THQ Territorial Headquarters ER Emergency Relief

A quality product from The Australia Southern Territory Social Policy andResource Unit (TSPRU) published in June 2006 and reviewed in May 2009. ThisManual was originally developed in consultation with stakeholders across the Territory.

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Table of Contents 1. INTRODUCTION...................................................................................................................4 2. VISION, MISSION & VALUES ............................................................................................5 3. SOCIAL JUSTICE STATEMENT..........................................................................................5 4. DEFINITION OF EMERGENCY RELIEF (ER)....................................................................6 5. EMERGENCY RELIEF AND THE SALVATION ARMY ...................................................6

5.1 The Salvation Army Involvement in Emergency Relief.......................................................................... 6 5.2 Integration of Corps and Community Services ........................................................................................ 6 5.3 Client Services Charter ............................................................................................................................. 7 5.4 Government Emergency Relief Guiding Principles and Service Standards............................................ 7

6. EMERGENCY RELIEF PROCEDURES AND GUIDELINES .............................................7 6.1 Emergency Relief Expenditure................................................................................................................. 7 6.2 Specific Types of Assistance.................................................................................................................... 8 6.3 Levels of Assistance ............................................................................................................................... 11

7. THE SALVATION ARMY POLICIES ................................................................................12 7.1 Policy Access ..........................................................................................................................................12 7.2 Volunteers ...............................................................................................................................................12 7.3 National Police Checks...........................................................................................................................12

8. PRIVACY / CONFIDENTIALITY.......................................................................................12 9. RECORD KEEPING - DATA & STATISTICS....................................................................13 10. PROFESSIONAL SUPERVISION AND DEBRIEFING .....................................................13

10.1 Supervision .............................................................................................................................................13 10.2 Debriefing ...............................................................................................................................................14

11. FUNDING.............................................................................................................................14 11.1 Cost control / Salvation Army Funding .................................................................................................14 11.2 Budgets ...................................................................................................................................................14 11.3 Government Funding ..............................................................................................................................14

12. MEDIA..................................................................................................................................15 13. QUALIFICATIONS..............................................................................................................15 14. NETWORKING....................................................................................................................15 15. CONCLUSION .....................................................................................................................15 16. ATTACHMENTS .................................................................................................................17

ATTACHMENT 1 – RELEVANT SALVATION ARMY POLICIES ................................18 ATTACHMENT 2 – COURSE IN EMERGENCY RELIEF WORK (2007).......................20 ATTACHMENT 3 - EMERGENCY RELIEF WORKER CHECKLIST.............................21 ATTACHMENT 4 – CLIENT SERVICES CHARTER.......................................................22 INDEX ..................................................................................................................................23

2Territorial Community Support Services Manual - May 2009

Glossary

DHQ Divisional & Regional Headquarters

DSPS Divisional Social Programme Secretary

FaHCSIA Federal Government’s Department of Families, Housing, Community Services & Indigenous Affairs

SAMIS Service and Mission Information System

THQ Territorial Headquarters

ER Emergency Relief


1. Introduction The purpose of this manual is to outline to all Line Managers and Emergency Relief Workers, the policies and procedures relating to the delivery of Emergency Relief (ER) to ensure an acceptable standard of service provision across The Salvation Army Australia Southern Territory through its ER Services. It will also provide a ready reference resource to support best practice.

This manual will apply to all paid and voluntary staff engaged in ER and replaces the previous ‘Community Service Manual’ (1993). It is recognised that ER is one of a broader range of community services, delivered across a variety of locations. According to the recommendation of the Territorial Programme Planning Council the preferred title for these sites is: ‘Community Support Services’. The ER manual is one of a number of planned resources, which addresses the provision of Community Support Services in the Australia Southern Territory.

Any comments or suggestions in relation to the manual can be sent via email to the Territorial Social Programme Department. This manual is available both in hard copy from your divisional office and/or on the Extranet.

In addition to the information contained in this manual, all workers are expected to familiarise themselves with The Salvation Army Australia Southern Territory website (www.salvationarmy.org.au). This site will provide information about services, programmes and other relevant details.

While the Internet is available to the general public the ‘Extranet’ (www.salvationarmy.org.au/extranet) is open to all who work within The Salvation Army. Access to this site requires registration and the issue of a password. This can be arranged through your line manager.

In any position, whether voluntary or paid, there is a considerable amount of information to be assimilated in order to comply with organisational policy and procedural requirements and excel in the provision of service.

It is the responsibility of the manager to ensure that all workers are familiar with thecontents of this manual and that they undertake a Salvation Army approvedEmergency Relief Training Course.


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2. Vision, Mission & Values The Salvation Army International Mission Statement

The Salvation Army, an international movement, is an evangelical part of the universal Christian Church. Its message is based on the Bible. Its ministry is motivated by love for God. Its mission is to preach the gospel of Jesus Christ and meet human needs in his name without discrimination.

