2.0
Version 6.2 June 2025
Preamble
BigDog Support Services Pty Ltd and Scottvale Health Club Group (BigDog) has effective governance and operational management systems in place to cover the following areas, human resource, information, risk identification and management, incident management, continuous improvement, feedback and complaints
Our Motto
Our Vision
“FLEXIBLE – INNOVATIVE –
RESPONSIVE”
“To provide flexible, innovative and responsive support for people living with a disability within their chosen community.”
The following policies represent elements of the NDIS Practice Standards under this Core Module and include the key indicators of each element.
2.1 Governance and Operational Management
BigDog has effective governance and operational management systems in place to ensure that each client’s support is overseen efficiently. 2.1.1 Contribution
2.2 Risk Management
BigDog effectively identifies any risks to clients, workers, as well as to BigDog, and ensures that these risks are managed accordingly.
2.2.1 Identifying Risks
2.2.2 Risk Management
2.2.3 Risk Management System
2.3 Quality Management
BigDog promotes continuous improvement of support delivery through a quality management system.
2.3.1 Quality Management System
2.3.2 Internal Audits
2.3.3 Continuous Improvement
2.4 Information Management
BigDog has effective information management systems that maintain appropriate controls of privacy and confidentiality for clients and other stakeholders.
BigDog acknowledges that clients, carers and advocates have the right to privacy, dignity and confidentiality in all areas of their lives and that these rights will be respected.
BigDog is often empowered to retain information for clients, workers and organisations. The retention of this information must be for valid reasons and therefore the reasons must be able to be clearly demonstrated in accordance with the Privacy Act 1998.
Private and confidential information includes the following:
Personal information such as home address, telephone numbers, and other non-workrelated information
Personal information provided by individuals or about individuals in the course of performance reviews, leave applications, supervision sessions or similar discussions
Information about any internal dispute or grievance
Business conducted in Board Meetings, other than that identified as being for public discussion
Any confidential and proprietary information concerning financial transactions, competitive tenders or expressions of interest or any other organisational plans or activities identified by the Directors
2.4.1 Information Collection
2.4.2 Information Storage and Usage
2.4.3 Information Management Systems
2.4.4 Document Storage and Disposal
2.5 Feedback and Complaints Management
BigDog ensures that each client has knowledge of and access to the complaints management and resolution system. BigDog welcomes, acknowledges, respects and manages each complaint and feedback made by all parties.
2.5.1 Complaints Management System
2.5.2 Feedback and Complaints Processes
2.5.3 Continuous Improvement of Complaints and Feedback
2.5.4 Complaints Procedures
2.6 Incident Management
BigDog ensures that each client is protected through an incident management system which ensures that incidents are acknowledged, responded to, well-managed and learned from.
2.6.1 Incident Management System
2.6.2 Incident Management Information
2.6.3 Continuous Improvement of Incident Management
2.6.4 Incident Management Procedures
2.7 Human Resource Management
BigDog ensures that all workers are competent in relation to their role, hold relevant qualification, and have relevant expertise and experience to provide person-centred supports in order to meet each client’s support needs.
2.7.1 Position Requirements
2.7.2 Employment Records
2.7.3 Employment Induction
2.7.4 Training and Education
2.7.5 Supervision and Support
2.7.6 Performance Reviews
2.8 Continuity of Supports
BigDog works to ensure that each client has access to timely and appropriate support without interruption.
2.8.1 Day-to-day Operations
2.8.2 Replacement of Absent Workers
2.8.3 Planned Supports
2.8.4 Uninterrupted Supports
2.8.5 Alternate Arrangements
2.9 Emergency and Disaster Management
Emergency and disaster management includes planning that ensures that the risks to the health, safety and wellbeing of clients that may arise in an emergency or disaster are considered and mitigated and ensures the continuity of supports critical to the health, safety and wellbeing of clients in an emergency or disaster.
