H E A D I N G 1. DoCS. Good Practice Guidelines for DoCS-Funded Services Manual

Size: px
Start display at page:

Download "H E A D I N G 1. DoCS. Good Practice Guidelines for DoCS-Funded Services Manual"

Transcription

1 H E A D I N G 1 DoCS Good Practice Guidelines for DoCS-Funded Services Manual

2 A C K N O W L E D G E M E N T S The development of the Good Practice Guidelines (formerly the DoCS Quality Service Standards) was guided by the following members of the Steering Committee who gave valuable time, experience and insight. Adam Farrar Catherine Gander Faye Williams Jane Allen Kristy Delaney Leanne Elsworthy Linda Frow Michael Coffey Michele Adair Supported Accommodation Advisory Council Women s Refuge Resource Centre Local Community Services Association NSW Family Services Youth Action and Policy Association Supported Accommodation Advisory Council NSW Council on Social Services Youth Accommodation Association Mission Australia Many organisations attended the program-specific focus groups, contributing to the refinement of the guidelines and writing of the service examples included in the quality self-assessment workbook in part 2 of this manual. Thanks also go to the following organisations and services, which took part in the pilots of the guidelines (as the Standards) and service examples. Their efforts to complete the self-assessment and pilot evaluation and their valuable input in the further refinement of the documents are much appreciated. Shire Wide Youth Services Orange Family Support Service South East Neighbourhood Centre Barnardos Youth and Family Counselling Service Bankstown Multicultural Youth Service YWCA NSW Big Sister/Big Brother Program Mission Australia Youth Assistance Project Mission Australia Adolescent Family Counselling Project St. George Backstop Family Support Service Deniliquin Neighbourhood Centre South West Child Adolescent and Family Services Local Community Services Association Southern Youth and Family Adolescent and Family Counselling Project Non English Speaking Housing Women s Scheme Inc. Edel Quinn Shelter Forbes Women s Refuge Parramatta Mission Verity House St. Benedicts Community Day Centre Women In Supported Housing Program A Women s Place Wesley Mission Dalmar Independent Living Program Bungree Aboriginal Association Inc. Services Wollongong Crisis Youth Refuge Anglicare Family First Programs Monaro Family Support Service Mallee Family Care Incorporated Indigenous Community Development and Parenting Access Programs Riverstone Aboriginal Family Service Miimali Aboriginal Community Association Campbell Page Volunteer Home Visiting Service Kurrajong Early Intervention Centre 2

3 F O R E W O R D It is my pleasure to be able to offer this Good Practice Guidelines for DoCS-Funded Services Manual to our community partners, many of whom have contributed considerable time and expertise to its development. I trust this manual will become a valuable resource to organisations funded by the Department of Community Services, in supporting their commitment to provide high quality services to their clients. The good practice guidelines will help us all to develop a common language and understanding of what is meant by good practice and high quality service delivery. The clear statements of expectation contained in the Manual will inform the design and operation of the service quality aspects of DoCS-funded services. The Manual has been designed to be widely accessible and easy to use and is based on a very practical approach to implementing the guidelines. The good practice guidelines will assist not only individual service delivery, but will help to strengthen the service system as a whole, as services embrace the good practices in relation to networking and facilitating coordination across service outlets with services knowing what to expect from each other. I wish you well on your journey of continuous quality improvement through the use of this Manual and look forward to the results that we will see for individual clients and the service system as a whole. Dr Gül Izmir Deputy Director-General Service System Development 3

4 C O N T E N T S Acknowledgements... 2 Foreword... 4 Contents... 5 Introduction... 6 Development of the good practice guidelines... 6 How children s services and out-of-home care will be affected... 7 Implementation... 8 The continuous quality improvement cycle... 8 PART 1: THE GOOD PRACTICE GUIDELINES... 2 Overview... 2 Good practice guidelines summary... 3 Good practice guidelines summary table with key organisational areas... 4 Section 1 Your organisation... 5 Section 2 Your activities Section 3 Your relationships PART 2: QUALITY SELF-ASSESSMENT WORKBOOK Introduction Guideline 1.1 Governance Guideline 1.2 Systems management Guideline 1.3 Human resource management Guideline 2.1 Access Guideline 2.2 Services and programs design Guideline 2.3 Implementation Guideline 3.1 Community development Guideline 3.2 Networks Guideline 3.3 Funding partnerships and contracts PART 3: QUALITY WORKPLAN Introduction Priority grid Quality workplan templates

5 I N T R O D U C T I O N The information in this document relates specifically to good practice guidelines for the Department of Community Services (DoCS)-funded services. While these guidelines sit within the DoCS Performance Management Framework, and are the quality component upon which DoCS-funded services may be assessed, this is a stand-alone document and the practices described within it do not depend on the Framework to guide their implementation. The manual is divided into three parts as follows: Part 1: The good practice guidelines Contains nine good practice guidelines and more detailed information on what constitutes good practice under each guideline. Part 2: Quality self-assessment Contains a quality self-assessment tool and directions on how to conduct it. Part 3: Quality workplan Contains a quality workplan tool and directions for completing and implementing the workplan. DEVELOPMENT OF THE GOOD PRACTICE GUIDELINES The Good Practice Guidelines for DoCS-Funded Services Manual (previously the DoCS Quality Service Standards), is one of the key initiatives outlined in the DoCS Funding Policy, aiming to guide and support organisations in service development to promote quality outcomes for clients and to enable quality improvement, evaluation and accountability. Strengthening NGOs is an important part of funding reform and is essential for a secure and stable supply of services. The good practice guidelines are based on the Human Service Organisations Generic Quality Framework Project commissioned by the Mental Health Coordinating Council in 2003 and funded by NSW Health. The aim of the Generic Quality Framework Project was to introduce a consistent approach to service standards for funded services that could be potentially applied across a range of NSW Departments. The good practice guidelines were developed through intensive consultation with industry groups, and have the support of peak bodies including the Council of Social Services of NSW (NCOSS) and the Association of Children s Welfare Agencies (ACWA). The guidelines were tested (as the DoCS Quality Service Standards) in September 2004 with focus groups, which included Directors, Partnerships and Planning (DPPs) from across the State. The guidelines were also piloted with a cross-section of 30 DoCS-funded services, including services from the Supported Accommodation Assistance Program (SAAP), the Community Services Grants Program (CSGP) and Families First in November There are nine good practice guidelines in total, each written as an explicit statement of outcome. The core set of guidelines aims to: promote quality outcomes for clients guide staff in service development enable quality improvement, evaluation and accountability develop consistent and high level of quality across services. 5

