2.1 Governance and Operational Management

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Version 6.2 January 2024 Governance and Operational Management 2.1
2.1 Governance and Operational Mangement 2 of 12 Version 6.2 January 2024 2 . 1 Governance and Operational Management Contents Preamble 3 2.1.1 Contribution to Governance .................................................................................... 3 2.1.2 Defined Structure 3 2.1.3 Governance Skills and Training 4 Company Directors ....................................................................................................... 4 Board of Directors 4 2.1.4 Strategic and Business Planning 4 2.1.5 Continuous Improvement ........................................................................................ 4 2.1.6 Qualified Persons 5 2.1.7 Delegated Responsibility and Authority 5 2.1.8 Conflict of Interest ................................................................................................... 5 Summary 6 Our Motto 6 Our Vision ........................................................................................................................ 6 Our Mission 6 Our Values 6 Supporting Documents ........................................................................................................ 8 Policies ............................................................................................................................. 8 Forms 8 Information ....................................................................................................................... 8 NGO Training ................................................................................................................... 8 Legislation 8 NDIS Practice Standards and Quality Indicators ................................................................. 9 2.1 Governance and Operational Management ............................................................... 9 Human Services Quality Standards 10 1 Governance and Management .................................................................................... 10 Delegation of Authority....................................................................................................... 10 Version Details 11

Preamble

BigDog Support Services Pty Ltd (BigDog) has effective governance and operational management systems in place to ensure that each client’s support is overseen efficiently.

2.1.1 Contribution to Governance

People with disability and those who support them are encouraged and supported to become involved in our service development and service management, if they choose to do so. These opportunities might include: taking part in surveys and feedback forums including design of surveys and forms input when new services or activities are being developed representation on committees or groups attending BigDog sponsored training or workshops for free or at minimal cost active membership of fundraising or activity groups

BigDog will support people with a disability and those who support them to be involved in discussions that affect them and to provide feedback about support options, program content and workshop delivery.

Information about participation opportunities are provided in multiple formats and locations including through:

Information packs

Information days

Memorandums

Social and special events

BigDog website www.bigdogsupport.com.au

Monthly Newsletters Brochures

2.1.2 Defined Structure

BigDog Support Services Pty Ltd ACN 137 836 116 is a registered Company under the Corporations Act 2001, limited by shares, is a proprietary company and listed with the Australian Securities and Investments Commission with the date of commencement of registration the twenty-third day of June 2009 and is governed by the Constitution as determined by ASIC.

BigDog systems of risk oversight, management and internal control comply with the Corporations Act 2001 and facilitate realisation of the Company’s business objectives whilst risks are recognised, monitored and wherever possible, mitigated.

BigDog is committed to complying with all applicable laws and requires that all workers act within the law at all times in the course of their duties for the company.

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2.1.3 Governance Skills and Training

BigDog identifies the skills and knowledge required for effective governance and ensures the relevant training is undertaken to address any gaps.

Company Directors

The Directors are personally liable for their own actions and for the debts of BigDog. The key responsibilities of the Directors are to set the direction for BigDog, to monitor its performance and to maintain control of BigDog, ensuring that it stays on track according to agreed priorities and planned activities. The Directors are expected to demonstrate their commitment to BigDog by attending all meetings.

Board of Directors

In the event that BigDog includes an additional Director or becomes a public company and requires three directors, BigDog is committed to providing effective training and development for all directors of the company. Professional development aims to assist them to perform their duties well, to be effective Company Directors and to provide BigDog with informed governance.

2.1.4 Strategic and Business Planning

BigDog ensures that strategic and business planning considers all legislative requirements, organisational risks, any other requirements related to operating under the NDIS, clients’ and workers needs as well as the wider organisational environment.

2.1.5 Continuous Improvement

BigDog monitors the performance of management (including responses to individual issues) to ensure continuous improvement in management practices.

BigDog recognises that continuous improvement is the means by which we are judged by our peers. It is also the means in which the quality of the governing body is measured. It is the responsibility of all parties to work collaboratively to implement the steps that will bring about productive change.