The Salvation Army Southern Territory

OUR VISION: The Salvation Army – A growing loving community of people dynamically living God’s mission in a broken world.

OUR MISSION: The Salvation Army raised up by God for the work of:

• Transforming Lives

• Caring for People

• Making Disciples

• Reforming Society

OUR VALUES: Recognising that God is always at work in the world we value:

• Human Dignity

• Justice

• Hope

• Compassion

• Community

3. Social Justice Statement The Salvation Army believes that all people have been created in the image of God and have intrinsic worth. Therefore people coming to The Salvation Army for help:

• Should be served without discrimination.

• Should be treated with respect so that their dignity as an individual is safeguarded.

• Should be recognized as people capable of making decisions and choices for their own lives.

The Salvation Army recognizes that not all people share equally in the benefits of Australian society and it is imperative that options exist for those who are most disadvantaged.

On behalf of these individuals The Salvation Army is resolved to seek excellence in its provision of services.


4. Definition of Emergency Relief (ER) “Definition of Emergency Relief - The provision of financial assistance to those persons who find themselves in financial crisis. In practice it also includes the provision of food, material aid and housing; advocacy and assistance in dealing with public authorities and corporate organisations including utility companies; programs targeted at breaking the cycle of poverty such as financial counselling programs, education support programs, etc.”

Section One, Learner Resource: (Course in ER Work, 2007).

5. Emergency Relief and The Salvation Army

5.1 The Salvation Army Involvement in Emergency Relief

There is an essential practical and philosophical relationship between the religious and welfare services of The Salvation Army, principally because one is incomplete without the other. The Christian philosophy held by The Salvation Army has a commitment to and concern for, the needs of people. Welfare services spring from that Christian philosophy.

This philosophy promotes an unselfish concern for other people and their needs along with a commitment to social justice.

An integral aspect of welfare service is an interaction between community and the church. The Salvation Army believes that all people can be empowered by the practical assistance and concern inherent in an Emergency Relief programme, as a human representation of divine love.

Through this divinely inspired practical and ethical expression of solidarity, people can be helped to work through problems and regain control of their lives, maximizing their well-being and participation in their local communities. It is this that motivates The Salvation Army’s involvement in ER, attending to the needs of the whole person, believing in the uniqueness and value of every individual.

The Salvation Army ER Programme covers a diverse group of people and caters for all ages giving respect for each person’s right to their own beliefs, values, integrity, privacy and the dignity of their own choices.

5.2 Integration of Corps and Community Services The goal of ‘integration’ is that every Community Support Service (including ER Services) be intrinsically linked to a local corps. The ideal situation is one where the local Corps actively supports the welfare work of the Community Support Service.

There are many ways this support can be expressed by the corps, such as regular contact with the centre, or involvement on a Management Advisory Committee. Similarly, integration will be assisted if the Centre Manager maintains regular contact with the Corps.

The corps officer/s can also assist by providing spiritual and pastoral support to the staff and clients, as appropriate and as requested by the centre manager.


5.3 Client Services Charter The Salvation Army Australia Southern Territory is a branch of the Christian Church and its policies are based on Christian faith and practice, which uphold the dignity and worth of every individual. Clients along with staff and volunteers of The Salvation Army Community Support Services have both rights and responsibilities with regard to service provision. The Client Services Charter is available from Divisional Headquarters and/or on the Extranet. See Client Services Charter Document in Attachment 4.

5.4 Government Emergency Relief Guiding Principles and Service Standards

A significant number of corps and centres access government funding. This binds them to contractual agreements regarding service delivery standards. It is expected that all corps and Centres will meet the minimum service standards outlined in the funding and service agreement contracts.

The minimum service standards should be met by all ER services whether government funded, or not.

There are six (6) “Guiding Principles and Service Standards” articulated in these contracts.

These are summarised below:

1. Access and equity – Agencies maximise access for all people experiencing financial crisis, and ensure equity in the delivery of services.

2. Client dignity, respect and rights – Agencies respect and uphold the dignity and rights of each person / family requesting ER.

3. Cultural appropriateness – Agencies embrace and respond appropriately to cultural diversity.

4. Agency environment and culture – Agencies provide a safe and dignified environment for the provision of ER

5. Community relevance and responsiveness – Agencies are relevant and responsive to the needs of the local / regional community.

6. Programme administration and support – Agencies are accountable, and offer maximum choice and benefit to people requesting ER, within programme and budget limitations.

6. Emergency Relief Procedures and Guidelines

6.1 Emergency Relief Expenditure ER Programme funding is to be used for the purpose of providing ER assistance to clients in immediate financial crisis. Assistance can, for example, be provided in the form of:

• Food vouchers; • Chemist vouchers; • Transport vouchers; • Payments to help with rent/accommodation; • Part payment of utility account/s; and /or


• Material help such as food hampers or clothing; • Cash payments. These should only be made where it is not appropriate or

possible for direct payment to be made by the centre*. * If the Funding Recipient (centre) has the appropriate facilities and adequate resources it may, use up to 25 per cent of programme funds in any financial year to purchase food and/or other “in-kind” goods for direct supply to clients. (See Commonwealth ER Program Guidelines 2007; Use of Program funds 3.4.1 ‘Types of assistance’).