2.9.1 Continuity of Supports
2.9.2 Planning
2.9.3 Emergency and Disaster Management Plans
2.9.4 Guidance Plans
2.9.5 Testing the Plans
2.9.6 Periodic Review Points
2.9.7 Regularly Review Plans
2.9.8 Communicates the Plans
2.9.9 Worker Training
Procedures
The directors are responsible for creating the company’s mission, values, vision and structure.
Summary
Governance is the practice of the directors coming together with the management team to make decisions about the direction of the company. Duties such as oversight, strategic planning, decision-making and financial planning fall under governance activities.
In a perfect corporate world, all managers and workers know their duties and responsibilities and act on them responsibly. They’re honest and hardworking people with a solid commitment to ethics and integrity.
Management structures can take on an infinite number of formats depending on the size and type of company. In all cases, management decisions support and implement the director’s goals and values. Managers make routine operational decisions and handle all of the administrative work that makes the operation tick. Administration interconnects with nearly every department in the operation.
Managers need a variety of skills including good motivational skills, so they can motivate staff and create a working environment in which everyone thrives. Along the same lines, it’s good for managers to have good coaching skills. Most workers will require some level of training and they need continued encouragement to improve their performance.
Operation management is obligatory for BigDog to manage the daily activities seamlessly. With its help, BigDog can make good use of our resources like workers, money and other resources.
Supporting Documents
Policies
2.1 Governance and Operational Management
2.1.2 Organisational Structure
2.1.4 Strategic Planning
2.1.5 Continuous Improvement
2.1.7 Delegated Authority
2.1.8 Conflict of Interest
2.2 Risk Management
2.2.3 Manage Expenditure
2.3 Quality Management
2.4 Information Management
2.5 Feedback and Complaints Management
2.5.5 Whistleblower Protections
2.6 Incident Management
2.7 Human Resource Management
2.8 Continuity of Supports
2.9 Emergency and Disaster Management
Forms
Disaster Management Plan
PATH
Information
BigDog Style Guide
Human Services Quality Framework October 2021 Version 8
NDIS Practice Standards November 2021 Version 4
Organisational Chart
Strategic Plan 2010-2013
Strategic Plan 2013-2016
Strategic Plan 2018-2019
Strategic Plan 2022-2025
Succession Plan (draft)
NGO Training
Creating Organisational Alignment
Emergency and Disaster Management
Introduction to Disability Support Management
Leadership Foundations Part 1
Leadership Foundations Part 2
Managing Change
Additional Training
Certificate IV Small Business Management
ACROD Internal Auditing Skills
NDS Costing Pricing and Budgeting
NDS Financial Viability and Sustainability
NDS You and Your Budget
Legislation
Business Names (Commonwealth Powers) Act 2001
Child Protection Reform and other Legislation Act 2022 (QLD)
Corporations Act 2001 (Cwth)
Corporations (Administrative Actions) Act 2001 (Cwth)
Corporations (Queensland) Act 1990
Disability Services and Inclusion Act 2023 (Cwth)
Disability Services Act 2006 (QLD)
Fair Work Act 2009 (Cwth)
Information Privacy Act 2009 (QLD)
National Disability Insurance Scheme Act 2013 (Cwth)
NDIS (Provider Registration and Practice Standards) Amendment Rules 2021
Privacy Act 1988 (Cwth)
Safe Work Australia Act 2008 (Cwth)
Taxation Administration Act 2001 (Cwth)
NDIS Practice Standards and Quality Indicators
BigDog Support Services Pty Ltd (BigDog) is a registered NDIS provider and is required to apply the scheme’s practice standard and quality indicators.
The standards have been developed to create an important benchmark to assess provider performance and ensure that high quality and safe supports and services are provided to NDIS participants.
The four core modules are:
1.0 Rights and Responsibilities;
2.0 Governance and Operational Management;
3.0 The Provision of Supports; and
4.0 The Support Provision Environment.
The supplementary modules cover:
5.0 Specialist Support
5.1 High intensity daily personal activities.
5.3 Implementing behaviour support plans.
2 0 Provider Governance and Operational Management
Each participant’s support is overseen by robust governance and operational management systems relevant (proportionate) to the size, and scale of the provider and the scope and complexity of supports delivered.