6 The Good Practice Guidelines for DoCS-Funded Services Manual forms the basis of the quality improvement component of the DoCS Performance Monitoring Framework, which provides a well-defined policy and procedural framework for monitoring expectations and outcomes for DoCS-funded services. HOW CHILDREN S SERVICES AND OUT-OF-HOME CARE WILL BE AFFECTED For children s services and out-of-home care (OOHC) the quality assurance approaches already in place will remain. This is through the Office of the Children s Guardian s accreditation process for OOHC and the regulation and licensing system for children s services. DoCS has commenced discussion with the Office of the Children s Guardian with a view to bringing the NSW OOHC Standards and the good practice guidelines into closer alignment. 6

7 I M P L E M E N T A T I O N THE CONTINUOUS QUALITY IMPROVEMENT CYCLE The good practice guidelines are to be implemented through a cycle of continuous quality improvement, using the DoCS quality self-assessment and quality workplan support tools. It is suggested that the cycle is completed annually and is aligned with the service s regular review schedule or reporting requirements. The continuous quality improvement cycle is illustrated in Figure 1. It involves four steps: Step 1: Self-assessment Step 2: Develop quality workplan Step 3: Implement quality workplan Step 4: Review quality workplan Step 1: Self-assessment Services assess their current practices against the good practice guidelines, using the quality self-assessment contained in part 2 of this manual. The quality self-assessment contains instructions for completion and a template for each of the nine guidelines to assist services to determine where are we now? and where do we want to be? in relation to the good practice guidelines. (Note: The self-assessment contains one section for each guideline, so the sections may be completed one at a time over a period of time, depending on which guideline/s the service prioritises for assessment.) Accompanying each template is a list of attributes of good practice, provided as a prompt to services to think about what constitutes good practice for each guideline. Following the attributes is a further list of service examples, providing concrete and practical examples that services may choose to draw on when describing their own practices. Directions for completing the self-assessment appear at the front of the quality self-assessment workbook. Step 2: Develop quality workplan Support tool: quality self-assessment workbook The findings from the self-assessment are used to develop a quality workplan to assist services to make improvements to their service, in line with the good practice guidelines. The quality workplan contained in part 3 of this manual features a priority grid and a workplan template to assist services to organise their goals into a plan of action. Directions for completing the quality workplan appear at the front of the workplan. Step 3: Implement quality workplan Support tool: quality workplan Services implement the quality workplan, using the stated strategies and timeframes. Services monitor the progress of implementation, to determine whether the goals are on track for achievement, or whether amendments need to be made to the workplan. Step 4: Review quality workplan Implementation of the quality workplan is reviewed by the organisation within 12 months of self-assessment. Actions still requiring completion are carried over to the next self-assessment 7

8 FIGURE 1: CONTINUOUS QUALITY IMPROVEMENT CYCLE - USING THE GOOD PRACTICE GUIDELINES SUPPORT TOOLS Self-assessment Services assess practices against good practice guidelines using quality self-assessment Review workplan Services review quality workplan. Actions requiring completion are carried over to the next self-assessment Develop workplan Services develop plan for service improvement using quality workplan Implement workplan Services implement quality workplan and monitor progress of implementation For DoCS-funded services: how the good practice guidelines relate to the DoCS Performance Monitoring Framework The good practice guidelines will feature as the quality component of the Service Agreement and it is proposed that the good practice guidelines be implemented within the sector incrementally over the next three years, with services having the option to implement them earlier than required. All Supported Accommodation Assistance Program (SAAP), Community Services Grants Program (CSGP), Early Intervention Program (EIP) and DoCS-funded Families First services will be encouraged to begin implementing the good practice guidelines within their service. DoCS-funded services will not be required to submit their quality self-assessment or quality workplan to DoCS for approval, unless DoCS disagrees with the service on the extent to which the guidelines are being implemented, or the service is selected for random audit through the Performance Monitoring Framework (PMF). In this case DoCS may ask to review the service s quality selfassessment and quality workplan. Areas within the good practice guidelines identified for improvement may be incorporated in more detail into the revised PMF performance improvement plan developed by DoCS in collaboration with the funded service. The revised performance improvement plan will then become part of the service s Service Agreement. Services funded under DoCS Early Intervention Program (EIP) will be required to use their best efforts to operate their service in a manner consistent with the good practice guidelines. EIP funded services will need to demonstrate by 2007/08 that their service operates in a manner that is consistent with the good practice guidelines or that they are implementing satisfactory steps to move toward consistency. 8

