Supporting Accommodation

for Vulnerable Victorians

Initiative guidelines
4 Clinical review of area mental health services 1997-2004
Supporting Accommodation
for Vulnerable Victorians
Initiative guidelines
Effective July 2012
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This document is available as a PDF on the internet at:

www.health.vic.gov.au/srs/res/publications.htm

Published by the Ageing and Aged Care Branch, Victorian Government,

Department of Health, Melbourne, Victoria.

© Copyright State of Victoria, Department of Health, 2012.

This publication is copyright. No part may be reproduced by any process
except in accordance with the provisions of the Copyright Act 1968.

Authorised and published by the Victorian Government, 50 Lonsdale Street, Melbourne.

Print managed by Finsbury Green. Printed on sustainable paper.

July 2012 (1206020)

Contents
1. Introduction 1
1.1. Purpose of the SAVVI guidelines 1
1.2. Background 1
1.3. SAVVI 2
1.4. SAVVI service components 2
2. Key roles and responsibilities 3
2.1. Participating pension-level SRS 3
2.2. SAVVI partnership managers 3
2.3. Department of Health 4
3. SAVVI funding and purchasing principles 5
3.1. SAVVI funding for participating SRS 5
3.2. SAVVI purchasing principles 5
3.3. Purchasing items for SRS with SAVVI funds 5
3.4. SAVVI funding: ineligible items 6
3.5. Misuse of funds 6
3.6. Conflict of interest in purchasing decisions 7
3.7. Management of items 7
4. Facility cost relief: purchasing guide 8
4.1. Facility cost relief 8
4.2. Expenditure plans 8
4.3. FCR purchasing categories 9
4.4. FCR eligible items: SRS staffing 9
4.5. FCR eligible items: non-staffing 10
5. Amenity and safety: purchasing guide 12
5.1. Amenity and safety 12
6. SAVVI Supporting Connections 14
6.1. Purpose and scope 14
6.2. Role of services 14
7. SAVVI projects 15
7.1. SAVVI projects 15
7.2. Delivery of SAVVI projects 15
8. Capacity building and performance improvement 16
8.1. Cluster-based activities 16
8.2. SRS performance improvement 16
9. Accountability, monitoring and reporting 18
9.1. Outcomes 18
9.2. Reporting 19
9.3. Financial accountability 20
9.4. SAVVI agreement 20
9.5. Insurance and taxation 20
10. Variations to SAVVI arrangements 21
10.1. An SRS is no longer eligible for SAVVI funding 21
10.2. Transfers of SRS 21
10.3. Appointment of an administrator 22
10.4. SRS withdraws from the program 23
10.5. Disposal of items purchased through SAVVI 23
10.6. Recovery of unspent SAVVI funds 23
11. Disagreements and disputes 24
1.  Introduction

1.1.  Purpose of the SAVVI guidelines

The Supporting Accommodation for Vulnerable Victorians Initiative (SAVVI) guidelines provide
direction to those involved in the delivery of SAVVI, including proprietors of participating supported
residential services (SRS), community service organisations contracted to deliver SAVVI services
and Department of Health (the department) staff.

The guidelines outline the aims of SAVVI and the activities and outcomes expected to flow from the
use of SAVVI funds. They include purchasing rules that explain how SAVVI funds should be used
and describe the roles, responsibilities, accountability and reporting requirements of those involved.

1.2.  Background
SRS are privately operated facilities that provide accommodation and support for people who
require assistance in daily living. They are regulated by the Victorian Government through the
Supported Residential Services (Private Proprietors) Act 2010 and the Supported Residential
Services (Private Proprietors) Regulations 2012.

As private businesses, SRS vary in the services they provide, the people they accommodate
and the fees they charge. SRS can be divided into two categories:

• above-pension SRS, which cater predominately for frail older people paying more than current
pension plus Commonwealth rent assistance for their accommodation and support
• pension-level SRS, which are defined as SRS that charge fees at no more than the current
pension plus Commonwealth rent assistance for at least 80 per cent of their registered beds.

Most residents of pension-level SRS are pensioners, approximately 60 per cent are reported to have
a psychiatric disability,1 and many live with other disabilities and illnesses. SRS offer an affordable
supported accommodation option for people who need support but who are either not eligible for,
or not able to access, government-funded services.

Prior to 2006, there was a steady decline in the number of pension-level SRS, with more than
1,500 pension-level beds lost from the sector over the period 1997 to 2005. Poor financial viability
was identified as a major cause of these closures, with factors such as rising rental/property costs,
increasing complexity of residents’ support needs and limited capacity to increase fees to meet
general cost increases contributing to the problem.

1 2008 Supported Residential Services Census

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1.3.  SAVVI
SAVVI was introduced in 2006 to improve the viability of pension-level SRS and to assist with
maintaining a level of access to pension-level SRS beds. The second aim of SAVVI is to support
improvements to the wellbeing of residents of these SRS.

