2.1.5 Continuous Improvement

Continuous Improvement

2.1.5

Version 6.2 June 2025

2.1.5 Continuous Improvement Contents Preamble ............................................................................................................................. 3 Cycle of Continuous Improvement ....................................................................................... 3 From problem-faced to problem-solved............................................................................ 3 How BigDog ensures compliance .................................................................................... 4 Putting the PDCA Cycle into practice at BigDog .............................................................. 4 The SIF Process .............................................................................................................. 5 The Audit Process ............................................................................................................ 5 Policy Reviews ................................................................................................................. 5 Summary ............................................................................................................................. 6 Supporting Documents ........................................................................................................ 6 Policies ............................................................................................................................. 6 Documents ....................................................................................................................... 6 Forms ............................................................................................................................... 6 NGO Training ................................................................................................................... 6 NDIS Practice Standards and Quality Indicators ................................................................. 7 2.1 Governance and Operational Management ............................................................... 7 Human Services Quality Framework Standards Indicators .................................................. 8 Governance and management ......................................................................................... 8 Feedback, complaints and appeals .................................................................................. 8 Human Resources............................................................................................................ 8 Delegation of Authority......................................................................................................... 8 Version Details ..................................................................................................................... 9

2.1.5 Continuous Improvement

2 of 10

Version 6.2 June 2025

Preamble BigDog Support Services Pty Ltd and Scottvale Health Club Group (BigDog) is dedicated to a philosophy that requires us to promote the best possible lifestyles for those supported by the service. As we work with people it must be remembered that our own perception of what is right for an individual in their life may not always be how a person may wish to lead their life. The challenge therefore is to embrace all the possibilities and move forward on a journey toward full potential.

If full potential is the aim, then it is essential for any enterprise, person or group of people, who are seeking the best outcomes of an activity, to look at what they are doing, and for them to assess their outcomes against a measurable tool. Working within a continuous improvement model, allows a framework for the measurement of outcomes and the identification of areas that have scope for improvement or change.

Cycle of Continuous Improvement From problem-faced to problem-solved The PDCA Cycle is a checklist of the four stages which you must go through to get from `problem-faced' to `problem solved'. The four stages are Plan-Do-Check-Act, and they are carried out in the cycle illustrated below.

We use the PDCA Cycle to coordinate BigDog continuous improvement efforts. It both emphasises and demonstrates that improvement programs must start with careful planning, must result in effective action, and must move on again to careful planning in a continuous cycle.

BigDog will also use the PDCA Cycle diagram in team meetings to take stock of what stage improvement initiatives are at, and to choose the appropriate tools to see each stage through to successful completion.

2.1.5 Continuous Improvement

3 of 10

Version 6.2 June 2025

How BigDog ensures compliance BigDog is subject to many different forms of legislation, standard frameworks, by laws, regulations and case law. BigDog ensures compliance and also is informed of any changes to these requirements by: Having the directors and workers attend professional development opportunities.

These include workshops, training and conferences. All workers and directors are asked to bring back any pertinent information.

Being part of professional associations, which ensure up to date information is provided on any changes including Australian Disability Professionals, National Disability Services and Queensland Council of Social Services.

Management and Directors to be keeping up to date via websites, email and networking.

Having a Service Improvement System to ensure that any changes are put into practice.

Utilising external specialists whenever possible and Having an internal audit schedule to ensure that policies, procedures, forms and information are regularly reviewed and updated.

Putting the PDCA Cycle into practice at BigDog

Information

Monitor and audit review

SIF completed

Approval through SIF register

2.1.5 Continuous Improvement

Director and team meeting

4 of 10

Version 6.2 June 2025

The SIF Process The process for service delivery forms can be utilised to introduce: Changes in legislation, Changes in standards, Changes in regulations, Changes in policy, Changes in industry standards, Changes in practice, Changes in service delivery, Suggestions for improvement in service delivery, Suggestions for improvement in processes, procedures and policies, Suggestions from worker or client surveys, Changes developed from feedback, grievances and appeals and Changes from critical incidents, WH&S incidents or hazard reports.

The Audit Process At the last management team meeting at the end of each calendar year the quality schedule will be approved for the following year, with monthly audits set. It is the responsibility of the management team to ensure that all audits are carried out and that any SIFs are processed, actioned and monitored in a timely manner.

