Disability ACT. Policy Management Framework

Transcription

1 Disability ACT Policy Management Framework OCT 2012 Disability ACT Policy Management Framework Version October 2012 Page 1 of 19

2 1. Context Purpose Scope Background Principles Human Rights Compliance Definitions of Documents Public Sector Management Policy Strategic Policy Operational Policy Standard Operating Procedures (SOPs) Director Instruction Guidelines Fact sheets Policy Governance Policy Governance Overview Key People and groups in Disability ACT Wide Policy Governance Summary of Stakeholder Roles and Responsibilities Policy Management Cycle Identification and prioritisation Development, including an assessment of Human Rights compliance Consultation Endorsement and Implementation (including training) Evaluation and Review Document Management Policy Management Framework Review Appendix 4 Policy Development Process Map Disability ACT Policy Management Framework Version October 2012 Page 2 of 19

3 1. Context The development of a Policy Management Framework for Disability ACT is just one part of ongoing work within the business to develop and implement a Quality Framework. A Quality Framework aims to ensure that the quality of a service or product can be assured. Standards, policies and procedures form the Quality Assurance component of a Quality Framework and can provide confidence that a particular standard of quality for a service or product has been met and maintained. The implementation of a Quality Framework in Disability ACT will better support the delivery of disability services and will be consistent with the principles of the National Disability Agreement (including new Standards), the ACT Government s disability policy (Future Directions: Towards Challenge 2014) as well as other policy and legislative frameworks with which Disability ACT must comply. The implementation of a Quality Framework will also prepare Disability ACT for the implementation of the proposed National Disability Insurance Scheme (NDIS). 1.1 Purpose to provide a clear and transparent framework for Disability ACT staff to undertake operational policy development in line with the principles set out in Section 1.4 and Human Rights obligations set out in Section 1.5 to define the steps in the operational policy development cycle including: identification / prioritisation, development, endorsement, implementation, evaluation and review, and to define governance around policy development including roles and responsibilities. 1.2 Scope This Framework forms part of the Quality Framework and applies to the development, implementation and management of all Disability ACT operational policy and related documents. All staff within the business with a role in developing, implementing or managing policy should consult and comply with this Framework. This framework identifies the policy and policy related documents that fall within its scope in Section Background Disability ACT is a business unit of the Community Services Directorate (CSD) whose role it is to plan, coordinate, facilitate, fund and where necessary, provide the services, supports and actions necessary to achieve the following vision for people with a disability in the ACT: All people with disabilities achieve what they want to achieve, live how they choose to live, and are valued as full and equal members of the ACT community. As the ACT Government service provider, Disability ACT provides direct support to people with a disability and their families through the provision of supported accommodation, respite, and by Disability ACT Policy Management Framework Version October 2012 Page 3 of 19

4 responding to a range of individual needs. All services aim to minimise the effects of a person s disability, maximise their personal outcomes and build on their natural support mechanisms. The diagram below illustrates some key policies, strategies, laws and agreements that CSD and within it, Disability ACT work within to fulfil their obligations to the ACT Government and community. 1.4 Principles The following principles will underpin operational policy development, implementation and review under this Framework: Transparency: incorporating the ACT Government s Open Government approach to encourage improved accessibility and robust debate. Risk management: to better manage risks relating to people with a disability, service quality, workforce, business, compliance and reputation. Standardisation: including the use of standard templates and a central repository of documents identified on a register to provide consistency in presentation of and access to information. Accessibility: the creation of documents that are easy for all to read, taking into consideration the use of plain English / easy English, a dictionary, visual cues such as flowcharts and cues for people with sensory disabilities to ensure information is clear in purpose and meaning Disability ACT Policy Management Framework Version October 2012 Page 4 of 19

