Version 6.2 June 2025
Preamble
BigDog Support Services Pty Ltd and Scottvale Health Club Group (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
BigDog believes that risk should be managed and monitored on a continuous basis. BigDog has designed a framework to allow it to achieve its business objectives whilst assisting management and ideally, providing early warnings of risks.
Key components which bring together a number of procedures and controls within BigDog are as follows:
Identification and assessment of all risks
Monitoring and wherever possible, mitigation, of identified risks
Periodic reporting
Assessment of effectiveness of risk management framework
Ways to identify risk
These methods assist BigDog to identify risks that are relevant to our business:
Thoroughly review our business plan and ask as many 'what if?' questions as we can.
Brainstorm with our accountant, financial adviser, worker and other interested parties. Get as many different perspectives as you can.
Analyse a wide range of possible future events and their outcomes (scenario analysis). Analyse economic, political, legislative and operating scenarios.
Use flow charts, checklists and inspections to break down and analyse our work procedures (systems analysis).
For any method, always ask these questions:
When, where, why, and how are risks likely to occur in our business?
Are the risks internal, external or random?
Who might be involved or affected if this occurs?
Once we've identified risks, we'll need to analyse their likelihood and consequences and then come up with options for managing them.
Risk Identification Mistakes
The failure to recognise risks early when it is less expensive to address
Not identifying risks in an iterative fashion
Risks are not identified with appropriate stakeholders
Not using a combination of risk identification techniques
Risks are not captured in one location
The failure to make the risks visible and easily accessible
Risks are not captured in a consistent format
Each coordinator is responsible for the continual identification and subsequent reporting by all workers of risks within their specific division.
Risks across all BigDog operations will be centrally collated and assessed by the Director and the nominated coordinator
2.2.2 Risk Management
Risks which have been identified and assessed should be continually, but as a minimum periodically, reviewed by the Director, with the assistance of the relevant coordinator.
To the extent possible, steps should be taken to mitigate identified risks or lessen any exposure to BigDog and appropriate precautions for reoccurrence be communicated across the appropriate business divisions.
In accordance with our Charter, the Director is responsible for, among other things, ensuring that effective risk management programs are in place to protect BigDog assets and shareholder value.
BigDog’s risk framework should promote a robust structure so that all risks are appropriately identified, assessed, monitored and mitigated wherever possible, across all business divisions. Assessment of all aspects of BigDog risk framework (including the comprehension of all ‘material’ business risks) by the Director should take place on an annual basis.
In addition, the Director and Coordinators should promote a culture of voluntary and transparent risk reporting and ongoing, regular risk assessment throughout all levels of BigDog.
2.2.3 Risk Management System
BigDog links support delivery to a risk management system which includes incident management, complaints management, work health and safety, human resource management, financial management, information management and governance. A risk management plan details our strategy for treating risks. It details information about: identified risks the level of risks our planned strategy the time frame for implementing our strategy the resources required the individuals responsible for ensuring the strategy is implemented.
The business environment is constantly changing. The type of risks BigDog will face will change as our business develops and grows. Regularly reviewing our risk management plan is therefore essential for identifying new risks and monitoring the effectiveness of our risk treatment strategies.
Types of Risk
There are many different types of risk. The Australian standard (AS ISO 31000:2018, Risk management) defines risk as 'effect of uncertainty on objectives'. The types of risk you face will therefore be specific to your business and its objectives but will generally relate to the following areas.
Financial Risks
These risks include both external risks, such as changes in interest rates or commodity prices, and internal risks such as cash flow shortages, customers defaulting on payments, depreciation of assets, retail lease and contract disputes.
Financial Delegations
Financial delegations are to be exercised in accordance with the Financial Management Standard 1997, the Financial Administration and Audit Act 1977 (QLD) and associated audit requirements and the Corporations Act 2001 (Cwth)
As part of the risk framework, BigDog processes include: financial delegations, differentiating between budgeted and non-budgeted items and between capital and operational expenditure, across various managerial levels, procedures for approving amounts within and under delegation and procedures for reporting to the Director those amounts approved under delegation
Planning
In order to reduce risks to the sustainability of BigDog, the following planning is carried out which includes risk management aspects: strategic planning business planning cash flow and budgetary forecasting
Taxation
BigDog processes include procedures to ensure that the Company is compliant with the relevant taxation legislation and ASIC requirements through the Company Accountant, Joel Canning.
Financial and Banking
BigDog processes include procedures to monitor, analyse and assess the impact of interest rates any other key economic metric on BigDog business. The Commonwealth Bank provides a Business Banking Executive to recommend best finance options.
