How strategy flows to frontline practice
Our Quality Management System works as a connected cascade. Strategy flows down from the Board to the people we support. Practice evidence flows back up to inform every decision. This page lets you explore that flow at your own pace.
Strategic Direction
The Board sets our direction for the next three years.
- Five strategic pillars co-designed with participants, families and community
- Board governance tools: RAG status, stage gates, outcomes dashboard
- Guiding frameworks: Keys to Citizenship, Think Local Act Personal, Wellbeing Teams
- Three-year horizon, reviewed annually
- Director sponsors assigned to each pillar
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The Board of Directors sets strategic direction through Our Future: Community-Led Plan 2026 to 2029. The five strategic pillars were co-designed with participants, families and community by Pinzon and Co in October 2025. The Board uses a Skills Matrix to ensure director competencies match the strategic agenda.
Operational Planning
The CEO turns strategy into clear plans for the year.
- Translates strategic pillars into priorities, deliverables and timeframes
- 13 plan sections across key SLT portfolios
- KPIs across six domains: Participant Outcomes, Quality, Financial, Workforce, Community, Innovation
- References 14 pieces of legislation and the Compliance Register
- Monthly SLT review, quarterly Board reporting
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The Business and Operational Plan converts each strategic pillar into operational priorities with named SLT accountability. KPIs span six domains and are reviewed monthly by SLT and quarterly by the Board.
Risk and Quality Infrastructure
We track every risk, every law, and every improvement we are working on.
- Risk Register: 37 risks across 12 domains, 5 by 5 matrix, named SLT owners
- Compliance Register: 26 legislation entries across 5 categories
- Continuous Improvement Register: 15+ entries linked to real incidents
- Internal Audit Schedule: 13 audits for 2026
- CEO Board Report: RAG dashboard with transparent risk reporting
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Risk and quality infrastructure is the engine room of the QMS. Inherent and residual risk scores are tracked across 12 domains. The CI Register links incidents to corrective actions and verification. The Internal Audit Schedule feeds findings back into the CI Register.
Policies
48 policies tell our team how to do every part of their work safely.
- Core Module: 37 policies covering Rights, Service Delivery, Governance, HR, Information
- Module 1 HIDPA: 11 policies on complex clinical supports
- Behaviour Support: 2 policies (PBS and Restrictive Practices)
- Module 4: 3 policies for SIL, SSRC and Trauma-informed care
- WHS, Environment, Safety: 8 policies
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Every policy has a named owner, system owner and implementer. Policies cross-reference each other and link to real incidents that informed their development. All 48 policies are reviewed annually, with the next full review in March 2027.
Operational Procedures
Step-by-step guides our staff use every day.
- Support Provision Procedure: shift checklists, handover, case notes
- Continuity of Supports Procedure: relief rosters, replacement workflows
- Service Agreement Procedure: template, signing, variation
- Support Coordination Procedure: intake, plan implementation, crisis, review
- Money and Property Procedure: Budgetly, receipts, reconciliation
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Operational procedures translate policy into day-to-day workflows. They are paired with participant-level documents: enhanced care plans, behaviour support plans, site emergency plans and personal emergency evacuation plans.
Frontline Practice
144 workers across 15+ sites supporting people every day.
- Support delivery per support plans, enhanced care plans, BSPs and mealtime plans
- Case notes, handovers, medication records, incident reports
- Choice and control in everyday decisions; Active Support model in SIL
- WHS compliance: PPE, manual handling, infection control, psychosocial hazards
- Client-specific inductions, competency, supervision (monthly SIL/clinical, quarterly community)
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Frontline practice is where strategy meets the participant. Workers deliver supports guided by individual plans. Active Support is the SIL practice model. Supervision frequency depends on stream.
Monitoring and Reporting
We listen, measure, and use what we learn to get better.
- Participant satisfaction surveys and family questionnaire
- Incident register with NDIS Commission, SafeWork NSW and OCG notifications
- Complaint registers with resolution tracking and procedural fairness
- Internal audit findings feed CI Register
- Clinical Governance Committee, WHS Committee, SLT Cross-Accountability Meeting
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Monitoring closes the loop. Practice evidence flows back to risk management, continuous improvement and strategic planning. The CEO Board Report carries this evidence to the Board quarterly.