Providing AUSLAN training to OPA staff.
  • Making information publicly available in a variety of accessible formats, including Easy English publications.
  • Consulting and working with people with disability and mental illness, and community disability organisations on:
    • policy issues
    • development and progress of the Disability Action Plan
    • projects of mutual interest.
  • Promoting and providing internships and employment opportunities to people with disability and mental illness.
  • Promoting the rights of people with disability and mental illness and advocating for positive changes in attitude towards disability in society, through OPA’s individual and systemic advocacy work.

The 2019-22 plan is more ambitious, and I look forward to reporting back on our achievements at the end of this plan.

Colleen Pearce

Public Advocate

Return to top

Legislation

The Disability Action Plan supports OPA’s commitments to meet its international, national and state-based legislative obligations to promote the human rights of staff, volunteers and clients. These commitments are contained in:

  • Convention on the Rights of Persons with Disabilities 2006 (United Nations)
  • Disability Discrimination Act 1992 (Commonwealth)
  • Charter of Human Rights and Responsibilities Act 2006 (Victoria)
  • Disability Act 2006 (Victoria)
  • Equal Opportunity Act 2010 (Victoria).

Return to top

Policy

OPA supports the policy objectives of the Victorian Government’s Absolutely Everyone State Disability Plan 2017-2020, underpinned by its four pillars of priorities and actions relating to:

  • inclusive communities
  • health, housing and wellbeing
  • fairness and safety
  • contributing lives.

Furthermore, we support the Victorian Government’s Every Opportunity: Victorian economic participation plan for people with disability 2018–2020 and Getting to work: Victorian public sector disability employment action plan 2018–2025.

Return to top

Systemic Disability Inclusion

OPA Goals

To ensure that:

  • OPA’s premises and facilities support barrier-free access in accord with OPA’s Incident Management Plan, so that OPA staff, volunteers and visitors are able to access and move freely around the premises and facilities, without any barriers to access.
  • communication and information needs are met by providing information and advice in a variety of accessible formats, including the use of interpreters, translated material and accessible English.
  • guardianship, investigation, advice and advocacy services are rights-informed and work to prevent abuse, neglect and exploitation of people with disability and mental illness.

For space reasons, the tables following use the word ‘disability’ to mean disability and mental illness.

What will we do?

What will success look like?

Responsibility

Timeline

Complete a disability access audit of OPA and its facilities, which identifies physical barriers to accessing OPA premises and facilities.

Disability access issues are identified and are addressed as soon as practicable.

Manager, Corporate Services

Manager, Quality and Audit

Health and Safety Representative

2020

Incorporate access improvements, as necessary in OPA business planning.

An implementation plan for access improvements is developed and will include any barriers identified through the access audit.

Manager, Corporate Services

Ongoing[1]

Work with like-minded organisations at 204 Lygon St to improve disability access as appropriate.

Access to 204 Lygon St and its facilities is best practice for people with disability.

Deputy Public Advocate

Ongoing

Develop schematic designs of proposed enhancements to disability access as required.

Access to OPA’s workplace and facilities is best practice for people with disability.

Manager, Corporate Services

Ongoing

Ensure OPA's website meets and maintains AA accessibility standards as per Web Content Accessibility Guidelines (WCAG) 2.0.

People with disability are able to obtain information from OPA’s website in ways that meet their needs.

Communications Coordinator

Ongoing

Make information available in alternative formats to meet a variety of disability support needs for the people we work with, staff, volunteers, visitors and the public.

Maintain accreditation of Scope Victoria’s Communication Access symbol for the Advice Service and Reception staff.

Communication access to OPA’s information, including the Advice Service and publications, is best practice for people with a range of disability support needs.

Manager, Quality and Audit

Manager, Advice and Response

Communications Coordinator

Annually

Ongoing

Increase the number of publications available in Easy English and/or accessible English, whenever practicable.

Increased opportunities for people with disability to access information suitable for their needs.

Communications Coordinator

Manager, Advice and Response

Ongoing

Ensure people contacting OPA are able to do so in a variety of ways and with various technologies and other supports that address their disability support needs.

OPA increases use of accessible technologies and other supports for communication.

Deputy Public Advocate

Ongoing

Provide the people we work with appropriate supports to ensure that their disability communication needs are met.

People with disability are supported to communicate with OPA in a way that suits them.