5 Consultation in development and review: with key stakeholders to ensure inclusion, acceptance and ownership. Clear roles and responsibilities: for actions, decisions, maintenance and review of each policy or procedure. Clear endorsement process: an endorsement process and package using standardised templates to ensure appropriate governance and to avoid delays. Implementation: including a plan that is documented and includes a communication strategy as well as an outline of training and change management where necessary. Evaluation: to ensure effectiveness of new or updated policies and procedures. Review Schedules: clear review triggers and processes, timeframes and stakeholders to ensure policies and procedures are always up-to-date. Compliance: conformity with fulfilling legal, regulatory, or organisational obligations, policies and standards 2. Participation: the promotion of and/or active connection of people with a Disability and their communities. Person Centred: planned and implemented based on the principles of person centred support and quality of life outcomes. Innovation: enable the potential for outside the square solutions that expand the potential options, yet remain true to the key principles, balancing the various perspectives. Promotion of healthy lifestyles: supports and services need to incorporate improvements to individual / systemic health outcomes and promote overall healthy lifestyles. 1.5 Human Rights Compliance The ACT has a strong human rights legislative and policy focus. Disability ACT has developed a Human Rights Act Assessment Tool to be used by staff at any level as a guide in performing a desktop assessment. Specifically, the Tool provides a step-by-step guide through a series of questions that have been closely modelled on the provisions of the Human Rights Act, to enable the reviewing officer to identify inconsistencies. The outcome of the assessment will assist the officer to determine whether the policy or procedure needs to be formally reviewed, including the need to seek formal legal advice. Note: Disability ACT Human Rights Act Assessment Guideline and Tools may be found at Attachments A and B. 2 Disability ACT Policy Management Framework Version October 2012 Page 5 of 19

6 2. Definitions of Documents The following seven types of policy documents are used in Disability ACT: 1. Public Sector Management Policy 2. Strategic Policy 3. Operational Policy 4. Standard Operating Procedures 5. Director s Instructions 6. Guidelines 7. Fact Sheets This Framework applies to the development of category three, four and five documents in the above list. A summary of each of the types of policy documents used in Disability ACT may be found below: 2.1 Public Sector Management Policy ACT Government Public Sector Management Policy outlines the terms and conditions of working in the public service. Public Sector Management Policy ensures a professional, skilled and accountable ACT public service that is responsive to the government and to the community. Examples include the Work Health and Safety Policy and the Respect, Equity and Diversity Framework. 2.2 Strategic Policy The Canberra Plan, the Canberra Social Plan and the CSD Strategic Plan are all representative of strategic policy that governs the way Disability ACT delivers services and meets its obligations to the community. Future Directions: Towards Challenge 2014 is the ACT Government s strategic policy for improving outcomes and opportunities for Canberrans who have a disability. This strategic policy will guide priority areas for disability policy development and service delivery in the Territory through to Future Directions has been developed by the ACT Disability Strategic Governance Group (SGG), a unique governance arrangement comprising community and government members that report to the Director General of CSD. 2.3 Operational Policy Operational policies aim to clearly outline Disability ACT s position and level of responsibility on a particular issue. Operational Policies should be developed using the template at Attachment C. Examples of operational policies include: Disability ACT Advocacy Disability ACT Duty of Care 2.4 Standard Operating Procedures (SOPs) Standard Operating procedures (SOPs) outline the precise actions to be followed by specific staff in order to implement operational policy. Most SOPs will therefore be linked to an operational policy. SOPs should be developed using the template at Attachment D. Examples of SOPs include: Disability ACT Policy Management Framework Version October 2012 Page 6 of 19

7 Response to the death of a client Supporting Client Holidays 2.5 Director Instruction A Director s Instruction responds to new developments, or to particular or immediate areas of uncertainty in the interpretation of agreements, laws or policies. Note that a Director s Instruction is intended to provide interim guidance until a full policy and/or procedure can be developed or an existing policy and/or procedure updated. Due to the interim nature of a Director s Instruction, limited research and consultation is undertaken during its development. Director s Instructions should be subsumed into policy as soon as practicable. See a Director s Instruction template at Attachment E. 2.6 Guidelines Guidelines are guiding principles on a particular issue, usually based on best practice. In Disability ACT, guidelines are used only in situations where care is provided in partnership with an external stakeholder or stakeholders, and where operational policies or procedures cannot be enforced. There is no standard template for guidelines as they are defined by the individual information or partnership. Examples of guidelines include: Guidelines on annual healthcare checkups with General Practitioners. Dental Disability Pathway 2.7 Fact sheets Fact sheets provide answers to frequently asked questions; summarise information in policies and procedures, or detail lists in policy documents such as contacts or symptoms. Fact Sheets will clearly reference the policy or procedure to which they relate. The format of Fact sheets will depend on the subject matter and the type of information being communicated and accordingly, a basic template is at Attachment F alternatively a Directorate Fact Sheet template is available here: Disability ACT Policy Management Framework Version October 2012 Page 7 of 19