9 NAME OF ORGANISATION/SERVICE PART 1 The Good Practice Guidelines

10 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S OVERVIEW The nine good practice guidelines are grouped into three sections, with three guidelines in each section. The sections are: Section 1: Your organisation This section is about how your organisation may create an environment to support the achievement of its objectives. It describes the values and direction of the organisation, as well as systems and processes to carry out day-to-day activities. Section 2: Your activities This section is about the core activities your organisation was set up to deliver. They include the provision of services and/or programs for clients, participants or members (your organisation s key stakeholders). The good practice guidelines emphasise the importance of always placing the interests of your clients at the forefront of all your activities. In section 2 the guidelines are arranged to reflect the way the key stakeholders move through your service. The first guideline in this section, access, deals with the initial stage in which your key stakeholders access your service. The second guideline, services and program design, concerns issues of engaging them in service design. The third guideline, implementation, relates to the implementation of agreed plans. Service reviews form part of the design process. Section 3: Your relationships This section is about the broad range of relationships that your organisation may develop to increase the resources it requires to carry out its activities. A summary of the good practice guidelines and the key organisational areas covered by each, appears on the following page. On the pages after that, each guideline is presented in more detail, providing: a summary of what addressing each guideline involves key organisational areas covered by the guideline attributes of good practice associated with the guideline. A note on the attributes of good practice The attributes of good practice are provided as a prompt to organisations to think about what constitutes good practice for each guideline. They aim to promote reflection and discussion within an organisation and/or dialogue between the organisation and a reviewer from an external agency. The attributes are not a full list of what organisations need to do to demonstrate they meet the good practice guidelines. Organisations meeting a particular good practice guideline may not possess the same attributes of good practice listed for that guideline. Some of them may do more, or demonstrate they meet a guideline in a different way. The attributes will not be used as a checklist to assess performance. 10

11 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S GOOD PRACTICE GUIDELINES SUMMARY 1.1 Governance SECTION 1 Your organisation The governing entity defines clear goals and purposes for the organisation, develops strategies to achieve and monitor the organisation s goals and is accountable for all its activities. 1.2 Systems management There are effective management systems and strategies to ensure the organisation s goals are met. 1.3 Human resource management The organisation plans, develops and supports its workforce, both paid and voluntary, to ensure the effectiveness of its services. 2.1 Access SECTION 2 Your activities The organisation provides fair and equitable access to its services and programs, actively identifying and removing barriers for eligible clients from disadvantaged backgrounds. 2.2 Services and programs design The design and review of services and programs focus on positive outcomes for clients/participants. 2.3 Implementation Services and programs are delivered to achieve the best outcomes for clients/participants. 3.1 Community development SECTION 3 Your relationships The organisation works to build and sustain the community capacity and to foster constructive and respectful relationships among the members of the community. 3.2 Networks The organisation links and collaborates with other organisations to achieve best outcomes for individuals, organisations and communities. 3.3 Funding partnerships and contracts The organisation s funding partnerships and contractual arrangements provide resources for sustainable services and programs. 11

12 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S GOOD PRACTICE GUIDELINES SUMMARY TABLE WITH KEY ORGANISATIONAL AREAS SECTION 1 YOUR ORGANISATION SECTION 2 YOUR ACTIVITIES SECTION 3 YOUR RELATIONSHIPS Guideline 1.1 Governance The governing entity defines clear goals and purposes for the organisation, develops strategies to achieve and monitor the organisation and is accountable for all its activities. Key organisational areas: accountability strategic and business planning strategic risk management communication regulatory environment policy framework organisation structure. Guideline 2.1 Access The organisation provides fair and equitable access to its services and programs, actively identifying and removing barriers for eligible clients from disadvantaged backgrounds. Key organisational areas: equity of access entry, exit and re-entry referral information rights and responsibilities. Guideline 3.1 Community development The organisation works to build and sustain the community capacity and to foster constructive and respectful relationships among the members of the community. Key organisational areas: community and relationship autonomy participation system advocacy social resources. Guideline 1.2 Systems management There are effective management systems and strategies to ensure the organisation s goals are met. Key organisational areas: policy implementation leadership planning, evaluation and quality improvement information management administration systems financial management operational risk management facilities management. Guideline 2.2 Services and programs design The design and review of services and programs focus on positive outcomes for clients/participants. Key organisational areas: designing client focus, assessment review integration documentation exit and transition. Guideline 3.2 Networks The organisation links and collaborates with other organisations to achieve best outcomes for individuals, organisations and communities. Key organisational areas: forums industry development research and practice development collaboration. Guideline 1.3 Human resource management The organisation plans, develops and supports its workforce, both paid and voluntary, to ensure the effectiveness of its services. Key organisational areas: human resource planning personnel management orientation training and development occupational health and safety equal employment opportunity (EEO) and anti-discrimination. Guideline 2.3 Implementation Services and programs are delivered to achieve the best outcomes for clients/participants. Key organisational areas: service and program integration timeliness responsiveness reliability evidence base cultural sensitivity rights and preferences independence. Guideline 3.3 Funding partnerships and contracts The organisation s funding partnerships and contractual arrangements provide resources for sustainable services and programs. Key organisational areas: funding proposal funding partnership sustainability funding and partnership agreement role and contribution accountability and reporting contracts and brokerage. 12

13 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S SECTION 1 YOUR ORGANISATION Guideline 1.1 Governance The governing entity defines clear goals and purposes for your organisation, develops strategies to achieve and monitor the organisation s goals and is accountable for all its activities. This involves: providing leadership, direction and guidance for achieving the organisation s goals providing a positive organisational profile ensuring adequate resources for sustainable and effective services assessing and managing strategic risks setting the organisation s policies being accountable to stakeholders monitoring the achievements and activities of the organisation. Key organisational areas covered by governance include: accountability strategic and business planning strategic risk management communication regulatory environment policy framework organisation structure. Attributes of good practice governance Accountability There is a clear process of selection, orientation and training for the governing body/management committee, and its performance is regularly evaluated. The composition of the governing body/management committee reflects, as far as possible, the cultural diversity of the service area by having representation of people from diverse and disadvantaged backgrounds. The governing body/management committee is accountable to stakeholders by providing leadership for achieving your organisation s goals and building its profile. The roles of and relationship between the governing body/management committee and the Chief Executive Officer/manager are clearly defined. Strategic and business planning There are plans and strategies for realising your organisation s goals and potential, and they are regularly reviewed and monitored. 13