Deputy Public Advocate

Ongoing

Provide advocacy that promotes the will and preferences of people with disability, unless otherwise required by law.

Autonomy and increased access to services, security and enjoyment of life for people with disability are promoted.

Director, Advocacy and Adult Protection

Ongoing

Conduct investigations (own motion and referrals from the Victorian Civil and Administrative Tribunal) in cases where there are issues of exploitation, abuse or neglect of people with disability relating to guardianship or administration matters.

A reduction in the exploitation, abuse and neglect of people with disability.

Manager, Advice and Response

Ongoing

Provide a number of ways to contact OPA’s Advice Service to ensure that the communication needs of people with disability are met.

People with disability who have communication access needs are able to contact OPA’s Advice Service in a way that meets their disability support needs.

Manager, Advice and Response

Ongoing

Provide guardianship that promotes supported decision-making, and the will and preferences of people with disability, unless otherwise required by law.

Decisions made promote the will and preferences of OPA clients, whenever possible.

Director, Advocacy and Adult Protection

Ongoing

Provide medical treatment decision making that promotes the values and preferences of people with disability.

Decisions made promote the values and preferences of OPA clients.

Manager, Advice and Response

Ongoing

Identify in each OPA Strategic Plan priority area systemic issues affecting people with disability and pursue improvements to policies, practices, services and laws.[2]

The autonomy and human rights of people with disability are promoted through OPA’s systemic advocacy work.

Deputy Public Advocate

Ongoing

Return to top

Data and Service Improvement

OPA Goals

To ensure that:

  • OPA has adequate data about the quality of its services to people we work with, staff and volunteers to enable a culture of continuous improvements in line with its organisational vision, mission and values.
  • OPA’s strategies for continuous improvements are embedded in its organisational planning processes.

What will we do?

What will success look like?

Responsibility

Timeline

Keep abreast of changes to building standards related to accessibility standards with a view to using that knowledge to advocate for increased accessibility in our building.

Increased knowledge of building accessibility standards used as an advocacy tool to promote improved building accessibility standards in our own building.

Manager, Corporate Services

Ongoing

Conduct a survey to seek the views of the people with disability we work with and those close to them, about their experiences of the way we perform our roles and draw on this feedback to improve what we do.

Survey feedback will result in improved quality of service.

Deputy Public Advocate

Manager, Quality and Audit

Communications Coordinator

2020

Undertake a short anonymous survey at least once every two years to determine how many OPA employees and volunteers are people with disability, and whether their support needs are being met.

OPA has an understanding of any outstanding disability support issues that need addressing, and it has a plan to address them.

OPA employees and volunteers feel more confident in disclosing if they have a disability, and more comfortable identifying whether their disability support needs are being met.

Deputy Public Advocate

Manager, Quality and Audit

Communications Coordinator

2019

2022

At least once every two years, OPA legal training will include information on human rights issues and legislation relevant to OPA, including but not limited to:

  • Disability Discrimination Act (Commonwealth)
  • Equal Opportunity Act (Victoria)
  • OPA’s Disability Action Plan
  • Charter of Human Rights and Responsibilities Act (Victoria)
  • human rights and other legislative issues associated with disability and mental illness.

Employees at OPA have an increased awareness of, and increased skill levels regarding, people with disability and legislative requirements.

Legal Unit

Ongoing

At least once every two years, OPA training will include information about current perspectives on disability policy relevant to its work.

Employees at OPA have an increased awareness of, and increased skill levels regarding people with disability.

Education and Training Committee

Ongoing

Ensure OPA’s volunteers have up-to-date information on disability legislation and other human rights legislation, the OPA disability action plan, and other issues affecting people with disability through training days or the use of newsletters and OPA’s Volunteer Hub.

Volunteers have increased awareness of legislative requirements and issues affecting people with disability.

Manager, Safeguarding, Volunteering and Inclusion

Communications Coordinator

Ongoing

Maintain a list of relevant disability and aged care organisations, information and relevant resources on the OPA intranet.

Maintained and increased staff awareness of the range of disability information available to support OPA’s work.

Manager, Advice and Response

Communications Coordinator

Ongoing

Maintain an accessible complaints procedure.

The complaints process is accessible, well-publicised and responsive.

Manager, Quality and Audit

Communications Coordinator

Ongoing

Information on the complaint procedure is included in staff orientation material and OPA’s website.