6.1.1 Additional Emergency Relief Funding 2009-2011 In recognition of the impact of the global economic crisis on community organisations across Australia, additional funding has been received through the Commonwealth Government (FaHCSIA) and will be available until June 2011.

The additional resources will provide ER services with some flexibility in responding to client needs when dealing with debt and will attempt to head off future financial stress for clients, through the provision of a more substantial one-off type of assistance, particularly for first time consumers. This will be in conjunction with supplying support to build on existing financial skills through the provision of budgeting and financial counselling supports.

Queries regarding this funding should be directed through your DHQ to the Divisional Social Programme Secretary.

6.2 Specific Types of Assistance In addition to any approved purposes for which ER funding is provided, the following general guidelines also apply to Salvation Army provision of ER:

6.2.1 Food Vouchers Vouchers will enable clients to purchase their own food preferences.

6.2.2 Cash & Cash Cheques The Salvation Army has negotiated with the Federal Government and is able to deal in cash or cash cheques only in exceptional circumstances.

Cash assistance is never preferred, but in an emergency, centres may have to deal in cash. In such situations, payment should be made to the creditor or supplier by direct cheque.

6.2.3 Payment of Bills Major bills may include rent payments, utilities and creditors. If after an assessment it is concluded that a creditor will be paid, a cheque should be sent direct to the business that issued the bill.

6.2.4 Telstra Bill Assistance Programme (TBAP) The Salvation Army is a participating lead community agency with TBAP. This programme assists Telstra consumers who are experiencing a financial crisis and are unable to pay their Telstra bill(s). ER services will assess Telstra consumers presenting for assistance, to determine their situation and as necessary, advance TBAP vouchers.


ER services are supplied with TBAP Guidelines that are necessary to fulfil correct protocols when issuing vouchers. Managers must monitor regular updates regarding the Guidelines sent through DHQ. It is important that voucher allocations to ER services are fully expended in a timely manner.

6.2.5 Access for Everyone – Telstra $5 Phone Card In 2006 Telstra launched a new ‘Access for Everyone’ programme providing agencies with $5 phone cards to distribute to clients either homeless or in a crisis situation. Enquiries regarding this should be through DHQ, Divisional Social Programme Secretary.

6.2.6 Coles Gift Cards and Woolworths Wish Gift Cards The Coles Gift Cards have replaced the former Coles Vouchers. Coles have established a card specifically for Not-For-Profit services. All corps and social services requiring Gift Cards need to follow an ordering process set in place by their Division. Check with DHQ as to the required process for your service.

The Salvation Army orders all ‘Woolworths Wish Gift Cards’ through Vii Corporate Gift Card Services. Information setting out how to register can be obtained through your Divisional Social Programme Secretary.

6.2.7 OneSight Vision Voucher Programme This programme provides assistance with eye examination and eyewear selection, on a specified range of frames and lenses through the following optical retailers:

• OPSM;

• Laubman & Pank;

• Budget Eyewear (Vision Plus in W.A.).

It is important to note, any store lists provided for the above retailers are to be used only for the purposes of the OneSight Foundation Vision Voucher Programme. Misuse of any information may lead to the programme being suspended and further action taken. All contact with OneSight needs to be through the Assistant Territorial Social Programme Secretary, via DHQ.

Centres will appropriately select clients in acute need, bearing in mind that if a client is eligible for a government spectacle program, or has private health insurance, then appropriately, that program should be utilised rather than the OneSight Vision Voucher programme. Vouchers are allocated through DHQ.

6.2.8 Food Some services have a food supply which is provided to clients in an emergency. The preferred method of supplying food items is for clients to self select from a range of food items available from the service. Some Centres have a ‘food barn’ area; others provide a list of food items for clients to select from. Situations where food parcels may be issued include:

• Christmas hampers;

• A supplement to a food voucher;

• Where a client is unable to use food vouchers, for example, when shops are closed or distanced;

• Where a centre is unable to assist in any other way (e.g. lack of funds).



Where the handling of groceries and the provision of food of any kind is part of a centre’s ER strategy, it is the responsibility of management to display the centre’s “Food Handling Policy” in compliance with local government food handling bylaws and to ensure that all staff meet these standards. Salvation Army funding may be spent on bulk shopping for clients.

However, this is not encouraged. Giving the client the right of choice of their own food is important in treating all people with dignity.

6.2.9 Christmas Cheer An annual grant is given to corps as negotiated with DHQ for the purpose of providing Christmas related support. Whilst these funds are used at the discretion of centre managers, they must be accounted for in a report to DHQ, along with an acquittal of unused funds.

