2.3 Quality Management

Quality Management

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2.3 Quality Management Contents Preamble ............................................................................................................................. 3 2.3.1 Quality Management System .................................................................................. 3 2.3.2 Internal Audits ......................................................................................................... 3 2.3.3 Continuous Improvement ........................................................................................ 4 Procedures .......................................................................................................................... 4 Quality Team .................................................................................................................... 4 Summary ............................................................................................................................. 5 Quality Management Principles ........................................................................................ 5 Quality Management Benefits .......................................................................................... 5 Supporting Documents ........................................................................................................ 6 Policies ............................................................................................................................. 6 Forms ............................................................................................................................... 6 Information ....................................................................................................................... 6 NGO Training ................................................................................................................... 6 Legislation ........................................................................................................................ 6 NDIS Practice Standards and Quality Indicators ................................................................. 7 2.3 Quality Management .................................................................................................. 7 Human Services Quality Standards ..................................................................................... 8 1 Governance and Management ...................................................................................... 8 4 Safety, Wellbeing and Rights ........................................................................................ 8 5 Feedback, Complaints and Appeals .............................................................................. 8 Delegation of Authority......................................................................................................... 8 Version Details ..................................................................................................................... 9

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Preamble BigDog Support Services Pty Ltd and Scottvale Health Club Group (BigDog) promotes continuous improvement of support delivery through a quality management system.

2.3.1 Quality Management System BigDog maintains a quality management system which defines how to meet the requirement of legislation and the NDIS standards. BigDog reviews and updates the system as required to improve support delivery.

Quality is often described as a measure of excellence, meeting particular requirements or standards, or the sum of features and characteristics that meet and even exceed the needs of clients and for BigDog quality means accessible and appropriate services with strong client outcomes, skilled and responsive staff, good governance, and high levels of client satisfaction.

BigDog has quality management processes for maintaining and improving quality levels of service delivery and operations, with the intent of providing the best possible experience and outcomes for clients, as well as for workers.

Quality management processes help BigDog to understand what is working well, identify where improvements are needed, and implement improvement actions. These processes include policies and procedures to guide practice, feedback and consultation with clients and stakeholders, and self-assessment of performance and compliance.

Quality management must be part of BigDog core business.

2.3.2 Internal Audits BigDog has a documented system of internal audits of the quality management system.

BigDog has identified the pivotal role of Information and Communication Technology (ICT) to enhance access to information and provide support services available to workers, developing strategies that direct how computing equipment, networks, systems and software will be employed to improve instructional systems, information systems, and communications services.

A standard suite of office applications software is adopted and provides benefits to BigDog in the form of improved communications, training materials and technical support services for workers and clients.

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2.3.3 Continuous Improvement BigDog is committed to quality management and to building and maintaining a culture of continuous quality improvement and will: Where appropriate involve workers, clients who receive service and other stakeholders in service review processes.

Gather information on performance by tracking complaints, incidents and achievements and use this information to inform continuous improvement.

Develop a culture of continuous improvement.

The Director will work with workers to: Foster a positive attitude to quality improvement.

Implement policy and procedures for quality management that will provide guidance.

Establish documentation and reporting processes that will enable the ongoing tracking of quality improvement.

BigDog uses a continuous improvement model that provides us with 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.

BigDog uses the PDCA Cycle to coordinate 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.

Procedures Quality Team BigDog will maintain a Quality Team that will monitor quality improvement and report to the Directors on actions required and undertaken to monitor and review service provision and management to ensure that the Company’s policies and procedures are being implemented effectively and identify areas for improvement. The Quality Team will consist of the management team including the Operations Manager, Supports Coordinators, Day Service Coordinators, WHS Officer and the Administration Officer.

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Summary Quality Management Principles Quality management principles guide BigDog in our quality endeavours and should be evident throughout quality plans and activities. A universally accepted set of quality management principles are those developed by the International Organisation for Standardisation (ISO). The ISO principles are: 1. Client focus – engaging with clients, understanding and meeting their needs, and regularly gathering feedback from clients and stakeholders on how BigDog has met their needs.

2. Leadership – The Directors providing direction and creating a culture and environment of client focus.

3. Involvement of people at all levels – everyone has a role and accountability for quality across BigDog. 4. A process approach – looking at whole processes in BigDog rather than approaching things as individual and unrelated tasks.