Insurance
BigDog engages the services of an Insurance Broker to: Manage our insurances portfolio Manage insurance renewals and Advise and recommend the introduction of new or recommended insurances
Asset Management
BigDog is committed to the responsible management of business assets and to being accountable for the assets purchased by:
Ensuring that assets are purchased with careful consideration and at the best possible price
Maintaining an asset register that tracks the value and location of assets
Ensuring cyclical maintenance of relevant assets
Ensuring appropriate insurance cover is maintained for assets
Property management and rentals
BigDog engages the services of a registered Real Estate Agent or Agents for:
1. Residential Tenancy Agreements
a. Term of the agreement
b. Complete agreement in accordance with the Act
c. Rent amounts and methods for payment
d. Responsibility for payment of utilities
e. Special Terms
2. Bond Application
3. Building Inspection
a. Entry reports
b. Exit reports
4. Maintenance and repairs
a. Managing reports
b. Organising quotes
c. Submitting for directors’ approval
Continuation of Operations
BigDog is committed to the continuation of the operation of the company and engages the services of a Lawyer to prepare and manage: Power of Attorney
Enduring Power of Attorney
Directors’ Wills
Share allocation
Discretionary Testamentary Trust
Operational Risks
These risks cover a range of environmental, human, systems and procedural impacts such as illness or retirement of key worker, equipment breakdown, pandemic, natural disasters, and software failures.
Workplace
As part of the risk framework, the Directors reviews BigDog Work Health and Safety obligations so that BigDog can provide a working environment that is safe and without risks to health.
Quality Assurance
As part of the risk framework, BigDog processes include procedures to report on compliance with Quality Assurance standards. Procedures include identifying and reporting on Quality issues identified and establishing processes to reduce the risk of the Quality issue.
Personnel
As part of the risk framework, the Directors has approved an overarching remuneration philosophy, the design of which ensures that the level and composition of remuneration is competitive, reasonable and appropriate for the Company’s results delivered and to attract and maintain talented and motivated managers and workers.
Legal
These risks include contractual breaches and non-compliance with regulations such as changes to work health and safety standards. Legal matters are immediately referred to the Directors who will, in consultation with the Company Solicitor work to ensure that applicable codes of conduct are followed along with legal compliance as well as managing Enduring Powers of Attorney and Director’s wills.
Privacy and Information
These risks relate to non-compliance with state and national privacy laws on recording, storing and disposing of customer information.
Incident and complaints management
Results to assist with service delivery improvements through continuous improvement.
Strategic
These risks relate to your business strategies such as changes in customer demand, increased competition, adopting new technology and pursuing new business opportunities.
As part of the risk framework, BigDog processes include procedures to monitor, analyse and assess the impact of, and wherever applicable, prevent or challenge: Industry trends and market changes, Changes in the labour markets, A loss of a key contract or several contracts, A negative impact of reputation and Increased competition.
Hot Water Safety
Very hot liquids or steam can cause a type of burn called a scald.
Scalding is the second highest cause of burns apart from fire and is a preventable injury that can lead to scarring, painful treatment, infection and death.
More than 90% of scalding occurs in the bathroom from showers or baths that are too hot. The risk of scalding is greater for people who may have a reduced reaction time and/or thinner skin thickness.
This includes:
People with cognitive or physical disabilities including dementia
People with peripheral neuropathy
People with epilepsy
People with a sensory impairment
Young children
Older people or those with reduced mobility
Because of the risks of hot water to worker and clients, the Australian Standards now have regulations for new hot water installations in facilities where people with disability receive services.
There are specific legal temperature limits for domestic hot water systems in Australia: Hot water storage tanks must be set to store water at 60°C to control bacteria. Instantaneous water heaters must be installed with a tempering valve to ensure delivery water does not exceed 50°C, preventing scalds. For facilities housing vulnerable people like young children, elderly etc, a control device stipulates the maximum temperature for your hot water tap is 45°C.
These critical regulations, which ensure hot tap water is hot enough and temperaturecontrolled for safe use, are outlined as state-endorsed mandates in AS/NZS 3500
A temperature control device must be fitted to all new and replacement hot water systems.
Procedure
Managing Financial Risks
The Accounts Officer will provide to the Directors the following documents: Profit and Loss statements for the previous month, Cash Flow forecast for the coming three months, Budget items compared with actual Year to Date figures, Delegated expenditure which was approved across the organisation.
Annually each January, the Administration Officer in conjunction with the directors will prepare and approve the annual budget.