Human Services Quality Standards
The Human Services Quality Standards set a benchmark for the quality of service provision. Each Standard is supported by a set of performance indicators which outline what an organisation is required to demonstrate to meet that standard.
1 Governance and Management
Sound governance and management systems that maximise outcomes for stakeholders
1.1 The organisation has accountable and transparent governance arrangements that ensure compliance with relevant legislation, regulations and contractual arrangements.
1.2 The organisation ensures that members of the governing body possess and maintain the knowledge, skills and experience required to fulfil their roles.
1.3 The organisation develops and implements a vision, purpose statement, values, objectives and strategies for service delivery that reflect contemporary practice.
1.4 The organisation’s management systems are clearly defined, documented and monitored and (where appropriate) communicated including finance, assets and risk.
1.5 Mechanisms for continuous improvement are demonstrated in organisational management and service delivery processes.
1.6 The organisation encourages and promotes processes for participation by people using services and other relevant stakeholders in governance and management processes.
1.7 The organisation has effective information management systems that maintain appropriate controls of privacy and confidentiality for stakeholders.
Delegation of Authority
Name Position Details
Courtney Carroll Director Authorise review and implementation
Ann Paull Secretary Company Secretary
Peter McGrath Operations Manager Ensure information dissemination
Monique Paull HR Lawyer Ensure compliance by workers
Joel Canning Accountant Taxation matters
Version Details
This policy will be reviewed every twelve (12) months unless circumstances deem it necessary to review earlier. The review process will involve an analysis of the usefulness of the policy and to note any changes which are required to improve the policy. If minor changes are made in wording or to clarify the intent, the version number will indicate this by adding a ‘point’ i.e. Version 1.0 indicates the original version and 1.1 with the first round of minor changes made. A significant change or intent of the policy will be indicated by a whole new number i.e. Version 2.0.
The following rules also apply in interpreting this policy:
• Headings are for convenience only and do not affect interpretation.
• A singular word includes the plural and vice versa.
• A word that suggests one gender includes the other genders.
Date V Details
October 2013 1.0 Policy written to match HSQS Standard 1 Governance and Management
January 2014 1.1 Ratified by Community Committee
February 2015 1.2 Updated term ‘Client’ to NDIS term ‘Participant’ ‘Forms’ heading to ‘Documents’ as read only items
June 2015 2.0 Created a single HSQF Standard Policy Included imagery of forms and information sheets
July 2016 2.1 Updated supporting policies to procedures
February 2017 3.0 Created an all-inclusive HSQF Policy to address each of the service standards indicators. Returned supporting procedures to supporting policies
Updated Responsible Officers
January 2019 4.0 Updated to new logo and style guide
January 2020 5.0 New policy to match NDIS Practice Standards and Quality Indicators
Front cover updated to Standards colour identification Supporting Policies updated
January 2021 5.1 Updated Responsible Officers details. Introduction of BigDog Training Portal and modules
January 2022 5.2 Updated Responsible Officers details and training modules. NDIS Practice Standards November 2021 Version 4
July 2022 5.3 2.1.2 Replaceable Rules included as a policy. Joel Canning replaces Jeremy Coverdale as Accountant
Date V Details
2.8.6 Disaster Management removed and replaced with 2.8 Continuity of Supports and 2.9 Emergency and Disaster Management
January 2023 6.0 Included Human Services Quality Standards and Child Protection Act and the term “Participant” is returned to “Client” to allow for policies to cover NDIS and Child Safety.
January 2024 6.1 BigDog Constitution replaced 2.1.2 Replaceable Rules Disability Services Act 1986 replaced with Disability Services and Inclusion Act 2023 and policy review process included.
June 2025 6.2 Scottvale Health Club included in policy Steven Paull has retired, responsible officers updated