The objectives of SAVVI are to:

• improve the viability of participating pension-level SRS

• reduce the risk of participating pension-level SRS closures and associated disruption to residents
• improve the capacity of participating pension-level SRS proprietors to meet residents’
support needs
• increase opportunities for participating pension-level SRS proprietors to share skills,
knowledge and resources
• better connect participating pension-level SRS to local service networks
• support residents’ access to social networks, activities and health and community services.

SAVVI provides a financial contribution to assist proprietors of SAVVI SRS to remain viable and to
help them meet the support needs of residents. Delivery of SAVVI is managed by 10 community
service organisations contracted by the department to act as partnership managers and/or to deliver
SAVVI supporting connections services. Partnership managers convene groups of SAVVI SRS
known as clusters.

SAVVI coordinators in department regions are the main contact for partnership managers and
supporting connections providers. These staff members manage funds at a regional level and
provide advice and support to partnership managers and supporting connections providers, endorse
FCR expenditure plans in keeping with the guidelines, and monitor overall SAVVI expenditure and
achievement of targets within regions.

1.4.  SAVVI service components

The delivery of SAVVI is achieved through a suite of funding, services and activity components including:

• facility cost relief (FCR) which provides a financial contribution to help proprietors meet specified
running costs of SAVVI SRS (Section 4)
• amenity and safety (A&S), which provides a financial contribution to improve the comfort and
safety of facilities and also supports a range of repairs and maintenance (Section 5)
• SAVVI supporting connections services, which aim to improve residents’ access to community
and health services and social participation. Supporting connections also works to improve
SRS viability by building the capacity of proprietors and staff to identify residents’ needs, improve
support planning and better manage challenging behaviours. Supporting connections workers
are in most cases employed by partnership manager organisations (Section 6)
• SAVVI projects that deliver targeted goods or services to address particular issues raised by
stakeholders, and trial innovative solutions to problems in the sector (Section 7)
• capacity-building activities that involve identifying common issues affecting the viability and
functioning of SRS and developing or implementing strategies to improve SRS’ capacity to
address these issues. Additionally, the cluster setting serves as a peer network to promote
good practice and information and resource exchange (Section 8)
• accountability, monitoring and reporting activities are an integral part of SAVVI (Section 9).

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2.  Key roles and responsibilities

2.1.  Participating pension-level SRS

Participating SAVVI SRS are pension-level SRS facilities that have been approved for SAVVI funding
by the department following a formal application process. There are no current plans to expand the
initiative, or to open it to additional SRS.

To maintain eligibility for SAVVI funding:

• The SRS must be a pension-level facility. A pension-level facility is defined as an SRS in which no
less than 80 per cent of registered beds are offered at pension level; that is, registered beds where:
– the total amount charged by the SRS proprietor for accommodation and support, and paid
for by or on behalf of the resident, is no more than the current pension2 plus Commonwealth
rent assistance.
• The SRS must not be receiving other government funding that contributes to the general
operating costs of the facility.
• The proprietor of the SRS must not be subject to actions by the department that are likely to
result in loss of their SRS registration.
• The proprietor and relevant senior staff of the SRS must be actively involved in SAVVI activities,
including but not limited to:
– completing the annual FCR expenditure plan
– attending cluster meetings and other nominated cluster events
– cooperating with supporting connections services
– participating in SAVVI projects.
• The SRS must meet annual performance improvement requirements.
• The SRS must meet reporting and accountability requirements.

2.2.  SAVVI partnership managers

SAVVI partnership managers are community service organisations contracted by the department
to deliver SAVVI.

The role of the partnership manager is to:

• manage the SAVVI funds for a cluster or clusters of SRS

• convene SAVVI cluster meetings
• monitor and report on SAVVI activities and funding for SRS in their cluster
• develop and implement local capacity-building activities for the SRS in the cluster
• provide guidance and advice to SRS proprietors and managers around SAVVI matters
• support SRS in developing capacity to understand and comply with their obligations under SAVVI
• work with SAVVI coordinators to develop SAVVI initiatives and act in a liaison role between the
department and proprietors
• facilitate and manage local implementation of SAVVI projects.

In addition, many partnership manager organisations are responsible for delivery of supporting
connections services within their region.

2 Single adult disability pension or single aged care pension

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2.3.  Department of Health

Staff of the Ageing and Aged Care Branch in the Wellbeing, Integrated Care and Ageing Division
of the department provide statewide policy development, program and budget oversight including
development of innovative projects and reporting against government targets.

At a regional level SAVVI coordinators are responsible for:

• managing regional implementation of SAVVI service components through the service agreement
between the department and the community service organisation operating as partnership
manager and/or supporting connections provider
• administering SAVVI funds in each region, including funding transfers to the partnership manager,
management of any variation in funding from the department to the partnership manager, and
financial reporting on SAVVI funds
• providing advice to partnership managers about the service agreement and SAVVI activities
• endorsing, monitoring and reporting on delivery of SAVVI service components in their region
• acting as the main point of contact between the department, partnership managers and
supporting connections providers
• taking an active role in planning, development and implementation of SAVVI initiatives and projects
• data collection and analysis at a cluster or regional level
• monitoring and reporting on supporting connections services.