This funding is provided by The Salvation Army in accordance with available funds and is not guaranteed as recurrent funding.

6.2.10 Furniture, Clothes & Household Goods Many Centres operate in conjunction with a local Salvation Army Thrift Shop or Salvo Stores. When assessed as being eligible, Clients are given vouchers, or a similar arrangement, whereby they can obtain goods from Salvo Stores or Salvation Army Thrift Shops.

A limited financial allocation is made to each centre, which can be redeemed at Salvo Stores. This requires a degree of care in handling distribution demands, ensuring that funds do not run out prematurely. Managers must monitor this carefully and remain within their budgeted allocation.

Note: Government monies are not to be spent on payment for Salvation Army food or second hand goods from any Salvation Army store, other than what is outlined in the funding contract. (Refer Section 6.1).

6.2.11 Accommodation There will be occasions when emergency accommodation is required. Ideally, this would be done by referral to an appropriate refuge or agency. If this is not available, emergency accommodation in a caravan park or motel may be organised. A prior arrangement with a caravan park or motel may allow any payment to be made on account.

6.2.12 Loan and Loan Guarantor Under no circumstances will The Salvation Army provide loans or act as guarantor for client loans1.

Clients may state their intention to repay the value of support given to them. This is entirely voluntary and should not be solicited.

1 The exception to this is a ‘No Interest Loan Scheme’ (NILS), which exists in various forms across Australian States and is available for purposes such as purchase of white goods.

Any voluntary repayments for assistance provided are to be treated as an independent donation to the work of The Salvation Army.

6.2.13 Financial Counselling This is a specialist service that can provide:

• Assistance/options with consolidation of debt;

• Assistance understanding court procedures, summonses & bankruptcy;

• Involved advocacy and negotiation with creditors and other related services.

Where it is determined through an interview that Financial Counselling is necessary, referral to a specialist Financial Counselling Service should be set in place.

Other budgeting services may operate within the area and it may be advantageous to make contact with them.

Some Salvation Army Community Support Centres provide budgeting assistance, or accounts mediation for their clients. Anything more than collecting data relating to income and expenditure to ascertain capacity to meet costs, or providing information and support, should be referred to a Financial Counsellor.

6.2.14 Referrals to Other Agencies In many instances, a request for ER is symptomatic of a range of underlying issues that may be impacting adversely on a client’s wellbeing.

Where it is apparent during an assessment interview that a client may benefit from being referred to a specialist agency, a referral should be made to provide such services as personal and relationship counselling, mental health support, literacy, living skills education, employment assistance, etc.

The referral may be made by the worker and should only be made with the informed consent of the client.

6.2.15 Any Other Assistance Availability of funds at the Centre will determine any other types of assistance, which may include funeral expenses, school expenses, removal costs, chemist costs, travel costs, car registration, etc.

If possible the Centre should make direct payments to the service provider. Alternatively, the Centre may make the payment by cheque that is payable only to the recipient, marked: ‘non-negotiable’ – ‘account payee only’ (Refer Section 6.2.2).

6.3 Levels of Assistance It is inarguable that in most circumstances there is rarely enough funding to provide significant assistance to clients facing disadvantage.

The question of what is an appropriate amount is often regulated by the practicality of how much funding is available to the Centre and how it might be distributed equitably.

Centres are encouraged to provide the best assistance they can afford to clients presenting for help. While this may mean the provision is only a small amount, it needs to be provided according to the resources available. There is no ‘right amount’ to give a client in a food voucher. It will depend upon the client’s individual circumstances and needs, as well as the centre’s financial resources at the time.


7. The Salvation Army Policies 7.1 Policy Access Community Support Centres, as with all other Salvation Army programmes are required to comply with Funding/Service Agreements of the relevant funding bodies, along with related Salvation Army policy and procedure guidelines.

The content and location of these are set out in Attachment 1 with details as to their availability. Funding agreements are available from DHQ and a copy is retained by each centre manager.

7.2 Volunteers Many Community Service and ER Centres rely on volunteers. Volunteering is any activity that is freely chosen, is of benefit to the community and is undertaken without any expectation of financial reward.

Contained in Attachment 1 are details of The Salvation Army Policy and Procedures Manual for Volunteers.

Managers and workers should ensure that they are familiar with the content and requirements of the Volunteer Manual.

7.3 National Police Checks Police Checking is mandatory for Salvation Army employees and volunteers working with vulnerable people in ER services. Managers must be provided with an original, or certified copy of a National Police Certificate that is not more than 3 months old, prior to recruiting staff. Existing staff must have a certificate that is not more than 3 years old. The Salvation Amy requires that managers perform careful pre-employment safety screening checks in their recruitment processes, to minimise the risk of employing unsuitable people.