8 3. Policy Governance Disability ACT Executive Team consists of: Executive Director, Disability ACT Director, Disability ACT, and Director, Policy and Planning. Disability ACT Leadership and Management Team consists of: Disability ACT Executive Team; Disability ACT Senior Managers Disability ACT internal governance committees consist of: Disability ACT Risk Management Committee Disability ACT Work Health Safety Committee Disability ACT Policy Advisory Group (PAG) Disability ACT Direct Support Team, supervisors and other staff include: DSO3 / Network Coordinator DSO2/Team Leader DSO1/ Support Officers Administrative Staff 3.1 Policy Governance Overview Figure 1 Governance Overview Disability ACT Policy Management Framework Version October 2012 Page 8 of 19

9 3.2 Key People and groups in Disability ACT Wide Policy Governance Executive Team The Executive Team is responsible for overall leadership, strategic direction and resource allocation for Disability ACT. The Executive Team is also the final endorsement body for Disability ACT wide operational policy documents that have been referred to it by the Policy Advisory Group. The Executive Director is responsible for the endorsement of Disability ACT wide operational policies and high risk procedures. The Directors are responsible for final support of Disability ACT wide operational policies and high risk procedures; and the endorsement of Director s Instructions. Senior Managers The Senior Managers are responsible for service delivery across a range of functions in Disability ACT including: Services for Adults, Services for Children, Policy and Community Development and Business Support. Policy Advisory Group (PAG) The Policy Advisory Group consists of senior staff from operational, strategic and business areas of Disability ACT. The Policy Advisory Group acts as a gatekeeper, identifying and prioritising policy development as well as assigning responsibility and resources. This group will ensure process, as outlined in the Framework, is followed prior to submission of policy documentation to the Executive Team for final endorsement. Terms of reference for this group may be found at Appendix 1 Individual Support Policy and Procedure Working Group The Individual Support Policy and Procedure Working Group is a consultative forum which supports the development of policies and procedures relating to persons with a disability. The Working Group monitors and provides feedback to the Policy Advisory Group on policies and procedures relating to persons with a disability. Terms of reference for this group may be found at Appendix 2. Consistent Practice Working Group (CPWG) The Consistent Practice Working Group develops and instigates consistent practice across supported accommodation locations for the immediate dissemination of information necessary to perform support duties. Terms of reference for this group may be found at Appendix 3. Other Policy Working Groups Other Policy Working Groups consisting of subject matter experts will be put in place periodically to provide guidance on policy or procedure development not related to persons with a disability (for example finance or human resource policy). These groups will report to the Senior Manager responsible for the policy in question who will provide feedback to the Policy Advisory Group. Subject Matter Experts The subject matter expert or experts are responsible for providing content on a policy or a standard operating procedure to the Quality and Risk Coordinator who will undertake the role of policy drafting and coordination. Disability ACT Policy Management Framework Version October 2012 Page 9 of 19

10 Quality Safety and Risk Manager The Quality Safety and Risk Manager is responsible for quality improvement in service delivery to people with a disability through the identification and management of health, medical and dental related risk and non health related issues, risk related to home safety, community safety and behavioural issues at both an individual and service level. Provides guidance and input in regards to policy & procedure around client Health & Risk Management. Quality and Risk Coordinator The Quality and Risk Coordinator has responsibility for coordinating and drafting a final policy, standard operating procedure or Director s Instruction in consultation with the subject matter expert(s) and the Senior Manager responsible. Operational and Administrative Staff Staff that provide services and support to persons with a disability (operational); or, who provide services and support to other staff at Disability ACT (administrative) are responsible for complying with relevant policy and procedures in their day-to-day work. 3.3 Summary of Stakeholder Roles and Responsibilities A summary of the roles and responsibilities of critical groups and participants are outlined below. A policy development process map may be found at Appendix 4 Group Executive Team Role in the Policy Governance process The Executive Director is responsible for the endorsement of Disability ACT wide operational policies and high risk procedures. The Directors are responsible for final support of Disability ACT wide operational policies and high risk procedures; and the endorsement of Director s Instructions. Disability ACT Senior Managers Ensures each Disability ACT wide policy document is initiated, developed, implemented and evaluated in accordance with The Framework. Provides input to and feedback to the Policy Advisory Group on strategic directions and current trends to inform prioritisation of policy development. Disability ACT Policy Management Framework Version October 2012 Page 10 of 19