Managing Organisational Risks
The Administration Officer is responsible for the maintenance of the appropriate records for the following: Payroll
Drivers’ licences, suitability cards and first aid/CPR for workers and volunteers, Worker Training and Development
Details of all commercial contracts entered into by BigDog including but not limited to leases, rentals and hire purchases agreements.
Managing Rental and Property Risks
The nominated Real Estate Agent(s) will provide to the Directors the following documents: Details of property and tenants
Rental and expenditure statements
Outstanding rent and details of efforts to bring any outstanding amounts up to date House inspection reports
Managing Hot Water Risks
The Workplace Health and Safety Officer will undertake the following: That any new heated water installations use a thermostatic mixing valve or thermostatically controlled tap to deliver hot water not exceeding 45ºC at fixtures used primarily for personal hygiene purposes (Australian Standards 2018, AS3500.4.1.11)
Managing Fire Safety Risks
Engage a licenced plumber to test and maintain any temperature control devices at least on a yearly basis (ABCB 2015)
All BigDog properties are subject to a fire evacuation drill every 3 months which is recorded in the Operations Register.
The responsible people for ensuring these evacuations are undertaken are:
Offices – Fire Warden
Day Service - Day Service Coordinators
SIL Houses - Service Coordinators
Managing WHS Risks
The WHSO will undertake a full workplace health and safety audit on all BigDog properties (offices, SILs, Day Services) every 12 months.
All recommendations from this report will be actioned by the service coordinators within the timeframe given in the audit report.
Managing Participant Risk
As part of our quarterly reviews of participant files, coordinators must update the risk assessment of each participant. This includes
Reviewing of any incident reports
Reviewing of case notes
Speaking to the participant about any concerns
Updating the risk assessment for the participant to include any new information.
Summary
Risk management is a process that allows individual risk events and overall risk to be understood and managed proactively, optimising success by minimising threats and maximising opportunities.
Supporting Documents
Policies
2.0 Provider Governance and Quality Indicators
2.1.2 Replaceable Rules
2.1.4 Strategic and Business Planning
2.1.5 Continuous Improvement
2.2.3 Manage Expenditure
Forms
2.2.2 Business Continuity Plan
PATH Plan
SWOT analysis
Information
Human Services Quality Framework October 2021 Version 8
NDIS Practice Alerts
NDIS Practice Standards November 2021 Version 4
Risk Management Guidelines (Standards Australia AS ISO 31000:2018)
NGO Training
Management of Medication
Keeping safe at work
NDIS Employee Health Check
NDIS Manager Health Check
Problem Solving
Self-Care for Disability Support Professionals
Transitions of Care
Legislation
Child Protection Reform and other Legislation Act 2022 (QLD)
Corporations Act 2001 (Cwth)
Corporations (Queensland) Act 1990
Disability Services and Inclusion Act 2023 (Cwth)
Disability Services Act 2006 (QLD)
Financial Administration and Audit Act 1977 (QLD)
National Disability Insurance Scheme Act 2013 (Cwth)
NDIS (Provider Registration and Practice Standards) Amendment Rules 2021
Residential Tenancies and Rooming Accommodation Act 2008 (QLD)
Safe Work Australia Act 2008 (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.
2.2 Risk Management
Risks to participants, workers and the provider are identified and managed.
2.2.1 Risks to the organisation, including risks to participants, financial and work health and safety risks, and risks associated with provision of supports are identified, analysed, prioritised and treated.
2.2.2 A documented system that effectively manages identified risks is in place and is relevant and proportionate to the size and scale of the provider and the scope and complexity of supports provided.
2.2.3 Support delivery is linked to a risk management system which includes:
• Incident Management;
• Complaints Management;
• Work Health and Safety;
• Human Resource Management;
• Financial Management;
• Information Management; and
• Governance
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.
1.4 BigDog 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 BigDog management and service delivery processes.
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 compliance
Aaron Keneally Insurance Broker Insurance Management
Danny Clifford Lawyer HR Law
Lindsay Brown Lawyer Company Constitution
William Carroll WHSO Soteria Blue
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 Removed HSQF Standards Indicators and Policy matched with NDIS Practice Standards and Quality Indicators
Front cover updated to Standards colour identification Supporting Policies updated
January 2021 5.1 Updated Responsible Officers details Changed ‘the director’ to ‘the directors’
Introduction of BigDog Training Portal and modules
Change of business name for insurance broker
February 2022 5.2 Updated officers, training modules and practice alerts Included Hot Water Safety
Included 2.2.3 Manage Expenditure policy
NDIS Practice Standards November 2021 Version 4
Date V Details
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 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 Hot Water Standards updated 18 July 2024 Steven Paull has retired, responsible officers updated