Staff are well-informed about the complaints procedure and give effect to it.

Manager, Quality and Compliance

Ongoing

Ensure that an OPA staff member has responsibility for the development and monitoring of the plan.

The plan is embedded in OPA culture and is implemented and monitored in a timely, efficient manner.

Deputy Public Advocate

Ongoing

All managers and team coordinators responsible for implementing actions in the plan will reflect that responsibility in their annual performance plan.

Implementing the plan is a priority for all OPA supervisors.

Diversity and Inclusion is an agenda item at every third Strategy Committee.

All Managers and team coordinators

Ongoing

Information about the achievements of the plan is publicly available.

The plan is available on OPA’s website and publicised to stakeholders in OPA Updates.

Progress against the plan is reported on in the OPA annual report (as required by section 38(3) Disability Act 2006 (Victoria).

Communications Coordinator

Deputy Public Advocate

Ongoing

Annually

Register the plan with the Australian Human Rights Commission.

A link to the plan is available on the Australian Human Rights Commission website.

Deputy Public Advocate

2019

Return to top

Employment and Economic Participation

OPA Goals

  • Ensure that OPA develops and maintains a diverse staff and volunteer profile that is representative of the community we serve.
  • Further reduce barriers to people with disability becoming employees or volunteers (including student placements or interns) at OPA.
  • Remain an employer of choice (paid and volunteer) for people with disability.
  • Promote opportunities to utilise services provided by people with disability whenever possible.

What will we do?

What will success look like?

Responsibility

Timeline

Ensure all position descriptions and advertisements for employees and volunteers state clearly that:

“OPA embraces diversity among our staff and volunteers and encourages applications from people with disability, including people with mental illness, as well as people from all cultural backgrounds, including Aboriginal and Torres Strait Islander people.”

Increased public recognition of OPA's commitment to engage people with disability as employees or volunteers, with more people with disability encouraged to apply for employment or volunteer positions.

Manager, Corporate Services

Ongoing

Ensure all positions at OPA are advertised widely through Disability Employment Services and community disability networks, including services or networks that support people with cognitive impairments.

Increased opportunities for people with disability (including students) to volunteer, gain employment or internships at OPA.

Manager, Corporate Services

Ongoing

Ensure all positions at OPA are advertised widely through Disability Employment Services and community disability networks, including services or networks that support people with cognitive impairments.

Increased opportunities for people with disability (including students) to volunteer, gain employment or internships at OPA.

Manager, Corporate Services

Ongoing

Maintain an awareness of best practice initiatives for employing people with disability.

Increased knowledge about best practice employment strategies, which where appropriate, could be used at OPA to increase employment of people with disability.

Deputy Public Advocate

Ongoing

Identify organisations that do well in employing people with cognitive impairments and consult with them to identify best practice strategies.

Increased knowledge among OPA staff of best practices in employing people with cognitive impairments.

Deputy Public Advocate

Ongoing

Identify paid staff positions which are suitable for people with cognitive and impairment, or which could be adapted to suit such people and seek opportunities to provide such an employment opportunity.

Increased opportunities for people with cognitive impairments to gain employment at OPA and a pool of potential future employees identified.

Deputy Public Advocate

Manager, Corporate Services

Ongoing

Provide a short-term graduate (unpaid) internship opportunity for people with disability as per the OPA Graduate/student Internship policy on an annual basis. Where possible, offer mentoring and support opportunities for interns with senior staff at OPA.

Increased opportunities for people with disability (including students) to volunteer, gain employment or internships at OPA to gain work experience and an understanding of OPA, and a pool of potential future employees identified.

Deputy Public Advocate

Annually

Endeavour with like-minded VPS/statutory organisations to facilitate a VPS-Graduate rotation placement for a person with disability in those organisations at least once in the life-cycle of this plan.

Increased opportunities for people with disability to gain paid employment in the VPS and to gain work experience and an understanding of OPA/VPS, and a pool of potential future employees identified.

Deputy Public Advocate

2020

Ensure all applicants with disability who advise in their application that they have a disability (and who meet the selection criteria for a position at a minimum level) are offered an interview. This includes paid, volunteer, and trainee positions (including student and graduate interns). Provide them with a genuine opportunity to request any necessary supports for an interview.

Increased opportunities for people with disability to gain an interview at OPA.