14 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Strategic risk management Major risks such as financial viability are identified and managed to ensure the long-term success of your organisation. Communication Your organisation s goals, plans and achievements are clearly communicated and understood by all stakeholders. Regulatory environment Your organisation complies with all relevant laws and regulations. Policy framework Policies, structures and processes are developed and monitored to support all aspects of organisation and service operations. Organisation structure Lines of authority and delegation of responsibility are clearly defined and communicated. Guideline 1.2 Systems management There are effective management systems and strategies to ensure the organisation s goals are met. This involves: service planning and evaluation continuous quality improvement data collection and management assessing and managing operational risks organising and maintaining equipment and facilities financial and administrative management. Key organisational areas covered by systems management include: policy implementation leadership planning, evaluation and quality improvement information management administration systems financial management operational risk management facilities management. 14

15 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Attributes of good practice systems management Policy implementation Your organisation has clear documented policies and procedures to deliver its services. Leadership The environment within your organisation facilitates communication, promotes teamwork and encourages staff at all levels to exercise leadership. Planning, evaluation and quality improvement Your organisation actively involves staff, clients/participants and stakeholders and responds to their input in the planning processes including community needs assessment, goal setting and activities planning. Your organisation conducts evaluations and uses the findings to modify and improve activities. Information management There is a systematic, ethical and secure way to collect, store and share information. Such information is used to review and develop the service of your organisation. Administration systems Administrative systems, policies and procedures operate efficiently to support the work of staff and volunteers and to enable your organisation to function effectively. Financial management There is a transparent financial management system that meets your organisation s information and compliance needs. Operational risk management Risks (e.g. finance, insurance, staffing issues) are systematically identified, assessed and managed. The risk management system enables your organisation to provide continuous, safe, responsive and efficient services. Facilities management The physical resources including equipment and facilities are well organised, maintained and managed. The facilities management system enables your organisation to provide safe, effective, accessible and comfortable services. 15

16 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Guideline 1.3 Human resource management The organisation plans, develops and supports its workforce, both paid and voluntary, to ensure the effectiveness of its services. This involves: human resource planning for meeting the organisation s goals timely and appropriate orientation supervision and training for staff and volunteers grievance procedures annual performance appraisal occupational health and safety issues. Key organisational areas covered by human resource management include: human resource planning personnel management orientation training and development occupational health and safety Equal Employment Opportunity (EEO) and anti-discrimination. Attributes of good practice human resource management Human resource planning Human resource needs are anticipated and barriers are addressed so that the existing and long-term goals of your organisation can be achieved. Your organisation recognises that value of cultural diversity as a human resource asset and employs a workforce that is reflective of the Indigenous, cultural and linguistic diversity within the broader community. All staff and volunteers have appropriate qualifications, skills, attitudes and experience to deliver quality services. Personnel management Staff are employed in accordance with industrial awards and standards. The structure and environment of your organisation promotes cooperative work practices and encourages staff and volunteers to take responsibility and initiative. Your organisation has systems to remedy situations where staff and/or volunteers have acted inappropriately or provided poor or unacceptable services. Personnel systems (e.g. annual appraisal, pay roll, acknowledgement of contribution) operate efficiently to support the work of staff and volunteers and to enable your organisation to function effectively. 16

17 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Orientation All staff and volunteers receive timely and appropriate orientation. Training and development All staff and volunteers receive supervision, support and training that assist them to contribute to the goals of your organisation. Occupational health and safety Workplace health and safety issues are identified and addressed to reduce illness and injury. Equal Employment Opportunity (EEO) and anti-discrimination Your organisation has in place EEO plans, policies and practices to ensure that the workplace is free from all forms of unlawful discrimination and harassment. Your organisation has in place affirmative measures to assist EEO groups (including women, Aboriginal and Torres Strait Islander peoples, members of racial, ethnic and ethno-religious minority groups, and people with a disability) to overcome past and present disadvantage. 17

18 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S SECTION 2 Guideline 2.1 YOUR ACTIVITIES Access The organisation provides fair and equitable access to its services and programs, actively identifying and removing barriers for eligible clients from disadvantaged backgrounds. This involves: addressing community needs removing barriers to access having support services in place to facilitate access having a transparent and equitable entry process providing information about community services and resources having effective referral process informing key stakeholders of their rights and responsibilities. Key organisational areas covered by access include: equity of access entry, exit and re-entry referral information rights and responsibilities. Attributes of good practice access Equity of access Your organisation facilitates people s access to services and programs based on access criteria and available resources. Your organisation seeks to address needs as identified through methods such as comparing current client/participant profiles with the local demography. Your organisation uses demographic data to understand the diverse cultural profile of the community, such as the Indigenous, cultural and linguistic diversity, and applies this knowledge in service planning. Your organisation seeks to identify and address barriers that may inhibit access including cost, operating times, physical layout and service location. Your organisation respects individual differences and seeks to provide services that are accessible to our diverse population including people from religiously, culturally and linguistically diverse backgrounds, Indigenous backgrounds and people with specific sexual preferences. Your organisation supports and facilitates clients/participants access to your services by having support services in place such as childcare and transport services. Your organisation facilitates clients access to advocates. The eligibility criteria and entry processes ensure that people within the target group have access to your service without discrimination. 18