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3.  SAVVI funding and purchasing principles

3.1.  SAVVI funding for participating SRS

The department provides an annual recurrent allocation of funds for each participating SRS.
These funds are paid to SAVVI partnership managers who organise expenditure through two
principal streams:

• facility cost relief (FCR), a financial contribution towards meeting day-to-day operating costs
of participating facilities, particularly direct personal support staffing costs
• amenity and safety (A&S), a contribution to improving the comfort and safety of facilities
and also to support a range of repairs and maintenance.
In addition to these principal streams of funding, the department also funds one-off projects
to address particular issues or to trial innovative solutions to problems in the sector.

3.2.  SAVVI purchasing principles

Partnership managers jointly plan with SRS proprietors for the purchase of items. Planning
must acknowledge the diversity of SRS operations and needs and the context of individual SRS.
All items purchased must meet the following principles:

• Purchased items must comply with the SAVVI FCR and A&S purchasing guides.
• Items purchased must support the objectives of SAVVI.
• Items must reflect value for money.
• Staffing funded through SAVVI must comply with relevant industrial and award requirements.
• Items purchased must meet requirements of relevant legislation and regulations, for example
the Supported Residential Services (Private Proprietors) Act 2010 and associated regulations,
and the Occupational Health and Safety Regulations (2007) and other relevant laws,
standards and guidelines.
• SAVVI funding should not duplicate or substitute goods or services that would normally be
accessed through other programs.

3.3.  Purchasing items for SRS with SAVVI funds

SAVVI funds can be used to pay for items only after there is sufficient evidence that the purchase
has been arranged or has already been completed.

Proprietors must provide proof of purchase to partnership managers, which should include:

• a tax invoice or tax receipt of sale for any items purchased

• evidence of salary or wages payment such as: rosters, bank statements, accountant’s
reports and Business Activity Statements, for contribution to staff costs.

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3.4.  SAVVI funding: ineligible items
3.4.1  SRS operating expenses
SAVVI funds will not be used to fund many routine expenses incurred in operating the business
of the SRS. Items should not be funded unless included in these guidelines, or listed in SAVVI
project guidelines.

Examples of items ineligible for funding include: the cost of food; rates; rent and associated costs;
utility costs; motor vehicle operating expenses; insurances; any accounting costs; financial expenses
including interest on loans or other debt associated with the business.

3.4.2  Assets
SAVVI funds will not be used to purchase some assets commonly used for both personal and
business use, for example vehicles and mobile phones may not be purchased with SAVVI funds.
Only assets outlined in these guidelines or listed in SAVVI project guidelines may be purchased.

3.4.3  Bad debts

SAVVI funds will not be used to pay for bad debts incurred by an SRS proprietor, staff member
or resident.

3.4.4  Capital improvements

SAVVI funds will not be used to pay for major building works in the SRS, including renovations,
remodelling and additions (except as allowed under A&S guidelines).

3.4.5  Residents’ personal costs

SAVVI funds will not be used to meet accommodation costs for residents, except as allowed under
the single-room supplement. SAVVI funds will not be used to purchase residents’ personal items
such as alcohol, tobacco, pharmaceuticals, toiletries or clothing (except as allowed under supporting
connections flexible funds).

3.5.  Misuse of funds

SAVVI funds for the SRS can only be spent on items that are allowed within the relevant purchasing
or project guidelines. In the case of FCR funds, items must also be included in endorsed FCR
expenditure plans.

Misuse of SAVVI funds can result in funding being stopped and the SRS proprietor or SAVVI
partnership manager being required to refund monies involved.

In the case of deliberate misuse of funding or any attempt to defraud the department, funding will be
stopped and the matter may be referred to the relevant authorities for consideration and appropriate
legal action.

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3.6.  Conflict of interest in purchasing decisions
Purchasing required goods or services from individuals or organisations in which the SRS proprietor
or the partnership manager has an interest should be avoided whenever practicable.

In situations where there is a possible conflict of interest, both the SRS proprietor and the
SAVVI partnership manager should raise these issues as part of the expenditure planning process.
The issues should be documented in the expenditure plan to ensure probity requirements are met.
The partnership manager should inform the department of any issues raised.

3.7.  Management of items

Items purchased with funds provided through SAVVI should be managed appropriately by the
proprietors of the SRS where the item is used and located. SRS proprietors should take all
reasonable steps to ensure safe use of the item, security of the item against theft or damage, and
that the item is maintained in good working order.

Items purchased with SAVVI funds are to remain on the premises of the participating SRS unless
otherwise specified (see Section 10). Partnership managers are required to maintain a register
for all items purchased with SAVVI funds valued at $500 or more.

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4.  Facility cost relief: purchasing guide

4.1.  Facility cost relief

This purchasing guide provides information about the types of costs that may be met with
FCR funding. It also sets limits for the amount that may be spent on each purchasing category.

The allocation of FCR funds is based on the number of FCR-approved pension-level beds originally
identified through the 2006–07 application process, or subsequently amended by the department,
and is subject to a cap set at 33.33 beds. The department will provide advice to the partnership
managers of the annual rate of FCR funding per funded bed for each SRS in their cluster.