During regular board meetings, the Directors should identify:

Progress and outcomes

Major developments in ongoing policy/sector development issues

Emerging policy issues that may need to be addressed in policy/sector development work in future

Other information as required

There is a separate policy for Continuous Improvement

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2.1.6 Qualified Persons

BigDog is managed by suitably qualified and experienced persons with clearly defined responsibility, authority and accountability for the provision of supports.

Directors must meet the legal requirements set forth by the jurisdiction in which the BigDog is registered. This may include being of legal age, having mental capacity, and not being disqualified from serving as a director due to criminal convictions or bankruptcy.

BigDog may seek directors with relevant experience and expertise in areas such as business management, finance, law, industry-specific knowledge, or corporate governance.

Directors are expected to act ethically and in the best interests of BigDog and its stakeholders

Directors should have a basic understanding of financial statements and accounting principles to fulfill their oversight responsibilities regarding BigDog financial performance and reporting.

Directors should possess effective communication and leadership skills.

Directors should be aware of the risks facing BigDog and have the ability to assess and mitigate these risks effectively.

Directors may be expected to engage in continuing education to stay updated on industry trends, regulatory changes, and best practices in corporate governance.

2.1.7 Delegated Responsibility and Authority

BigDog has a documented system of delegated responsibility, and authority is delegated to another suitable replacement in the absence of the usually position holder.

The directors are personally liable for their own actions and for the debts of BigDog. The key responsibilities of the directors are to set the direction for BigDog, to monitor its performance and to maintain control of BigDog, ensuring that it stays on track according to agreed priorities and planned activities. The Directors are expected to demonstrate their commitment to BigDog by attending all meetings.

The directors may at times be requested to formally represent BigDog by making statements to the media, sitting on external committees, participating in consultation processes or attending delegations to politicians or government officers.

Organisational Chart

BigDog has a visual representation of the structure of the organisation including position title and duties. A downloadable copy is available through the staff portal on our website.

2.1.8 Conflict of Interest

BigDog proactively manages and documents perceived and actual conflicts of interest, including through development and maintenance of organisational policies. There is a separate policy for Conflict of Interest.

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Summary

BigDog developed and implements a vision, purpose statement, values, objectives and strategies for service delivery that reflect contemporary practice.

Our vision is the starting point for any strategic framework, it is the idea held by BigDog and other stakeholders of what we will ultimately become. It is a highly inspirational concept that serves to guide the direction and growth of BigDog and is a source of motivation for management and other workers. It is long-term in nature, conceptual in character, general in its wording, and inherently flexible to allow for changing circumstances and unforeseen opportunities or threats.

Our Motto

Our Vision

Flexible – Innovative – Responsive

Our Mission

Our mission is our statement of purpose – our reason for being. It flows directly from our Vision. It is stated clearly and unambiguously however it is important that it is not prescriptive, if it were it would not allow an ability to exercise discretion in how to achieve objectives.

To be recognised by stakeholders and the wider community in which we operate as the pre-eminent provider of quality day support services and activities

To consistently respond in a timely and meaningful manner to the wider needs of people that are socially disadvantaged, to assist them in becoming independent within their chosen community thereby enhancing their quality of life

To alleviate alienation through proactive measures to achieve economic, social and community development, while promoting and protecting the rights of the individual

To achieve responsible and sustainable growth that will facilitate the future stability of the organisation, thereby ensuring there is always a high-quality client focused service provider in the regions in which we operate

Our Values

Our values are the shared values that underpin our work as a company and our relationships with stakeholders. They are what we believe is the right way to do things and to deal with people, and what we believe about the way that, ideally, we ought to be organised. Our values determine our strategies and our operational principles.

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BigDog has identified five key corporate values, those being:

1. Integrity

We behave ethically.

We are open and transparent.

We work with relationships based upon dignity and respect

We keep our commitments

2. Community

We care about our community

We operate safely.

We are environmentally responsible.

We strengthen the community in which we live

3. Initiative

We lead the way

We have courage and creativity.

We operate in the pursuit of best practice and continuous improvement.

We have discipline to manage risk.