19 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Entry, exit and re-entry Eligibility criteria and entry process are communicated clearly and understood by clients/participants, staff, volunteers and relevant agencies. The entry process is conducted by experienced and qualified staff and/or volunteers. The entry process ensures that assessment is conducted to prevent blanket exclusions. The response time to requests for services is appropriate to the level of need and risk. Referral Your organisation has effective referral processes. Your organisation has systems in place to facilitate clients/participants access to a range of services available in the community. Information People who are ineligible or who are refused service are offered an explanation of the basis for refusal, and they are provided with information to connect them with suitable services. Rights and responsibilities Clients/participants understand their rights and responsibilities, including complaint and appeal procedures. Complaint and appeal procedures are implemented promptly and fairly. Guideline 2.2 Services and programs design The design and review of services and programs focus on positive outcomes for clients/ participants. This involves: providing assessments reviewing service effectiveness providing coordinated services and programs documenting and monitoring records involving key stakeholders planning for service exit and follow up. Key organisational areas covered by services and programs design include: designing client focus, assessment review integration documentation exit and transition. 19

20 P A R T 1 : T H E G O O D P R A C T I C E G U I D E L I N E S Attributes of good practice services and programs design Designing Clients/participants are encouraged to participate in the design of services and programs that affect them. Client Focus, assessment Your organisation works with clients/participants to define their needs, articulate the desired outcome and negotiate a suitable service response. Your organisation identifies the cultural, linguistic and Indigenous diversity within the target group and designs services that are responsive to this diversity. Review Your organisation works with clients/participants to review the effectiveness of services and respond to their concerns. Your organisation uses evidence on the outcomes for clients/participants to improve existing services. Integration Services and programs are designed to meet the needs of clients/participants in an integrated manner. Your organisation consults with culturally diverse and Indigenous groups as part of program design. Documentation Your organisation has identified the data requirements concerning clients/participants so that they can be used as evidence for service improvement. There is a system to capture this data. Exit and transition There is joint planning with clients/participants for exit or transition from the service and access to ongoing support if needed. Guideline 2.3 Implementation Services and programs are delivered to achieve the best outcomes for clients/participants. This involves: applying relevant service specific-standards, where applicable being reflective of services and programs provided respecting clients/participants including their rights, preferences and circumstances. Key organisational areas covered by implementation include: service and program integration timeliness responsiveness 20

Human Services Quality Framework. User Guide

Human Services Quality Framework. User Guide Human Services Quality Framework User Guide Purpose The purpose of the user guide is to assist in interpreting and applying the Human Services Quality Standards and associated indicators across all service

More information

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013

National Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-

More information

National Standards for Disability Services Indicators of Practice and Examples of Evidence for NDAP agencies

National Standards for Disability Services Indicators of Practice and Examples of Evidence for NDAP agencies National Standards for Disability Services Indicators of Practice and Examples of Evidence for NDAP agencies Standard Indicator of Practice Examples of Evidence for NDAP agencies Standard 1: Rights The

More information

NATIONAL STANDARDS FOR DISABILITY SERVICES

NATIONAL STANDARDS FOR DISABILITY SERVICES NATIONAL STANDARDS FOR DISABILITY SERVICES Full version web accessible FOR MORE INFORMATION CONTACT - QualityAssurance@dss.gov.au NATIONAL STANDARDS FOR DISABILITY SERVICES Copyright statement All material

More information

Standard 1. Governance for Safety and Quality in Health Service Organisations. Safety and Quality Improvement Guide

Standard 1. Governance for Safety and Quality in Health Service Organisations. Safety and Quality Improvement Guide Standard 1 Governance for Safety and Quality in Health Service Organisations Safety and Quality Improvement Guide 1 1 1October 1 2012 ISBN: Print: 978-1-921983-27-6 Electronic: 978-1-921983-28-3 Suggested

More information

Workforce Diversity Plan 2009-2011

Workforce Diversity Plan 2009-2011 Workforce Diversity Plan 2009-2011 The Department of Education and Training (the department) is committed to diversity and inclusion in providing high quality education and training services to our students

More information

Australian ssociation

Australian ssociation Australian ssociation Practice Standards for Social Workers: Achieving Outcomes of Social Workers Australian Association of Social Workers September 2003 Contents Page Introduction... 3 Format of the Standards...

More information

The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people

The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people The National Health Plan for Young Australians An action plan to protect and promote the health of children and young people Copyright 1997 ISBN 0 642 27200 X This work is copyright. It may be reproduced

More information

DRAFT. Workforce Diversity Plan. Our priorities Attract and recruit a diverse workforce

DRAFT. Workforce Diversity Plan. Our priorities Attract and recruit a diverse workforce DRAFT Workforce Diversity Plan 2012-2017 Workforce diversity is about respecting and valuing the differing backgrounds, skills and experiences we all bring to the workplace. It also involves recognising

More information

POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS

POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS POSITION DESCRIPTION, PERFORMANCE MEASURES AND TARGETS Attachment 1 Position Title: Programs & Client Relations Manager Responsible to: Chief Executive Officer Responsibility: Programs Management and Client

More information

Human Services Quality Framework. Measuring quality, improving services. Version 3.0

Human Services Quality Framework. Measuring quality, improving services. Version 3.0 Human Services Quality Framework Measuring quality, improving services Version 3.0 Table of Contents Introduction... 3 Human Services Quality Standards... 4 Resources and tools... 6 Demonstrating compliance

More information

DRAFT. Strategic Human Resources Plan. Our priorities 2012-2017. Students and communities at the centre of what we do.