All items purchased through FCR must be pre-planned and recorded in the annual expenditure
plan for each participating SRS.

4.2.  Expenditure plans

4.2.1  Developing expenditure plans
Expenditure plans are developed jointly by partnership managers and participating proprietors
each financial year.

The FCR purchasing guide must be followed when selecting items for inclusion in the
expenditure plan.

Expenditure plans should be completed using the templates provided by the department.

Plans will:

• identify key viability issues for the SRS

• outline the services and items to be purchased with FCR funds over the financial year
• include contextual information such as pension-level bed numbers, occupancy and the
current staff roster
• confirm staffing arrangements will not diminish service provision and resident support
• contain procedures for the purchase of the items and associated payments
• provide a review date and process for earlier review if required.

4.2.2  Endorsement of expenditure plans

Before being implemented, each expenditure plan must be submitted to the regional
SAVVI coordinator for endorsement. Plans should be submitted for endorsement by
30 September each year.

No new funds may be spent prior to endorsement. Funding for staffing arrangements endorsed
in the previous plan may be continued until endorsement of the new plan.

Incomplete expenditure plans may be submitted for endorsement. Incomplete plans must include:

• the amount of uncommitted funds

• a proposed date for completion of planning.

If an incomplete plan has been submitted, the amended expenditure plan must be provided
to the department for further endorsement.

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4.2.3  Amendments to expenditure plans
Plans may need to be changed throughout the year.

Amendments to endorsed expenditure plans do not need to be approved by the department,

unless they involve significant change to the category of items purchased.

Partnership managers must ensure changes to the endorsed plan:

• are documented and attached to the current plan

• are provided to the department
• comply with these guidelines.

4.3.  FCR purchasing categories

The following section outlines the categories of items that may be purchased with FCR funds.

Items not listed in these categories must not be purchased with FCR funds.

In each category there is a maximum amount that may be funded with FCR. One item has a minimum
expenditure listed. SRS receiving FCR will comply with both minimum and maximum limits.

Annual expenditure limits on eligible items

Item Minimum expenditure Maximum expenditure

A. SRS staffing
Direct personal support hours 50% of FCR funds 95% of FCR funds
B. Non-staffing items
SRS proprietor/staff approved training no minimum 10% of FCR funds, 
or $6,000 
(whichever is greater)
Single-room supplement no minimum $12,000
Resident activities no minimum 10% of FCR funds, 
or $6,000 
(whichever is greater)

4.4.  FCR eligible items: SRS staffing

4.4.1  Direct personal support staffing hours
A minimum of 50 per cent of FCR funds in each year must be used to contribute to the cost of
rostered direct personal support staffing hours for direct personal support work.

Direct personal support staffing hours include paid hours of work provided by the personal support
coordinator (PSC), the SRS manager (where there is one and the position involves direct personal
support) and any other staff involved in the provision of direct personal support to residents. Note
direct personal support hours worked by proprietors may not be funded except through substitution
(see below).

9
In the context of the guidelines the range of duties included as direct personal support staffing
include personal and attendant support, social support, provision of activities, provision of meals,
cleaning, transportation of residents, preparation and review of residents’ support plans and
associated meetings.

4.4.2  Substitution for SRS proprietor hours

FCR funds cannot be used to pay a proprietor directly for hours worked but may be used to pay
for substitution of some proprietor direct personal support hours.

Substitution involves using FCR funds to pay another staff member to work a proprietor’s rostered
direct personal support hours, excluding the first 38 hours of direct personal support worked
per week.

Where more than one proprietor provides direct personal support hours, FCR can be used for
substitution of each proprietor’s direct personal support hours, excluding each proprietor’s first
38 hours of direct personal support.

4.5.  FCR eligible items: non-staffing

4.5.1  SRS proprietor/staff approved training
Up to 10 per cent of annual FCR funding or $6,000 per annum (whichever is greater) can be
allocated from FCR funds to meet the costs of the SRS proprietor, manager and direct personal
support staff to attend:

• SAVVI training and evaluation activities (proprietor/manager or PSC only)

• SAVVI cluster meetings (proprietor/manager or PSC only)
• training (proprietor/manager, PSC and direct personal support staff) such as:
– SRS-specific training sponsored by the department
– first-aid training
– food-handling training
– training around behaviour management
– relevant Certificate III and Certificate IV training.

Attendance will be reimbursed at actual cost, inclusive of backfill (up to $160 day) and any
course/attendance fees, less any subsidy available to the SRS proprietor connected with the
training. Evidence of attendance is required prior to payment.

4.5.2  Single-room supplement

As part of a resident’s behaviour or health-management plan, an SRS can allocate up to a maximum
of $12,000 of annual FCR funding to either contribute to the purchase of a single room for the
resident, or to contribute to single-use of rooms that are normally shared.

Before allocating this funding, the partnership manager should verify the resident’s need for a single
room through an external source such as the resident’s case manager or relevant service provider.

Additionally, the full $12,000 should not necessarily be provided to support a single resident.
Proprietors also need to demonstrate that there is a real cost in providing the room to a
single resident.