Policy Reviews 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 over the period of implementation and to note any changes which are required in order to improve the policy.

Questions which may be considered during the review include: Have there been any significant changes to relevant legislation?

Is the policy being implemented?

Are procedures being followed?

Is the policy clear?

What has changed that may prompt a change to the policy?

Have particular stakeholders had difficulty with any aspect of the policy?

Can their concerns be resolved?

If minor changes are made to the policy in wording or to clarify the intent, the version number will indicate this by adding a ‘point’ i.e. Version 1.1 indicates the original version with the first round of minor changes made. A significant change to the wording or intent of the policy will be indicated by a new whole number i.e. Version 2.0.

2.1.5 Continuous Improvement

5 of 10

Version 6.2 June 2025

Summary A continuous improvement model allows us a framework in which to measure an activity, a process to implement and change, a process to trial and a method to analyse our results. It is also something that is not foreign to us as we enact this process in everyday life without the formality. A continuous improvement model is not just something that has been drawn up to ensure that as service providers we strive for excellence, it is in fact how most of us behaved in our day to day lives.

However, as a service provider it is up to us to ensure that we do whatever is required to provide the opportunity for this to be formalised with service recipients, so that we have measurable, accountable and transparent mechanisms. Both the informal self-model described and the more formal programmed description both play an equal part in appropriate service delivery.

Supporting Documents Policies 2.1 Governance and Operational Management 2.1.4 Strategic Planning 2.3 Quality Management

Documents Corporate Risk Management Professional Development

Forms Client Grievance Report Worker Grievance Report Have a Say PATH plans

NGO Training Managing Change Positive Alternate Tomorrows with Hope (PATH)

2.1.5 Continuous Improvement

6 of 10

Version 6.2 June 2025

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.

2.1 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.

2.1.5 The performance of management, including responses to individual issues, is monitored by the governing body to drive continuous improvement in management practices.

2.1.5 Continuous Improvement

7 of 10

Version 6.2 June 2025

Human Services Quality Framework Standards Indicators Governance and management 1.5 Mechanisms for continuous improvement are demonstrated in BigDog management and service delivery processes

Feedback, complaints and appeals 5.4 BigDog demonstrates that feedback, complaints and appeals processes lead to improvements within the service and that outcomes are communicated to relevant stakeholders.

Human Resources 6.3 BigDog provides people working in BigDog with induction, training and development opportunities relevant to their roles.

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

Steven Paull

PATH Facilitator

Facilitate PATH Planning

2.1.5 Continuous Improvement

8 of 10

Version 6.2 June 2025

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

July 2009

1

New Policy

August 2010

1.1

Inclusion of PDCA diagrams “Service Provider” to BigDog

September 2010

1.2

Continuous Improvement Register, descriptor paragraph and form

July 2011

ratified

March 2012

1.3

Header – new logo and page of pages applied

October 2013

2.0

HSQF Standards replace Service Standard Indicators Inclusion of PATH Training sub-heading added to Supporting Documents Word converted to Office 2013 DOCX

February 2015

2.1

Updated term ‘Client’ to NDIS term ‘Participant’

July 2016

3.0

Changed from a policy to a procedure.

Deleted reference to the Continuous Improvement Register Updated policies and procedure references

August 2016

3.1

Added information on ensuring compliance with legislation, standards and quality management

January 2019

4.0

Updated to new logo and formatting.

Included Operations Manager Removed Procedure from title.

Updated HSQF policies and documents Included cover page and contents

January 2021

4.1

Updated Responsible Officers details.

Changed director to directors.

2.1.5 Continuous Improvement

Community Committee – ratified policy

9 of 10

Version 6.2 June 2025

Date

V

Details Introduction of BigDog Training Portal and modules

May 2023

6.0

Policy includes NDIS Service Standards and title updated to 2.1.5 Continuous Improvement. Included Policy Reviews and updated responsible officers

January 2024

6.1

Policy review process included.

June 2025

6.2

Scottvale Health Club included in policy Steven Paull has retired, responsible officers updated

2.1.5 Continuous Improvement

10 of 10

Version 6.2 June 2025