11 Group Policy Advisory Group (PAG) Role in the Policy Governance process Endorses the development of policy, procedures and Director s Instructions. Issues responsibility for each policy, procedure or Director s Instruction to a Senior Manager. Evaluates draft policy documents that have been developed in accordance with the Policy Framework. Endorses low and medium risk procedures as summarised in the flowchart at Appendix 5 Individual Support Policy and Procedure Working Group Consistent Practice Working Group Other Policy Working Groups Disability ACT Operational and Administrative Staff Discusses and provides advice to the Policy Advisory Group on draft policy documents relating to persons with a disability. To develop, instigate and champion consistent practices across supported accommodation locations to assist support staff to perform their duties. Will be convened as required to discuss and provide advice to the Policy Advisory Group on draft Disability ACT policy documents not related to persons with a disability (for example, policy relating to business issues). Follow process outlined in The Framework for policy development and/or adhere to policies, procedures and Director s Instructions when carrying out their duties. Staff are affected by policy through implementation in their day to day work and therefore, where necessary and practical, representatives from these groups will be consulted during policy development. Disability ACT Policy Management Framework Version October 2012 Page 11 of 19

12 Group Subject Matter Expert(s) (nominated) Quality, Safety and Risk Manager Role in the Policy Governance process For the purposes of this framework, this is any staff member(s) identified as a subject matter expert(s) by a Senior Manager and delegated responsibility for providing content for policy document development. Chairs the ISPAPWG Provides guidance and input in regards to policy & procedure around client Health & Risk Management. Reports feedback to the Policy Advisory Group in relation to policy & procedures reviewed by ISPAPWG Quality and Risk Coordinator Provides secretariat for the Policy Advisory Group. Coordinates the drafting of final policies, procedures and Director s Instructions for tabling with the Policy Advisory Group. Develops endorsement brief and supporting documents for Executive endorsement of operational policies, Director s Instructions or high risk procedures noting adherence to The Framework. Ensures a central repository of final policy documents (including a register) is maintained and up-to-date. Ensures that policies are accessible electronically or in hard copy as appropriate. People with disability, their families and carers Human Rights Commission Receive services form Disability ACT and services are developed in their best interests. Where necessary and practical, representatives from these groups will be consulted during policy document development. Provides high level guidance on human rights compliance of identified policies. Disability ACT Policy Management Framework Version October 2012 Page 12 of 19

13 Group Human Rights and Regulatory Policy Legislation and Policy Branch Justice and Community Safety Directorate 3 ACT Government Solicitor Role in the Policy Governance process Provides medium level guidance on legislative and human rights compliance of identified policies. Provides medium - high level guidance on legislative compliance of identified policies. 4. Policy Management Cycle This Framework supports a policy management cycle (Figure 2) that includes: Identification and prioritisation including establishing urgency, to ascertain whether an interim Director s Instruction is required. Development, including assessment of Human Rights compliance and compliance with the principles identified in this framework (Section 1.4) Consultation (for policies and procedures) Endorsement Implementation Evaluation, and Review. Document management is an important part of this cycle. The central repository and register for all final operational policy documents will be coordinated by the Quality and Risk Coordinator and located in the Systems, Information, Quality and Risk Unit in the Business Support section. The Quality and Risk Coordinator will ensure up-to-date policies, procedures and Director s Instructions are available on the internet, intranet and in hard copy where appropriate. 3 Human Rights and Regulatory Policy, Legislation and Policy Branch, Justice and Community Safety Directorate - Advises on all aspects of selfgovernment legislation and machinery of government, and scrutinises Cabinet submissions; legal aid; planning and environment issues; develops and implements ACT policy in relation to family law, discrimination, human rights, censorship and constitutional law. Disability ACT Policy Management Framework Version October 2012 Page 13 of 19

14 Figure 2 The Policy Management Cycle 4.1 Identification and prioritisation This is the first phase of the policy development cycle. It is critical to determining the urgency of the policy issue as well as the work required and priority assignment. This stage will clearly identify the scope and purpose of the document to be produced. Most policy development should be centred on those functions and tasks that help Disability ACT deliver its strategic goals. However, in some cases, external drivers such as legislative changes, commitments made or government directives will establish the need. Other drivers might include new or emerging risks, critical incidents or internally driven strategic priorities and reforms. In this stage, the Policy Advisory Group identifies policies to be developed and assigns responsibility to a Senior Manager, identifying a timeframe for completion to endorsement stage. 4.2 Development, including an assessment of Human Rights compliance 4 At this stage of the policy management cycle the Policy Advisory Group will: provide guidance on resources to tap for development identify key stakeholders and the consultation required, if any 5, and 4 Options for assessing Human rights (HR) compliance 1. Disability ACT Human Rights Assessment Tool / Guidelines 2. Human Rights and Regulatory Policy, Legislation and Policy Branch, Justice and Community Safety Directorate for a more in depth look at policy and links to relevant legislation 3. Look over by ACT Human Rights Commission (HRC), Note: the Commission generally does not give official compliance certification but will provide an overall appraisal. Disability ACT Policy Management Framework Version October 2012 Page 14 of 19