Identified job contact for a position

Ongoing

Offer unsuccessful interviewees with disability the opportunity to receive feedback on their interviews.

Unsuccessful interviewees with disability have increased opportunities to gain interview experience and to receive feedback to increase their chances of achieving employment in the future.

Identified job contact for a position

Ongoing

Ensure that, whenever practicable, OPA’s work environment supports flexible work practices that meet the disability support needs of staff or volunteers at OPA.

OPA’s employment policies and practices are best practice.

All team leaders and managers

Ongoing

Accommodate disability support needs and adjust individual workplaces as required for staff with disability employed at OPA.

Promote the return-to-work of any OPA staff member acquiring a disability or mental illness during employment at OPA.

Disability support needs of individual staff with disability are met and valued, staff with disability are retained.

Increased rate-of-return to work for OPA staff with disability.

Manager, Corporate Services

Ongoing

Pay an honorarium to people with disability who are guest speakers at OPA Issues Forums or other OPA-sponsored events, when they are not being paid by another organisation to attend.

Increased opportunities for the skills and expertise of people with disability to be valued and recognised.

Education and Training Committee

Ongoing

Utilise established procurement processes to support the economic participation of people

with disability and disability social enterprises whenever possible.

Use the business services provided by people with disability and disability social enterprises—that pay an award wage—as appropriate and whenever possible.

All program areas

Ongoing

Return to top

Community Education and Partnerships

OPA Goals

  • To ensure that OPA’s willingness to provide appropriate disability supports at community education presentations is promoted.
  • To engage in respectful partnerships with key stakeholders in the disability advocacy, elder advocacy and other relevant sectors, and develop partnerships that provide opportunities for open, transparent discussion and an exchange of ideas.

What will we do?

What will success look like?

Responsibility

Timeline

OPA will promote its ability to provide interpreters, attendant carers and other supports during OPA-initiated community education presentations.

OPA-initiated community education presentations are fully inclusive of people with disability.

Manager, Advice and Response

Ongoing

Identify key stakeholders in priority areas of policy development and systemic advocacy for OPA.

Recognise the importance of relationships with disabled people’s organisations representing key diversity areas such as gender, age, sexuality, ethnicity and impairment type.

Key stakeholders have the opportunity to participate, inform and influence policy development and systemic issues.

Deputy Public Advocate

Ongoing

Stakeholders with disability who are involved in policy development and systemic issues will have any barriers to their participation addressed.

Stakeholders with disability are able to participate effectively in policy development and systemic advocacy.

OPA stakeholder engagement is best practice.

Deputy Public Advocate

Ongoing

Use the lived experience and knowledge of key community disability stakeholders to seek feedback on the plan.

Key community disability stakeholders have input into the development of the plan and receive an update of progress annually through the OPA annual report.

Deputy Public Advocate

Ongoing

Establish a Disability Action Plan staff consultation committee with representatives from programs and areas across OPA, to monitor the effectiveness of the plan and contribute to the development of the next plan.

The members of this committee receive feedback on the plan and act as ‘champions’ or staff representatives of the plan.

Deputy Public Advocate

2019

Provide a bi-annual update to OPA staff on the progress of the plan.

Updates on the plan are embedded in OPA’s staff information processes.

Deputy Public Advocate

Communications Coordinator

Bi-annually

Return to top

Office of the Public Advocate

Level 1, 204 Lygon Street, Carlton, Victoria 3053

Tel: 1300 309 337

NRS: 133 677

Fax: 1300 787 510

www.publicadvocate.vic.gov.au

 

[1] Ongoing means the action happens as is needed or it happens all the time with no specific start or end date

[2] Systemic advocacy is advocacy that works to change the practices of the whole society to improve the lives of people with disability.

Downloadable documents:
Select a document
69
Further Information:
Select an article External link URL External link text
https://www.nh.org.au/resources-for-people-who-lack-capacity-to-undertake-advance-care-planning/ Form - ‘What I understand to be the person’s preferences and values’

This guide covers five areas that relate to making medical treatment decisions for a person who lacks medical decision-making capacity to consent to their own treatment or to refuse that treatment:

  • How should medical decisions be made?
  • How can the medical treatment decision maker know what the person would want?
  • What challenges can a medical treatment decision maker expect?
  • What is the form ‘What I understand to be the person’s preferences and values’?
  • How are a person’s preferences and values translated into a medical treatment plan?