8. Privacy / Confidentiality It is the manager’s responsibility to ensure that all workers are familiar with the Territorial Privacy Policy (http://www.salvationarmy.org.au/privacy/). A pamphlet outlining the centres action to maintain the privacy standards must also be available for client information.

This privacy policy is derived from the expectations of the Federal Government’s Privacy Act. A brief synopsis of this as relates to ER Centres is provided below:

• Interviews with clients should be conducted privately to protect the privacy of clients;

• Client information should not be shared with anyone, including government or civil authorities unless legally obliged to do so, without the express consent of the client. It is expected that Centres will, during the first interview, obtain expressed consent from the client for the release of information on an “authority to obtain and release information” pro-forma and that this be updated when its currency expires.

• Client records must be secured by password, or lock and key at all times, and only accessed by workers covered by the client’s express consent.


http://www.salvationarmy.org.au/privacy/

• Breach of confidentiality is treated as a breach of employment conditions and appropriate action will be taken.

• Any need to discuss client issues outside of the bounds of expressed consent, must be addressed with the supervisor/manager first.

9. Record Keeping - Data & Statistics The internet based data system – Service and Mission Information System (SAMIS) , has been commissioned as the sole means of recording client and service information relating to ER.

The system’s purpose is to assist Salvation Army services in the collection of client and service data. For ER services this includes basic client details, assessment, direct assistance and referrals. In addition, SAMIS is available for recording case management notes, group activities, the Positive Lifestyle Program, unmet demand statistics, Christmas Cheer, Disaster Relief and links to Corps. SAMIS supports the data recorded for many other funded services such as SAAP, CACP, HACC and AOD services.

The system has been developed in line with National Privacy legislation and the needs of The Salvation Army, the Government and the client. In line with The Salvation Army Privacy Policy and State and Federal Legislation, it is the responsibility of program managers to ensure that all workers comply with the terms and conditions relating to the collection and use of client information and that appropriate consent is sought for obtaining and releasing client information.

A sample form for obtaining and releasing information is available from the Social Programme Department, THQ.

Access to the policy regarding appropriate use of Salvation Army computers is outlined in Attachment 1.

Questions, concerns or support needs, which cannot be resolved locally, will be supported by the THQ SAMIS Support Office (Ph 03 8878 4793 or email [email protected]). This system is well resourced and information relating to its use is available from www.salvationarmy.org.au/samis.

10. Professional Supervision and Debriefing

10.1 Supervision Supervision is an ongoing process, which gives support, guidance, direction and professional input into each staff member, to include volunteers. The three primary functions of supervision are:

1. Administrative: To allocate work tasks, ensure adherence to guidelines, provide effective service to clients, and maintain high quality client practices.

2. Education: To give expertise and/or guidance in specific cases.

3. Support: To provide staff with support for the emotional stress of work, maintain morale, stress management, encouragement, increase workers’ sense of worth and value.

There may be occasions when the manager is unable to give appropriate ‘Educational’ and or ‘Support’ supervision. In this case the staff member may request to receive


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http://www.salvationarmy.org.au/samis

external supervision. The selection of an appropriate supervisor along with related costs, are to be negotiated with the manager. The intention of this supervision might include increased knowledge of work issues, identification of areas for further training, or further development of skills. The manager will in all cases provide administrative supervision.

10.2 Debriefing There could be occasions where a staff member/s may have been involved in a critical / traumatic / serious incident in the workplace. Provision for debriefing is made under The Salvation Army’s Employee Assistance Programme.

In circumstances where debriefing is required, it is appropriate for the Centre to arrange for either an internal or external professional debriefing process to be implemented as soon as possible.

Policy and details relating to accessing the debriefing process can be found in the HR Manual (See Attachment 1).

11. Funding 11.1 Cost control / Salvation Army Funding Funding for ER can come from a number of sources. This can include the Federal Government, The Salvation Army and State and Local Governments. The Salvation Army ER funding supplements Government funding. All centres are required to operate within the parameters of their budgeted funding and resources. Centres can do this by apportioning their budgeted ER allocation across the whole year into monthly limits. This does not preclude centres from seeking additional funding to meet growing demands.

However, if such a course of action is desired then it is important managers and workers do not assume that the presence of increased need, automatically guarantees increased Salvation Army funding. Territorial and divisional budgets are carefully prepared with due recognition given to the many worthy opportunities for funding and the realization that there is a severe lack of adequate resources to meet all needs. Funds are therefore allocated in the expectation that centres will treat it as a finite resource that must be allocated strategically.

11.2 Budgets Budgets for all Salvation Army programmes and services are prepared in the last quarter of each financial year. The formal process for budgets usually commences with the Territorial Business Department meeting with divisional leaders on a series of budget rounds.

Centres are then invited to discuss with their divisions the financial needs relevant to the operation of their centre. In many instances managers of various programmes such as ER, participate in the preparation of budgets for the next financial year and staff are encouraged to provide input into ways of maximizing resources.