15 outline a plan for implementation (covering communication, training and change management where necessary) to be developed during drafting. During this stage the Senior Manager assigned responsibility for the identified policy document will: identify and assign a subject matter expert(s) to work with the Quality and Risk Coordinator on its development, see Checklist for Development of Policy Document at Appendix 5. ensure a Human Rights assessment is completed (Attachment B). ensure a risk assessment is completed 6, see Risk Management Checklist and Register templates at Attachment F. monitor development of policy and its implementation plan, reporting progress to the Policy Advisory Group regularly identify an appropriate review timeframe, and present developed policy and supporting documents to the Policy Advisory Group. 4.3 Consultation At this stage of the policy development cycle, consultation with affected stakeholders will occur as agreed by the Policy Advisory Group. Changes arising as a result of consultation will be reported to the Policy Advisory Group and included in draft policies where appropriate. The Consistent Practice Working Group will be consulted on draft policy documents relating to persons with a disability and will provide feedback on content and linkages. Other Policy Working Groups will be convened as required and consulted on draft policy documents (unrelated to persons with a disability), with a view to providing feedback on content and linkages. 4.4 Endorsement and Implementation (including training) Once Policy Advisory Group approves the policy and any supporting documents for submission to the Executive Team, the Quality and Risk Coordinator will construct an Endorsement Brief package. Endorsement Brief Package The Endorsement Brief Package will include the following information; see Checklist for Completion of Endorsement Brief Package at Appendix 6: brief to Executive Team detailing the policy documents being put forward to be endorsed implementation plan, including a communication, training and change management plan where necessary, template at Attachment G details of any risks identified during development as well as review and mitigation strategies identified Human Rights issues considered and how any recommendations have been addressed, and the review timeframe. 5 The different potential levels of consultation include: 1. Wide people with disability, families, guardians, staff 2. Internal staff, supervisors 3. None some procedures may not require consultation 6 Disability ACT is committed to, and places a high priority on managing its risks strategically and systematically. Risk management is an activity that begins at the highest level and is applied consistently through all levels of management and operations. All managers and staff are required to integrate risk management procedures and practices into their daily activities. Disability ACT Policy Management Framework Version October 2012 Page 15 of 19

16 4.5 Evaluation and Review Unless otherwise indicated, the review timeframe for all operational policies will be set as tri-annual and annual for all procedures. This review process will check the policy and supporting procedures are still valid and effective. A policy or procedure can be reviewed at any time. Drivers for an unplanned review may include any or all of those items identified under Identification and Prioritisation at Section 4.1 above, or as a result of policy feedback received via DisabilityPolicyFeedback@act.gov.au. Stakeholders are able to provide feedback on policy documents at any time using this . The Quality and Risk Coordinator will identify documents due for review from the register as well as key stakeholders. A Checklist for Considerations to take into Account in a Policy Document Review is at Appendix 7. A notification will be issued that the particular policy and / or supporting document is to be reviewed and stakeholders will be provided two weeks to comment. Director s Instructions will be developed into policies as soon as practicable. 5. Document Management Final policies, procedures and Director s Instructions will be held centrally by the Systems, Information, Quality and Risk team and where appropriate, copies will be made available on the Disability ACT internet and intranet for ease of access. All endorsed policy documents will be assigned a policy number consisting of date, order of endorsement and type of document (for example: POL). This number will be contained on a register and identify the current version, which will supersede earlier versions. Changes to policy documents will be disseminated broadly through the agency. This will occur through notification, which will include the name of the document, changes from previous versions and location of the latest version. Instructions for updating hard copies will also be provided. All hard copies will be recorded and assigned a number for review purposes. 6. Policy Management Framework Review This Framework will be evaluated every two years to test its effectiveness in policy document initiation and development, implementation, evaluation and version control. The review will consider: compliance with document templates measured through a documentation audit; compliance with document categories measured through a documentation audit; stakeholder satisfaction measured through a survey tool, and; review of Policy Advisory Group against its terms of reference; Disability ACT Policy Management Framework Version October 2012 Page 16 of 19