DRAFT. Strategic Human Resources Plan. Our priorities 2012-2017. Students and communities at the centre of what we do. DRAFT Strategic Human Resources Plan 2012-2017 Students and communities at the centre of what we do World class education and training and strong, sustainable communities are what students and communities

More information

Department of Communities Child Safety and Disability Services. Human Services Quality Standards. Great state. Great opportunity.

Department of Communities Child Safety and Disability Services. Human Services Quality Standards. Great state. Great opportunity. Department of Communities Child Safety and Disability Services Human Services Quality Standards Great state. Great opportunity. a Human Services Quality Standards Overview The Human Services Quality Framework

More information

Department of Human Services Standards

Department of Human Services Standards Department of Human Services Standards Department of Human Service Standards June 2011 Department of Human Services Standards If you would like to receive this publication in an accessible format, please

More information

Sector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218

Sector Development Ageing, Disability and Home Care Department of Family and Community Services (02) 8270 2218 Copyright in the material is owned by the State of New South Wales. Apart from any use as permitted under the Copyright Act 1968 and/or as explicitly permitted below, all other rights are reserved. You

More information

NSW ADVOCACY PROGRAM GUIDELINES (Disability)

NSW ADVOCACY PROGRAM GUIDELINES (Disability) NSW ADVOCACY PROGRAM GUIDELINES (Disability) Version 1.0 Prevention and Pathways Directorate Ageing, Disability and Home Care, Department of Family & Community Services October 2010 Document approval The

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

THE NATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT

THE NATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT THE NATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT Contents Introduction...3 The National Standards Aims and Principles...4 Using the National Standards...5 Standards Overview...6 STANDARD 1: LEADERSHIP

More information

THE NATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT

THE NATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT THE NATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT Volunteering Australia, 2015 April 2015 VOLUNTEERING AUSTRALIA Level 2, 202 City Walk Canberra ACT 2601 T: 02 6251 4060 E: marketing@volunteeringaustralia.org

More information

Quality Assessment Framework Core Service Objectives

Quality Assessment Framework Core Service Objectives Quality Assessment Framework Core Service Objectives NIHE Supporting People Contents C1.1 Assessment and Support Planning...3 C1.2 Security, Health and Safety..11 C1.3 Safeguarding and Protection from

More information

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards... LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15

More information

MANAGEMENT PLAN. Equal Employment Opportunity & Workforce Diversity

MANAGEMENT PLAN. Equal Employment Opportunity & Workforce Diversity MANAGEMENT PLAN Equal Employment Opportunity & Workforce Diversity Final Version: 1.0 Identifier CCS 5.1.7 Policy Section: HR Management Date Adopted: 8 November 2012 Review Date: November 2015 Author:

More information

General Guidance on the National Standards for Safer Better Healthcare

General Guidance on the National Standards for Safer Better Healthcare General Guidance on the National Standards for Safer Better Healthcare September 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous

More information

National Standards for Safer Better Healthcare

National Standards for Safer Better Healthcare National Standards for Safer Better Healthcare June 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous improvement in Ireland

More information

Guide to Developing a Quality Improvement Plan

Guide to Developing a Quality Improvement Plan 4 Guide to Developing a Quality Improvement Plan September 2013 Copyright The details of the relevant licence conditions are available on the Creative Commons website (accessible using the links provided)

More information

Funded Peak Activities

Funded Peak Activities Funded Peak Activities Triennial Service Plan Guidelines Version 2.0 Sector Development Directorate Ageing, Disability and Home Care Department of Family and Community Services NSW July 2012 Final Document

More information

Human Resource Change Management Plan

Human Resource Change Management Plan Structural Reform in Western Australian Local Governments Human Resource Change Management Plan A resource for the progression of your workforce through the structural reform process Contents Human Resource

More information

Education and Early Childhood Development Legislation Reform

Education and Early Childhood Development Legislation Reform Education and Early Childhood Development Legislation Reform Discussion Paper No 3 General Provisions for Education and Early Childhood Development Discussion Paper No 3 State of South Australia, 2008.

More information

Submission on the draft National Primary Health Care Strategic Framework October 2012

Submission on the draft National Primary Health Care Strategic Framework October 2012 Submission on the draft National Primary Health Care Strategic Framework October 2012 Council of Social Service of NSW (NCOSS) 66 Albion Street, Surry Hills 2010 Ph: 02 9211 2599 Fax: 9281 1968 email:

More information

MULTICULTURAL PLAN MULTICULTURAL POLICIES AND SERVICES PROGRAM

MULTICULTURAL PLAN MULTICULTURAL POLICIES AND SERVICES PROGRAM MULTICULTURAL PLAN 2012 2015 MULTICULTURAL POLICIES AND SERVICES PROGRAM INTRODUCTION The NSW Department of Education and Communities Multicultural Plan 2012-2015 (Multicultural Plan) is the Department

More information

Code of Practice. rto.code.of.practice.v4.09 Page 1

Code of Practice. rto.code.of.practice.v4.09 Page 1 Code of Practice As a Registered Training Organisation, Berendale School RTO has agreed to operate within the Principles and Standards of the Australian Quality Training Framework (AQTF). This includes

More information

Social impact assessment. Guideline to preparing a social impact management plan

Social impact assessment. Guideline to preparing a social impact management plan Social impact assessment Guideline to preparing a social impact management plan September 2010 Looking forward. Delivering now. The Department of Infrastructure and Planning leads a coordinated Queensland

More information

Diversity and Inclusion Strategy

Diversity and Inclusion Strategy Diversity and Inclusion Strategy 2016-2019 Diversity and inclusion is about respecting and valuing the different backgrounds, skills and experiences we all bring to NSW SES to support our broader collective