11.3 Government Funding The funding for ER comes largely from the Federal Government via FaHCSIA. Any intention to expand, develop and/or change a programme must be discussed by centre management with DHQ through the Divisional Social Programme Secretary (DSPS).


This process is articulated in the Minute “Programme Development – Submissions and Tenders” document AUS Minute PDS 0205.

12. Media In some instances managers and staff will be asked to make some form of public comment, either in a local newspaper on the radio etc.

If you are invited to provide public comment it is important to first be informed by the Official Minute “MRE 0891” (See online minutes database Lotus Notes).

In essence, there is a requirement that the Divisional Public Relations Secretary or Territorial Media Relations Director gives clearance and advice before any comment is made, or information is provided.

13. Qualifications It is expected that all ER workers whether paid or volunteer staff will have either completed or be enrolled in the Department of Family and Community Services “Course in Emergency Relief Work”(See Attachment 2)

Wherever possible, staff that have attended an earlier form of ER Training, will be encouraged to update their knowledge by attending the later course. This is to be viewed as a minimum standard for all Centres.

Training options can be obtained via DHQ/RO or the THQ located ‘Employee Learning & Development’ Department.

14. Networking Well attended and efficiently run networks can take on a practical focus in the development and sharing of strategies necessary for each Community Support Services operation. Linking with a network is important and will assist with better practice in areas such as:

• The building of good relationships with other ER Providers;

• Increasing awareness of what is occurring in the community as well as the wider sector;

• Increasing the number of quality volunteers;

• Equipping services with the tools necessary to provide quality policies and processes.

Becoming a part of local area networks such as the Council’s of Social Services, i.e. VCOSS, WACOSS, etc, operating from each state in Australia, is strongly recommended.

15. Conclusion This manual has been developed centrally. In many instances there will be local requirements where it will be appropriate to develop local guidelines and policies and procedures relevant to the community and environment in which the Centre is located.

Workers are encouraged to develop their skills in the delivery of ER within the framework of the mission, vision and ethical, relevant policies of The Salvation Army, and be directed by the Guiding Principles and Standards of ER work, as outlined in the funding and service contracts provided by FaHCSIA.


This development of skill in the delivery of ER is assisted by the accredited “Course in Emergency Relief Work” and other supplementary resources relating to good practice as provided by ACOSS, Divisional DSPS’s and ER Coordinators.

Policy and Procedures developed by Centres will be affected by such issues as:

• The kind and amount of support to be given to clients; • Geographical boundaries of the clientele; • Networking arrangements with other agencies; • Crisis and Risk Management interventions and arrangements for the local site;

(As per expectations of OH&S and Risk Management Policies), • The security, relating to both personal belongings as well as buildings; • Training opportunities for employees and volunteers; • A local Service Delivery Plan outlining:

The hours that the service is open; The roles and responsibilities of various staff; The type of support provided; Planning and the preparation needs for various events (e.g. Christmas

Cheer); and The method of engaging with clients as well as other actions or

intentions relating to the delivery of ER. This plan will serve an important role in helping clients know what to expect when they visit, as well as provide a means of evaluating the quality of the service, against FaHCSIA’s Guiding Principles and Service Standards.

It is the responsibility of each Community Support Services manager to ensure all relevant workers are fully aware of what their service policy is, in relation to the above and other important issues pertaining to the operation of ER provision.

Set out in Attachment 3, is an ER worker checklist.


16. Attachments Attachment 1 Policies

Attachment 2 Outline of Emergency Relief Training Course

Attachment 3 Emergency Relief Worker Checklist

Attachment 4 Client Services Charter


Attachment 1 – Relevant Salvation Army Policies

Volunteers The Volunteer Policy covers a range of issues. Firstly, that volunteering is by definition: ‘any activity that is freely chosen, is of benefit to the community and is undertaken without any expectation of financial reward’. Secondly, addressing the fact that while volunteers work without financial remuneration, they still have rights. Finally, there must be confirmation that with rights comes responsibilities. For example The Salvation Army has the right to expect a faithful, reliable worker who will respect the organisation and adhere to its policies and procedures.

The Territorial Volunteers Manual is published as three documents (1) Background & Philosophy, (2) Territorial Volunteer Policy & Procedure Managers/Agency Manual, and (3) Handbook for Volunteers.

For further information contact your division or the Territorial Social Programme Dept (03 8878 4778).

Human Resources Management (HR) The Salvation Army is committed to good HR practice and this is well articulated in the Manual provided by THQ HR department. The headings listed below outline generally the contents of the HR manual. This can be accessed via Lotus notes database entitled ‘AUS HR Manual’. Subjects such as Position Descriptions (format and samples for ER workers are available through HR), Code of Conduct, Harassment, Equal Opportunity, Employee Code of Conduct, Employee Assistance Programme and Grievance Procedures, etc, can be located by using the search function in the Lotus Notes database (see below an expanded heading showing where and how to access the grievance flow chart).