10
4.5.3  Resident activities
An SRS may allocate up to 10 per cent of FCR or $6,000 per annum (whichever is greater) to assist
in meeting eligible costs of SRS-sponsored resident activities. Eligible costs include:

• activity materials and equipment, such as art supplies, knitting supplies, table tennis equipment,
fishing equipment and the like
• entry fees and bus hire, for example to take a group of residents for a day out to the zoo, for
a regular monthly outing or on a holiday away from the SRS
• activity specialists, for example a regular massage session or a music therapist.

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5.  Amenity and safety: purchasing guide

5.1.  Amenity and safety

The A&S component of SAVVI funding is provided to contribute to the cost of maintaining
or enhancing the physical aspects of SRS facilities. A particular priority of A&S is maintaining
or improving comfort for residents and safety for residents and staff. In addition A&S funding
may be used to support SRS expenses in a defined range of routine maintenance items.

A&S funding is allocated based on the number of registered beds in an SRS. Smaller SRS are
provided with a minimum level of funding. The department will provide advice to the partnership
managers of the annual rate of A&S funding.

5.1.1  Amenity and safety eligible items

Overall priorities for A&S spending within an SRS should be set at the time of the FCR expenditure
plan, but these may be adjusted through the year based on circumstances, for example adjustments
to cover payments for the repair of unforseen damage. All A&S funding should be allocated before
31 May and payments must be finalised prior to 30 June. Funds not spent by this date may be
recalled by the department.

Purchases made with A&S funding must be through an appropriate tradesperson or supplier
and must:

• contribute to the maintenance of an acceptable standard of facilities, comfort for residents

of the SRS or safety of residents/staff
• be for items/work that are the responsibility of the proprietor as set out in the lease and not
the responsibility of the landlord. Where the proprietor has the freehold items/work must be
reasonably considered as normally the responsibility of a leaseholder.

Purchases must fit within one or more of the following categories:

– property-related repairs that are the responsibility of the proprietor

– professional maintenance such as painting, garden/grounds work or commercial cleaning
– acquisition, repair or replacement of fixtures and fittings that are not the responsibility of the
landlord
– purchase, repair or replacement of furniture or furnishings (including soft furnishings)
– acquisition, repair or replacement of equipment such as white goods, cleaning equipment
(not consumables), kitchen/dining equipment or heating and cooling apparatus
– repair, replacement or acquisition of outdoor facilities such as furniture, BBQs, shade sails,
gazebos, covered outdoor areas areas (not verandas) and ‘butt out’ bins
– items to ensure safety and privacy of residents’ bedrooms
– replacement, maintenance or upgrading of emergency management systems such
as call-bell systems, exit lighting, fire extinguishers, smoke detectors and sprinklers
– other items specified by the department as annual priorities.

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5.1.2  Amenity and safety excluded items
Amenity and safety funding may not be used to purchase:

– extensions or other major building improvements

– modifications, items and works that are the responsibility of the landlord as set out
in the lease. If the lease is not explicit the proprietor may seek a legal opinion on the
matter at their own expense
– items and works that contravene the terms of a lease where one exists.

It is the responsibility of the proprietor to obtain landlord approval where required and to ensure
relevant council approvals have been obtained (some approvals may need to be obtained by the
landlord). Minor modifications may also require approval by the department.

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6.  SAVVI Supporting Connections

6.1.  Purpose and scope

SAVVI supporting connections are services funded to provide support to residents and proprietors
by using capacity-building techniques to:

• work with residents to identify any unmet health or social needs, link them to appropriate
services and supports and increase their participation in a range of activities
• work with proprietors and SRS staff to build their skills/capacity in identifying the needs of
their residents, improve their support planning to meet those needs, and to better manage
challenging behaviours
• work with health and local support services to improve their accessibility for residents
of SAVVI SRS and their responsiveness to proprietors and staff.

Supporting connections services are linked to specific SAVVI clusters and undertake annual service
mapping to determine, in consultation with the regional SAVVI coordinator which SRS they will work
with each year. Priority is given to residents living in SRS with special needs or who have high level
complex support needs and behaviours.

6.2.  Role of services

SAVVI supporting connections undertake six main service activities. All involve working
collaboratively with proprietors, staff and residents:

• needs assessment – work with residents, proprietors and staff, family members and other service
providers to identify unmet health and social needs and unmanaged behaviours
• referral and linkage – in collaboration with residents, proprietors and staff proactively negotiate and
advocate with health and community services to facilitate improved access (includes sustained
efforts to improve relationships between proprietors and services where required)
• facilitation of social participation – actively seek to engage residents in a range of social and
lifestyle activities of their choice
• capacity building – use capacity-building techniques, such as coaching, mentoring and
information sharing, to build proprietor skills and knowledge to support residents and to build
residents’ confidence and independence; and implement strategies to strengthen relationships
between the SRS and local services, for example developing referral protocols and case
conferences
• manage flexible funds – each supporting connections service has a pool of flexible funds to be
used to assist residents to access services and activities. Examples include appropriate clothing
and footwear for activities such as playing football, or a gym membership
• service mapping – supporting connections service providers are required to undertake an annual
service mapping to ensure services continue to be targeted to those residents and SRS with the
highest level of need.