More information

Quality review guidelines

Quality review guidelines Quality review guidelines November 2015 HDB-ACC-0026 v14.0 ISSN 2205-6653 (Online) Enquiries: Director, Quality and Standards Australian Aged Care Quality Agency PO Box 773 Parramatta NSW 2124 AUSTRALIA

More information

POSITION DESCRIPTION Northern Services Coordinator

POSITION DESCRIPTION Northern Services Coordinator 1 Job Title: Responsible To: Operations Manager, Community Programs Responsible For: Purpose Vision Values Position Purpose: Key Challenges Key Result Areas Industrial Instrument Location The development,

More information

Release: 1. CHCCM703A Apply effective case management practice

Release: 1. CHCCM703A Apply effective case management practice Release: 1 CHCCM703A Apply effective case management practice CHCCM703A Apply effective case management practice Modification History Not Applicable Unit Descriptor Descriptor This unit describes the knowledge

More information

Australian Medical Council Limited. Standards for Assessment and Accreditation of Primary Medical Programs by the Australian Medical Council 2012

Australian Medical Council Limited. Standards for Assessment and Accreditation of Primary Medical Programs by the Australian Medical Council 2012 Australian Medical Council Limited Standards for Assessment and Accreditation of Primary Medical Programs by the Australian Medical Council 2012 Medical School Accreditation Committee December 2012 December

More information

Job Description Community Support Services Specialist Intervention Services Consultant Speech Pathologist

Job Description Community Support Services Specialist Intervention Services Consultant Speech Pathologist POSITION: DIVISION: PROGRAM: REPORTS TO: Manager ISSUE DATE: March 2014 Our Purpose: To enhance the lives of people with a disability Our Vision: Choice, Inclusion, Achievement Our Core Values: We put

More information

POSITION DESCRIPTION. Classification: Job and Person Specification Approval JOB SPECIFICATION

POSITION DESCRIPTION. Classification: Job and Person Specification Approval JOB SPECIFICATION POSITION DESCRIPTION POSITION DETAILS Position Title: Central Adelaide Director of Psychology Classification: Administrative Unit: Allied Health Term: Type of Appointment: Ongoing Date Created: November

More information

Consultation Paper: Standards for Effectively Managing Mental Health Complaints

Consultation Paper: Standards for Effectively Managing Mental Health Complaints What is the purpose of this paper? The purpose of this paper is to encourage discussion and feedback from people who access, or work in, Western Australia s mental health sector. The paper proposes a draft

More information

Queensland Government Human Services Quality Framework. Quality Pathway Kit for Service Providers

Queensland Government Human Services Quality Framework. Quality Pathway Kit for Service Providers Queensland Government Human Services Quality Framework Quality Pathway Kit for Service Providers July 2015 Introduction The Human Services Quality Framework (HSQF) The Human Services Quality Framework

More information

Position Description

Position Description Position Description Wesley Disability Services Quality Risk & Compliance Specialist Agreement Signed Quality Risk and Compliance Specialist Signed Executive Manager, Wesley Disability Services Date Date

More information

STRATEGIC PLAN 2014-2017 PROMOTING AFFORDABLE HOUSING AND WORKING TOWARDS THE ELIMINATION OF HOMELESSNESS IN WESTERN AUSTRALIA

STRATEGIC PLAN 2014-2017 PROMOTING AFFORDABLE HOUSING AND WORKING TOWARDS THE ELIMINATION OF HOMELESSNESS IN WESTERN AUSTRALIA STRATEGIC PLAN 2014-2017 PROMOTING AFFORDABLE HOUSING AND WORKING TOWARDS THE ELIMINATION OF HOMELESSNESS IN WESTERN AUSTRALIA Contents Foreword... 1 Shelter WA... 2 Strategic Priorities... 5 Policy Advice...

More information

CARER RECOGNITION ACT 2010 GUIDELINES. A guide for Australian Public Service Agencies for the implementation of the Carer Recognition Act 2010

CARER RECOGNITION ACT 2010 GUIDELINES. A guide for Australian Public Service Agencies for the implementation of the Carer Recognition Act 2010 CARER RECOGNITION ACT 2010 GUIDELINES A guide for Australian Public Service Agencies for the implementation of the Carer Recognition Act 2010 Table of Contents Introduction... 2 1. Background... 2 1.1.

More information

Foreword. Closing the Gap in Indigenous Health Outcomes. Indigenous Early Childhood Development. Indigenous Economic Participation.

Foreword. Closing the Gap in Indigenous Health Outcomes. Indigenous Early Childhood Development. Indigenous Economic Participation. National Aboriginal and Torres Strait Islander Health Workforce Strategic Framework 2011 2015 Prepared for The Australian Health Ministers Advisory Council by the Aboriginal and Torres Strait Islander

More information

Equalities and Diversity Policy

Equalities and Diversity Policy Equalities and Diversity Policy 1 Equalities and Diversity Policy Woodard Academies Trust 1. Purpose Woodard Academies Trust is committed to promoting equality and diversity and promoting a culture that

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

Developing a consumer and community engagement strategy: a toolkit for Hospital and Health Services

Developing a consumer and community engagement strategy: a toolkit for Hospital and Health Services Developing a consumer and community engagement strategy: a toolkit for Hospital and Health Services Health Consumers Queensland...your voice in health Developing a consumer and community engagement strategy:

More information

Psychosocial Rehabilitation Support Services Standards

Psychosocial Rehabilitation Support Services Standards recovery. choice. hope. meaning. goals. abilities. identity. Psychosocial Rehabilitation Support Services Standards quality of life. life journey. achievement. support. belonging. Government of South Australia

More information

We believe that everyone has some passion, skill or talent that can make a difference to his or her lives and the lives of others.