• Our Organisation

• Grievance - Resolving Issues and concerns

• Links… (Shows a flow chart in PDF format which can be opened and printed)

• Conditions & Benefits of Employment

• Industrial Relations

• Recruitment & Selection

• Induction & Probation

• Performance & Development

• Reward & Recognition

• Termination of Employment

Occupational Health & Safety (OH &S) A manual has been written for OH&S and Risk Management – HR Dept. A Territorial minute outlines the official policy and intention regarding ‘Risk Management’ RSP 0203 (See AUS Minute Book – Lotus Notes).


Ethical and Behavioural Standards - Employee Code of Conduct The Code outlines standards of personal and professional conduct which are in keeping with both organisational and community expectations of employees working for The Salvation Army. The Employee Code of Conduct can be accessed via the HR Manual electronically or directly through a service manager/supervisor.

Computer Usage A computer user charter has been written that outlines to all computer users the terms, conditions and responsibilities of computer usage within The Salvation Army CPP 0103 ‘Computers – User Charter’ (See AUS Minute Book – Also Minute CPE 0300 on Computer Equipment).


Attachment 2 – Course in Emergency Relief Work (2007) Outline of ER Training Course It is expected that all ER staff will have attained competence in a ‘Course in Emergency Relief Work’. A summary of the contents of the current training course is provided below:

Section 1: The Emergency Relief environment, 1 What is Emergency Relief?; 2 Underlying philosophies – 2.1 Access & equity, 2.2 Client dignity, respect and rights, 2.3 Cultural appropriateness, 2.4 Agency environment and culture, 2.5 Community relevance and responsiveness, 2.6 Program administration & support; 3 Limitations to Emergency Relief; 4 Agency policies and procedures; 5 Boundaries for the Emergency Relief volunteer

Section 2: Determining and assessing client needs, 1 Crisis intervention; 2 Communication skills; 3 The six elements of effective communication; 4 The purpose of communication; 5 Strategies for effective communication; 6 Non verbal communication – 6.1 Body language, 7 Active Listening – 7.1 listening skills for face to face communication, 7.2 Skills for improved listening, 7.3 Active listening lead ins, 7.4 Key active listening techniques; 8 The interview process – 8.1 Stages of a structured interview; 8.2 Telephone interviewing; 9 Assertiveness – 9.1 Basic assertiveness; 9.2 Empathetic assertiveness; 10 Empathy; 11 Dealing with feelings – 11.1 Being aware of your own feelings in an interview, 11.2 Reflecting feelings; 12 Feedback – 12.1 Giving feedback, Receiving feedback; 13 Values – 13.1 Impact of values and attitudes on work practice; 14 Dealing with cultural diversity – 14.1 Do your homework, 14.2 Consider using an interpreter service, 14.3 Don’t say too much at once, 14.4 Seek feedback, 14.5 Be aware o your non-verbal messages, 14.6 Avoid stereotypes; 15 Dealing with difficult situations – 15.1 Suggested coping strategies, 15.2 Emergency calls-Immediate steps; 16 Debriefing; 17 Screening specific needs – 17.1 Income, 17.2 Housing and Shelter, 17.3 Employment, 17.4 Health Care, 17.5 Mental Health, 17.6 Social and Personal Relationships, 17.7 Recreation and Leisure, 17.8 Activities of Daily Living, 17.9 Transportation, 17.10 Legal Assistance, 17.11 Education.

Section 3: Meeting your Client’s Needs, 1 Referrals; 2 Advocacy; 2.1 Essential Elements of Effective Advocacy, 3 Negotiation – 3.1 Negotiating on Behalf of the Client; 4 Networking.

Section 4: Legal and Ethical Frameworks, 1 Key legal responsibilities for Emergency Relief work – 1.1 Duty of care, 1.2 Privacy, 1.3 Mandatory Reporting, 1.4 Discrimination and Harassment, 1.5 Occupational Health and Safety, 1.6 Food handling; 2 Other Legal considerations – 2.1 Areas to be Aware of; 3 Ethics.

Section 5: Case studies

Section 6: Record Keeping and Reporting, 1 Client Case Files – 1.1 Stick to the facts, 1.2 Be precise, 1.3 Be clear, 1.4 Be timely, 1.5 Provide Complete Information, 1.6 Case Recording, 1.7 When to Record the Enquiry, 1.8 Supporting Documentation in Case Files, 1.9 Confidentiality of Case Records; 2 Incident Reports; 3 Critical Incidents – 3.1 Critical Incident Flowchart, 3.2 Critical Incident Table, 4 Other Agency Reports.

Section 7: Contributing to the Agency, 1 Staff meetings; 2 Service monitoring; 3 Mentoring.

Notes from the training sessions will be given to ER workers as a reference Tool informing Operational Best Practice and do not need to be duplicated here. However, this does mean that it is critical all staff be given training as soon as possible.