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7.  SAVVI projects

7.1.  SAVVI projects

The department periodically funds one-off projects that deliver targeted goods, services,
or resources to SAVVI SRS across Victoria. Such projects may be developed to:

• facilitate the spread of a concept or service developed as part of a single SRS’

or cluster’s activities
• address particular issues identified by stakeholder groups including but not limited to:
– proprietors
– residents
– partnership managers
– community visitors program
• trial innovative solutions to problems in the sector
• meet the government’s policy priorities for the pension-level SRS sector.

Examples of projects previously funded through SAVVI include:

• nutrition SAVVI, which provided funding to engage dieticians to review menus of participating
SRS and provide practical recommendations for proprietors about changes they could make
to better meet the dietary and nutritional requirements of residents
• SAVVI summer–winter, which provided funds to assist SRS reduce the impact of extreme
temperatures on residents.

7.2.  Delivery of SAVVI projects

In some cases projects may be delivered by contractors appointed by the department. However,
in most cases partnership managers will be responsible for administering funds distributed to them
for SAVVI projects. In all cases partnership managers will be expected to facilitate SAVVI projects
as required.

Where partnership managers hold responsibility for project delivery the department will provide
relevant specifications. Such projects will include a separate reporting requirement to be completed
by partnership managers using supplied templates.

Proprietors of participating SRS are expected to support and be actively involved in all SAVVI projects.

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8.  Capacity building
and performance improvement

A significant component of SAVVI objectives is to support capacity building of participating SRS.

Capacity-building activities are varied but focus on increasing the skills and knowledge of SRS
proprietors and staff in order for them to meet business challenges and to meet the complex
needs of their residents. The object is to improve capacity of individual SRS, clusters as a whole
and SAVVI SRS as a statewide group. SAVVI SRS are expected to actively participate in and
contribute to capacity-building activities.

8.1.  Cluster-based activities

As an important part of their role, partnership managers identify and implement cluster-based
activities to support the improvement of proprietors’ skills and knowledge and to facilitate linkages
both within the cluster and with the wider community. Capacity building may focus on areas such as:

• development and implementation of support, mentoring and training activities to enhance

SRS proprietor skills
• increasing SRS proprietor knowledge of and connection to local service networks
• supporting more effective working relationships between SRS proprietors as a means of
promoting information and skill sharing, fostering good practice and identifying common issues
and problem-solving solutions
• identifying common objectives and opportunities for joint approaches to sharing resources.

In some cases capacity building may be strengthened by joint cluster activities or even statewide
projects and activities. Examples where larger groups may bring benefits include:
• statewide forums conducted by department staff
• training and information sessions to address issues common to more than one cluster
• training or other services provided at each SRS by department staff or contractors
• specialised training programs and/or business training.

Participating SRS are expected to actively participate in and contribute to cluster and capacity
building activities.

8.2.  SRS performance improvement

As part of capacity development all participating SAVVI SRS are expected to demonstrate ongoing
efforts to improve their performance.

This will be demonstrated in two ways:

• The SRS must substantiate the completion of a minimum number of training hours undertaken by
management or staff. Minimum training hours are: 20 hours for SRS with less than 20 registered
beds; or 30 hours for SRS with 20 or more registered beds. Training hours may be completed in
any of the following:

– SRS-specific training provided by recognised training organisations or department staff

– training in areas such as first aid, food handling and behaviour management
– relevant Certificate III and Certificate IV training
– training as identified by the department as an annual priority.

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• On an annual basis the SRS must demonstrate an improvement, an initiative or innovation in one
or more of the following areas:
– resident support planning
– providing a safe and homelike environment
– promoting residents’ health
– involving residents and family in decision making about the services they receive from the SRS
– in areas identified by the department as annual priorities.

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9.  Accountability, monitoring and reporting

The Department of Health expects accurate and timely reporting on funds expended, activities
undertaken and outcomes achieved in the delivery of SAVVI. All partnership managers and
participating SRS proprietors have a responsibility to contribute to and support this reporting activity.
Partnership managers and SRS proprietors are accountable for their actions in relation to the use
of SAVVI funds and reporting.

Reports and any information required will be submitted to the SAVVI coordinator within the
appropriate region.

9.1.  Outcomes
The department expects the following outcomes to be achieved by SRS participating in SAVVI.

• The SRS is viable. For example:

– the SRS operates in compliance with the Supported Residential Services (Private Proprietors)
Act 2010 and associated regulations
– in the event of an action plan being issued by an authorised officer, the SRS response
is timely and appropriate
– there is no imminent risk of closure
– the SRS has sound employment practices and staffing levels
– staff are trained to respond to residents’ needs, including emergencies and behavioural issues
– the SRS has a good reputation with referral agencies and the occupancy rate is high.

• The facility is well maintained, comfortable for residents and free from hazards.
• Residents participate in a range of social and leisure activities of their choice, in and outside
the SRS.
• The SRS has a good relationship with local services, for example:
– referral protocols are used
– the proprietor/staff participate in local service networks, case conferences and the like.