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18 Appendix 4 Policy Development Process Map Policy Management Cycle stages Executive Team Policy Advisory Group (PAG) Quality and Risk Coordinator Assigned Senior Manager Business Support Unit Systems and Information Disability ACT Individual Support Policy and Procedure Working Group Other Policy Working Groups Subject Matter Expert(s) Staff People with Disability (PWD) Learning and Community Education (LACE) Stage 1 i) Identification Identify strategic direction to Senior Management Team. Identify next policy documents to be produced. Assign policy to a Senior Manager for overall management of development process. Define scope, purpose and key stakeholders. Document requirement for new policies in Policy Advisory Group Minutes. Flag Policy Documents scheduled for review, preparing copies of current documents for members. Flag policy development required in order to deliver Disability ACT s Strategic Direction. Flag feedback provided via disabilitypolicyf eedback@act.g ov.au to Policy Advisory Group for consideration. Flag feedback provided on policy documents to Secretariat for Policy Advisory Group Flag feedback provided on policy documents to Secretariat for Policy Advisory Group Provide feedback to Policy Advisory Group through available mechanisms Provide feedback to Policy Advisory Group through available mechanisms. Flag feedback provided on policy documents to Secretariat for Policy Advisory Group. Identify current training risks and issues through Disability ACT Risk Management Committee Stage 1 ii) Prioritisation Set overall strategic priorities to Senior Management Team Prioritise using: strategic direction identified gaps risk assessment, and changes in legislation, other policies etc. Notify and identify priority feedback in consultation with Policy Advisory Group and responsible Senior Manager. Document prioritisation undertaken by the Policy Advisory Group. Identify issues, including current trends affecting policy development priority. Where necessary, provide advice to Policy Advisory Group on issues affecting priority. Where necessary, provide advice to Policy Advisory Group on issues affecting priority. Inform priority through: client satisfaction surveys client feedback, and risks identified in support. Stage 2 i) Development Identify resources to assist with development. Outline plan for implementation. Refer draft policies to working groups for consideration. Draft documents with assistance from Subject Matter Expert(s) using appropriate templates. See Appendix 6 for guidance. Assign subject matter expert(s) to provide content for documents and assistance to Policy Advisory Group Secretariat in drafting. Monitor development and table final draft to Policy Advisory Group See Appendix 6 for guidance. Where nominated, provide subject matter input into development of policy Where nominated, provide subject matter input into development of policy Seek subject matter input from identified sources. Work with Quality and Risk Coordinator to draft documents using appropriate templates. See Appendix 6 for guidance Stage 2 - ii) Assessment of Human Rights compliance Complete Human Rights Act Assessment with assistance from Subject Matter Expert(s). See Attachment B Review Human Rights Act Assessment. Contribute to Human Rights Act Assessment. See Attachment B. Stage 3 - Consultation Develop and deliver consultation with assistance from Subject Matter Expert(s). Facilitate Consultation Provide avenue for staff consultation and consideration of practical implementation issues. Provide avenue for staff consultation and consideration of practical implementation issues. Contribute to development and delivery of consultation. Participate in consultation. Assist in the development of resources for consultation. Stage 4.1 i) Endorsement Consider and endorse or return final draft in the Endorsement package. Review and support final draft ensuring Framework process has been followed. Endorse low risk procedures. See Appendix 5. Develop endorsement brief for policy See Appendix 7. Develop information brief for low risk procedures See Appendix 5. Contribute to the endorsement of low risk procedures. See Appendix 5 Stage 4.3 iii) Training Facilitate training Attend relevant training Incorporate new policies into training modules and deliver training. Stage ii) Implementation Lead implementation of new or revised policy in operational areas. Communicate and disseminate updates. Manage documents. Support implementation of new or revised policy. Support implementation of new or revised policy. Support implementation of new or revised policy. Implement Policy as directed. Stage 5 i) Evaluation Monitor evaluation measures Administer evaluation measures. Contribute to evaluation of policy effectiveness. Provide feedback on practical application of policy and procedures Provide feedback on practical application of policy and procedures Provide feedback on practical application of policy and procedures. Provide feedback on practical application of policy and procedures. Provide feedback on appropriateness and practical application of policy and procedures. Provide feedback on appropriateness and practical application of policy and procedures from a training perspective. Stage 5 ii) Review Identify review time table. Identify and assign review panel Flag policy documents scheduled for review. See Appendix 8 Form part of review panel. See Appendix 8 Form part of Review panel. See Appendix 8 Disability ACT Policy Management Framework Version October 2012 Page 18 of 19

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