Attachment 3 - Emergency Relief Worker Checklist This checklist is designed to ensure that the necessary steps are taken to adequately prepare Emergency Relief workers. This is not a replacement for the HR Induction checklist.

HR induction checklist completed

Position Description understood and signed

Introduced to TSA website, registered on Extranet

Emergency Relief Manual provided and sections read

1. Introduction

2. Vision Mission & Values

3. Social Justice Statement

4. Definition of Emergency Relief

5. Emergency Relief and The Salvation Army

6. Emergency Relief Procedures & Guidelines

7. Salvation Army Policies

8. Privacy/Confidentiality

9. Record Keeping - Statistics

10. Professional Supervision & Debriefing

11. Funding

12. Media

13. Qualifications

14. Conclusion

15. Attachments

ER training booked – Date?

Read ‘ACOSS Emergency Relief Handbook’

Training completed – Date

Centre operational guidelines read

Data entry training booked (currently SAMIS)

Mentoring / Supervision / Appraisal arranged


Attachment 4 – Client Services Charter The Salvation Army - Australia Southern Territory

Client Services Charter

What Are The Values Of The Salvation Army? We Value:

• Human Dignity, • Justice, • Hope, • Compassion, • Community

What Is Emergency Relief? Emergency Relief is the provision of practical assistance to those people who find themselves in financial or material crisis. This assistance can take various forms including; food parcels, food vouchers or clothing vouchers; and/or linkages to specialist services to address identified needs. Emergency Relief is designed to assist people experiencing a temporary crisis situation in a way that maintains dignity and encourages self-reliance. It is expected that in most cases assistance will be for a one-off purpose.

What Rights Do We Believe In? Everyone has the right to a standard of living adequate for their health and wellbeing. This programme will seek to assist people to meet needs within the resources available. Service Standards Within the resources of this service we will: • Adhere to established opening times • Assist clients to address their immediate crisis

situation • Assess each application on an individual basis • Encourage client independence and

development of self-esteem • Assist clients to address long term needs by the

provision appropriate referrals to other services• Advocate, where appropriate, with and on

behalf of clients • Advocate for social justice.

As a client of The Salvation Army, Australia Southern Territory Community Support Services you have bothrights and responsibilities with regard to the services you are provided:

Your Rights - You have the right to:

• Be provided a service in a safe environment freefrom physical, sexual, emotional, racial or verbalabuse

• Be provided a service that is friendly, respectfuland non-judgmental

• Be treated according to your individual needsand to take part in decision making and choice ofassistance

• Be informed about services available from thisprogramme

• Have information about you kept confidentialunless otherwise required by law. You will beadvised of any requirements in this regard

• Be able to express your views about the servicewithout being discriminated against

• Receive a service which is sensitive to yourcultural, linguistic and religious background andwhich demonstrates respectful, culturallycompetent practices.

• Be referred, where possible, to other servicesmore able to meet your needs.

Your Responsibilities - You have the responsibility to:

• Contribute to the safety of yourself and others in this service, and to refrain from physical, sexual, emotional, racial or verbal abuse

• Treat others with respect and courtesy • Take part in the assessment process so that we can

make an individual response to your needs • Be open to available options during the assessment

process • Respect the rights of others, including their rights to

privacy and confidentiality • Cooperate with the complaint procedure so that a

fair resolution to a complaint may be reached • Be sensitive to the cultural, linguistic and religious

backgrounds of others.

Community Support Services, December 2007.


Index Accommodation Assistance 11 Media 15

Budgets 15 Networking 16

Cash & Cash Cheques 9 OH & S 19

Cheques 9 OneSight Vision Vouchers 9

Christmas Cheer 10 Other Assistance 12

Client Services Charter 7, 23 Payment of Bills 9

Computer Use 20 Philosophy of Involvement 6

Debriefing 14 Police Checks 12

Definition of ER 6 Policies 16, 19

Employee Code of Conduct 20 Privacy / Confidentiality 13

ER Expenditure 8 Procedures and Guidelines 8

ER Guiding Principles 7 Qualifications 15

ER Training 21 Record Keeping 13

ER Worker Checklist 22 Referrals to other agencies 11

FaHCSIA 8, 16 Salvation Army 12, 15

Financial Counselling 11 Salvo Stores 11

Food Assistance 10 Salvos Stores 10

Food Vouchers 8 SAMIS 13

Funding 14 Social Justice Statement 5

Government Funding 15 Specific Types of Assistance 8

Human Resources 19 Supervision 14

Integration 6 Telstra Vouchers 9

Introduction 4 Vision Mission & Values 5

Levels of Assistance 12 Volunteers 12, 19

Loan and Loan Guarantor 11 Vouchers 9

Material Aid/Goods 10


THQ Territorial Headquarters ER Emergency Relief

Documents

Transcript of THQ Territorial Headquarters ER Emergency Relief