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9.2.  Reporting
Partnership managers and SRS proprietors will act in a timely way to ensure information is available
to complete reporting to the department. Information will be collected through regular reports and
plans compiled by partnership managers, with the exception of the SRS performance-improvement
report which is to be provided directly by proprietors to the SAVVI regional coordinator.

Name of report Due date

SAVVI FCR expenditure plans and amendments By 30 September each financial year
Amendments as completed; final amendments
to be forwarded no later than end May each
financial year

Six-monthly narrative report – cluster By 15 January and 15 July, for previous

development action plan report and case study six months

A&S annual expenditure report By 31 July, for previous financial year

Cluster development action plan By 30 June, for following financial year

Quarterly minimum data set reporting for By the 15th day after each reporting period
supporting connections
(This reporting will be collected through the HACC
MDS SRS service coordination and support
service activity type)

Supporting connections annual narrative report By 31 July, for previous financial year

SAVVI projects reporting By the date specified in relevant project guidelines

or specifications

SRS performance-improvement report By 31 July, for the previous financial year

Except for the quarterly MDS reports for supporting connections, all reports will be provided using
templates issued by the department.

In addition partnership managers and proprietors will provide any other information the department
may reasonably require.

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9.3.  Financial accountability
As well as the information on SAVVI funds collected through the above reports and plans, additional
financial accountability is required of each SRS proprietor and each SAVVI partnership manager.

Partnership managers are required to maintain accurate financial management and reporting
requirements as specified in their service agreement with the department and the associated
SAVVI service plan.

SRS proprietors are expected to:

• maintain separate and accurate records for the items purchased with SAVVI funds
• provide supporting evidence for expenditure such as tax invoices/receipts for items purchased
and evidence of payments made to staff through SAVVI funds
• by 30 September each year, provide their partnership manager with an accountant’s certified
report on the SAVVI funds received and expended by the proprietor in the previous financial year.

As a condition of participation in SAVVI, SRS proprietors have consented to the department or their
agent inspecting their books and accounts on request.

9.4.  SAVVI agreement

Partnership managers and proprietors of SAVVI SRS are required to enter a formal agreement with
each other. The agreement governs their relationship with respect to SAVVI funding and activities
and builds on these guidelines.

The existing SAVVI FCR agreement template provided by the department will be updated to reflect
the current broader scope of SAVVI. In the event of conflict between the existing or updated
agreement and these guidelines, these guidelines will take precedence.

9.5.  Insurance and taxation

9.5.1  Insurance
SRS proprietors are expected to have insurance protection for business risks. Proprietors are also
expected to have insurance protection for risks around SAVVI-funded goods used or stored on their
premises. SRS participating in SAVVI need to have appropriate public liability insurance cover.

Insurance arrangements for community service organisations contracted to provide SAVVI

partnership manager services and/or SAVVI supporting connections services are specified in their
service agreement.

9.5.2  Taxation
It is expected that SRS proprietors and community service organisations contracted as partnership
managers and/or supporting connections service providers will meet all taxation requirements,
including GST that may result from the management and use of SAVVI funds.

SRS proprietors should obtain independent advice to ensure they are aware of any taxation
implications in the use of SAVVI funds.

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10.  Variations to SAVVI arrangements

Participation of SRS in SAVVI may vary over time. A number of factors may lead to the necessity
of changes to SAVVI funding arrangements with individual SRS. These factors and procedures
that apply to them are outlined in this section.

10.1.  An SRS is no longer eligible for SAVVI funding

SRS are required to continuously meet eligibility requirements (Section 2) to remain eligible to
participate in SAVVI. Failure to meet these requirements may lead to funding being suspended,
reduced or withdrawn.

Proprietors will inform the SAVVI regional coordinator and partnership manager immediately their
SRS no longer meets the eligibility requirements.

If a partnership manager becomes aware, or suspects, that an SRS no longer meets the eligibility
requirements for SAVVI, they will also inform the SAVVI coordinator immediately.

The department reserves the right to verify information provided, including witnessing original
documents.

10.1.1  Review of SAVVI funding

If the department believes a SAVVI SRS is not meeting the eligibility requirements a review will be
undertaken by the SAVVI coordinator with other department staff as necessary. The review will:

• consider information provided and gather further information if required

• invite the SRS proprietor and the partnership manager to meet if appropriate
• provide recommendations on funding changes and/or other actions
• progress recommendations for funding changes or actions through to the Director Ageing
and Aged Care for a decision.

Any decision to vary or cease funding will rest with the Director Ageing and Aged Care.
The SRS proprietor will be informed of the decision by letter.

The region will advise the partnership manager of the outcomes of the review, including any
decision on funding. The partnership manager will work with the SRS proprietor to implement
any changes required.

SAVVI funding may be suspended in part or full while this process is undertaken.

10.2.  Transfers of SRS

There are a number of things to consider if the registration of an SRS currently receiving funding
through SAVVI is transferred and the prospective proprietor wishes to apply for SAVVI funding.