We act decisively in a timely manner.

4. Teamwork

We work together for better results

We share ideas and talents to develop solutions

We support and rely on each other

We value clear and open communication.

5. Accountability

We take responsibility for our actions.

We live our values

We set clear goals, measure results and seek to improve

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BigDog Monthly Newsletter

BigDog Style Guide

BigDog Website

Code of Conduct

Code of Practice

Human Services Quality Framework October 2021 Version 8

NDIS Practice Standards November 2021 Version 4

Organisational Chart

Strategic Plan 2022-2025

NGO Training

Creating Organisational Alignment

Leadership Foundations Part 1

Leadership Foundations Part 2

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 Act 2006 (QLD)

Disability Services and Inclusion Act 2023 (Cwth)

National Disability Insurance Scheme Act 2013 (Cwth)

NDIS (Provider Registration and Practice Standards) Amendment Rules 2021

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2.0 Provider Governance and Operational Management 2.1 Governance and Operational Management 2.1.1 Replaceable Rules 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 Forms
Supporting Documents Policies
Delegated Responsibility Information

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.

2.1.1 Opportunities are provided by the governing body for people with disability to contribute to the governance of the organisation and have input into the development of organisational policy and processes relevant to the provision of supports and the protection of participant rights.

2.1.2 A defined structure is implemented by the governing body to meet a governing body’s financial, legislative, regulatory and contractual responsibilities, and to monitor and respond to quality and safeguarding matters associated with delivering supports to participants.

2.1.3 The skills and knowledge required for the governing body to govern effectively are identified, and relevant training is undertaken by members of the governing body to address any gaps.

2.1.4 The governing body ensures that strategic and business planning considers legislative requirements, organisational risks, other requirements related to operating under the NDIS (for example Agency requirements and guidance), participants' and workers' needs and the wider organisational environment.

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.

2.1.6 The provider is managed by a suitably qualified and/or experienced persons with clearly defined responsibility, authority and accountability for the provision of supports.

2.1.7 There is a documented system of delegated responsibility and authority to another suitable person in the absence of a usual position holder in place.

2.1.8 Perceived and actual conflicts of interest are proactively managed and documented, including through development and maintenance of organisational policies.

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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.

1.1 BigDog has accountable and transparent governance arrangements that ensure compliance with relevant legislation, regulations and contractual arrangements.

1.2 BigDog ensures that members of the governing body possess and maintain the knowledge, skills and experience required to fulfil their roles.

1.3 BigDog develops and implements a vision, purpose statement, values, objectives and strategies for service delivery that reflect contemporary practice.

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.

1.6 BigDog encourages and promotes processes for participation by people using services and other relevant stakeholders in governance and management processes.

1.7 BigDog has effective information management systems that maintain appropriate controls of privacy and confidentiality for stakeholders.

Delegation of Authority

Name Position Details

Steven Paull Director

Courtney Carroll Director

David Burrett Operations Manager

Monique Paull HR Lawyer

Joel Canning Accountant

Authorise review and implementation

Authorise review and implementation

Ensure information dissemination

Ensure compliance by workers

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.

February

June

July 2016

Included images of forms and information sheets

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

January 2020

Updated to new logo and style guide

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 Organisational Chart, responsible officers’ details

Legislation, included Disability Services Act 2006 (QLD)

Introduction of BigDog Training Portal and modules

Updated Organisation Chart

January 2022

5.2

Updated Organisational chart, Responsible Officers details, 2.1.2 Replaceable Rules and training modules

NDIS Practice Standards November 2021 Version 4

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Date V Details October 2013 1.0 New policy to match HSQS Standard 1 Governance and Management
2014 1.1 Ratified by Community Committee
January
2015 1.2 Updated term ‘Client” to NDIS term ‘Participant’
2.0
2015
Created single HSQF Standard Policy
2.1

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.

February 2023 6.1 Organisational Structure and Delegated Authority Policies and Delegated Responsibility Form added.

January 2024 6.2 Disability Services Act 1986 replaced with Disability Services and Inclusion Act 2023 and policy review process included.

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