5. A system approach to management – managing related processes as a system to contribute to BigDog effectiveness and efficiency.

6. Continual improvement – aiming to always do better.

7. Evidence based decision-making – using facts and data in decision making; this requires BigDog to identify what data is needed, collect it, analyse it and use it.

8. Mutually beneficial stakeholder relations – recognising the need to develop and sustain relationships with clients.

Quality Management Benefits Good quality management requires a level of investment of time, resources and planning.

However, the benefits to BigDog and our clients make this investment both necessary and worthwhile.

The primary benefit of effective quality management is its contribution to achieving best possible outcomes for clients by driving improvements in service provision.

A quality system provides a way of coordinating and focussing service evaluation and improvement, ensuring that problems with service delivery are identified and addressed, that the service meets external standards of good practice and that there is a process for working towards excellence.

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Supporting Documents Policies 2.0 Provider Governance and Quality Indicators 2.1.5 Continuous Improvement

Forms BigDog Website – Have Your Say and Suggestion Box CareMaster – Complaint, Grievance and Feedback forms CareMaster – Shift Notes Client Grievance Report Compliment Form Worker Grievance Report House Audit Checklist House Risk Assessment Support Worker Audit WHS Safety Audit

Information Client Survey Worker Survey Human Services Quality Framework October 2021 Version 8 NDIS Practice Alerts NDIS Practice Standards November 2021 Version 4

NGO Training Customer Service Feedback, Compliments and Complaints NDIS Quality and Safeguard Framework Professional Boundaries Teamwork Transitions of Care

Legislation Child Protection Reform and other Legislation Act 2022 (QLD) Corporations Act 2001 (Cwth) Disability Services and Inclusion Act 2023 (Cwth) Disability Services Act 2006 (QLD) National Disability Insurance Scheme Act 2013 (Cwth) NDIS (Provider Registration and Practice Standards) Amendment Rules 2021

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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.

2.3 Quality Management Each participant benefits from a quality management system relevant and proportionate to the size and scale of the provider, which promotes continuous improvement of support delivery.

2.3.1 A quality management system is maintained that is relevant and proportionate to the size and scale of the provider and the scope and complexity of the supports delivered. The system defines how to meet the requirements of legislation and these standards. The system is reviewed and updated as required to improve support delivery.

2.3.2 The provider’s quality management system has a documented program of internal audits relevant (proportionate) to the size and scale of the provider and the scope and complexity of supports delivered.

2.3.3 The provider’s quality management system supports continuous improvement, using outcomes, risk related data, evidence-informed practice and feedback from participants and workers.

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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’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 BigDog management and service delivery processes.

4 Safety, Wellbeing and Rights The safety, wellbeing and human and legal rights of people using BigDog services are protected and promoted.

4.2 BigDog proactively prevents, identifies and responds to risks to the safety and wellbeing of people using services.

5 Feedback, Complaints and Appeals Effective feedback, complaints and appeals processes that lead to improvements in service delivery.

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

Delegation of Authority Name

Position

Details

Courtney Carroll

Director

Authorise review and implementation

Ann Paull

Company Secretary

Manage Finances

Peter McGrath

Operations Manager

Ensure information dissemination

Monique Paull

HR Lawyer

Ensure compliance by workers

Joel Canning

Accountant

Taxation compliance

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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

October 2013

1.0 Policy written to match HSQS Standard 1 Governance and Management

January 2014

1.1 Ratified by Community Committee 1.2 Updated term ‘Client’ to NDIS term ‘Participant’ ‘Forms’ heading to ‘Documents’ as read only items 2.0 Created a single HSQF Standard Policy Included imagery of forms and information sheets

February 2015 June 2015 July 2016 February 2017

Details

2.1 Updated supporting policies to procedures 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 5.1 Updated Responsible Officers details Changed ‘the director’ to ‘the directors’ Introduction of BigDog Training Portal and modules

January 2021

January 2022

5.2 Updated officers, training modules and practice alerts NDIS Practice Standards November 2021 Version 4

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.

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Date

V

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 Steven Paull has retired, responsible officers updated

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