• The prospective proprietor should lodge a formal application for SAVVI funding. This should be
completed along with the application for transfer of registration of the SRS.
• In some cases, the two approval processes may not be completed at the same time. In this case
SAVVI funding may be approved subject to the successful transfer of registration and subsequent
settlement of the contract of sale.

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• At the point of settlement, the department may determine that SAVVI funding to the SRS can
continue for up to three months as per the previously agreed expenditure plan to enable continuity
of funding, if this is appropriate.
• If SAVVI funding is approved this will be at the same level as previously approved for the SRS.
• If the SRS is assessed as ineligible, SAVVI funding will cease.
• The prospective proprietor will be advised in writing of the outcome of the application.
• A new SAVVI agreement and FCR expenditure plan will be required. The new SRS proprietor and
partnership manager will work together to establish these within three months of SAVVI funding
being approved.
• The department will notify the partnership manager of the application results and required actions.

10.2.1  Prospective proprietor does not apply for SAVVI

In some circumstances, the prospective SRS proprietor may decide against applying for SAVVI.

If the prospective SRS proprietor decides not to apply for SAVVI, the department will coordinate with
the partnership manager to ensure SAVVI funding ceases on settlement of the sale of the SRS.

• The SAVVI Coordinator and partnership manager will work together to identify any unspent SAVVI
funds held for the SRS and make arrangements for these to be recouped by the department.
• The SAVVI coordinator will identify recurrent savings, including funding for the partnership
manager, resulting from the prospective proprietor’s decision not to apply for SAVVI, and will
arrange for these funds, together with any unspent funds for the year in question, to be returned
to the Ageing and Aged Care Branch.
• Items previously purchased with SAVVI funds may be subject to recovery as outlined
in Section 10.5.

10.2.2  SAVVI-funded items involved in transfers

Following a successful application to participate in SAVVI, items previously purchased with SAVVI
funds will remain in the SRS.

If no application for SAVVI participation is received or if an application to participate in SAVVI

is rejected the items may be subject to recovery as outlined in Section 10.5.

10.3.  Appointment of an administrator

In the event that an administrator is appointed to an SRS in the SAVVI program:

• the SAVVI coordinator will ensure that the partnership manager is informed of any changes
required to SAVVI funds management. This may include redirection of funds to the administrator
• the partnership manager will ensure any SAVVI funds flowing to the SRS proprietor
cease immediately.

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10.4.  SRS withdraws from the program
An SRS may close or the proprietor may choose to withdraw from SAVVI at any time.
In these situations:

• SRS proprietors must inform the SAVVI partnership manager and the SAVVI coordinator
in writing of their intention to close or withdraw
• the partnership manager will meet with the proprietor to determine any outstanding financial
and other issues prior to closure or withdrawal
• the partnership manager will advise the SAVVI coordinator of the outcome of this meeting
• the SAVVI coordinator will implement the same steps for recovery of unspent funds
and recurrent savings as set out above.

10.5.  Disposal of items purchased through SAVVI

Should an SRS cease to participate in SAVVI for any reason the items purchased with SAVVI funds
may be subject to recovery or disposal by partnership managers on behalf of the department.

If necessary reasonable efforts will be made to dispose of items as follows.

• Items will initially be made available to other SRS within the SAVVI cluster. Such items will remain
subject to the conditions pertaining to items purchased through SAVVI. SRS receiving the items
should make arrangements for transport to their premises.
• Remaining items will be offered to SAVVI SRS in other regions. Again, SRS receiving the items
should make arrangements for transport to their premises.
• Should any items still not be allocated through the above options the partnership manager
will determine appropriate disposal of the items. In the event income is received from sale of
any items, this should be reported to the SAVVI coordinator. The department will determine
appropriate use of such funds.

Some items may be impractical to recover. Generally no attempt should be made to recover
items if:

• they consist of fittings or fixtures

• are in poor condition
• are used bedding
• it is the opinion of the partnership manager they have negligible value due to a low purchase
price and/or depreciated value.

The same process and criteria may be applied to dispose of items no longer required by an SRS
still participating in SAVVI.

10.6.  Recovery of unspent SAVVI funds

At the end of the financial year, there may be unspent and uncommitted SAVVI funds held by the
partnership manager.

In the event of unspent SAVVI funds, these funds will be recovered by the department.

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11.  Disagreements and disputes

The following procedures should be followed in the event of disagreements and disputes:

• If the dispute is between the SRS proprietor and the partnership manager, attempts should
first be made to resolve the issue locally through direct discussion and negotiation and the
internal procedures of the community service organisation providing the services of the
partnership manager.
• Either party may contact the SAVVI coordinator to seek assistance with resolving the dispute
or disagreement.
• In the event that direct negotiation cannot resolve the issue, formal dispute resolution procedures
should begin.
• Final dispute resolution will be through the office of the Director Health and Aged Care, in the
relevant region.
• In the event of a dispute between the regional office and the community service organisation
contracted as a partnership manager, the dispute resolution procedures outlined in the service
agreement will be followed.

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4 Clinical review of area mental health services 1997-2004
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