We believe that everyone has some passion, skill or talent that can make a difference to his or her lives and the lives of others. 1. Vision Volunteering is at the heart of defining Scotland, its people and places and our Volunteer Landscape in all its diversity helps shape a positive, healthy, fair and learning society at home and

More information

Team Leader, Ingleburn Child and Family

Team Leader, Ingleburn Child and Family Position Description Position: Program: Location: Responsible To: Key Relationships: Terms & Conditions: Caseworker Child and Family Ingleburn Team Leader, Ingleburn Child and Family Children and families

More information

THE PSYCHOLOGICAL SOCIETY OF IRELAND CUMANN SÍCEOLAITHE ÉIREANN ACCREDITATION CRITERIA FOR POSTGRADUATE PROFESSIONAL TRAINING

THE PSYCHOLOGICAL SOCIETY OF IRELAND CUMANN SÍCEOLAITHE ÉIREANN ACCREDITATION CRITERIA FOR POSTGRADUATE PROFESSIONAL TRAINING THE PSYCHOLOGICAL SOCIETY OF IRELAND CUMANN SÍCEOLAITHE ÉIREANN ACCREDITATION CRITERIA FOR POSTGRADUATE PROFESSIONAL TRAINING IN EDUCATIONAL PSYCHOLOGY DATE: 22 ND FEBRUARY 2010 Date for review: February

More information

Equality and diversity strategy

Equality and diversity strategy Equality and diversity strategy YJB 2008 refreshed January 2013 www.yjb.gsi.gov.uk 1 Contents Foreword 3 About the Youth Justice Board 4 Introduction 6 Definitions 7 Our statement of commitment to equality

More information

SELECTION PANEL PROCEDURES FOR SCHOOL TEACHERS 2013

SELECTION PANEL PROCEDURES FOR SCHOOL TEACHERS 2013 SELECTION PANEL PROCEDURES FOR SCHOOL TEACHERS 2013 Selection Panel Procedures for School Teachers 2013, which is located on the Department s website at http://www.teach.nsw.edu.au/documents/sel_panelproc.pdf,

More information

Aboriginal and Torres Strait Islander Career Development and Employment Strategy

Aboriginal and Torres Strait Islander Career Development and Employment Strategy Aboriginal and Torres Strait Islander Career Development and Employment Strategy September 2006 Revised November 2011 Revised June 2013 Revised June 2015 University of Southern Queensland Aboriginal and

More information

Comparison table showing 2015 accreditation standards for specialist medical programs and professional development programs against the 2010 standards

Comparison table showing 2015 accreditation standards for specialist medical programs and professional development programs against the 2010 standards Comparison table showing 2015 accreditation standards for specialist medical programs and professional development programs against the 2010 standards Medical Programs and Professional Development Programs

More information

National Standards for Mental Health Services

National Standards for Mental Health Services National Standards for Mental Health Services 2010 Contents Foreword 2 Standard 1. Rights and responsibilities 7 Standard 2. Safety 9 Standard 3. Consumer and carer participation 11 Standard 4. Diversity

More information

Submission to the NSW Ministry of Health on the discussion paper: Towards an Aboriginal Health Plan for NSW

Submission to the NSW Ministry of Health on the discussion paper: Towards an Aboriginal Health Plan for NSW Submission to the NSW Ministry of Health on the discussion paper: Towards an Aboriginal Health Plan for NSW June 2012 Council of Social Service of NSW (NCOSS) 66 Albion Street, Surry Hills 2010 Ph: 02

More information

Performance audit report. Ministry of Education: Monitoring and supporting school boards of trustees

Performance audit report. Ministry of Education: Monitoring and supporting school boards of trustees Performance audit report Ministry of Education: Monitoring and supporting school boards of trustees Office of the Auditor-General Private Box 3928, Wellington 6140 Telephone: (04) 917 1500 Facsimile: (04)

More information

APES 320 Quality Control for Firms

APES 320 Quality Control for Firms APES 320 Quality Control for Firms APES 320 Quality Control for Firms is based on International Standard on Quality Control (ISQC 1) (as published in the Handbook of International Auditing, Assurance,

More information

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW

GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW GOVERNMENT RESPONSE TO THE CHILD INTERVENTION SYSTEM REVIEW October 2010 Closing the Gap Between Vision and Reality: Strengthening Accountability, Adaptability and Continuous Improvement in Alberta s Child

More information

RTO Policy 1: Access and Equity

RTO Policy 1: Access and Equity RTO Policy 1: Access and Equity 2 RTO POLICY 1: ACCESS AND EQUITY OWNERSHIP This policy is the responsibility of CPA Australia s Registered Training Organisation () working group ( Working Group). Scope

More information

Diversity Matters Cultural Diversity Framework

Diversity Matters Cultural Diversity Framework Diversity Matters Cultural Diversity Framework 2014 2017 December 2010 October 2012 Message from the Secretary Our commitment to people from culturally and linguistically diverse communities At Family

More information

Code of Practice Revised Edition 2014

Code of Practice Revised Edition 2014 Code of Practice Revised Edition 2014 A CODE OF PRACTICE FOR ADVOCATES 1 Contents Page 1. Introduction... 3 2. The Advocacy Charter... 5 3. The Code of Practice... 7 4. References... 19 A CODE OF PRACTICE

More information

Looking After Children framework for children and young people living in out-of-home care arrangements. A guide for disability service providers

Looking After Children framework for children and young people living in out-of-home care arrangements. A guide for disability service providers Looking After Children framework for children and young people living in out-of-home care arrangements A guide for disability service providers If you would like to receive this publication in an accessible

More information

Position Description NDCO Team Leader

Position Description NDCO Team Leader Position Description NDCO Team Leader The Inner Melbourne VET Cluster (IMVC) is a not-for-profit incorporated association established in 1998. Throughout its history, the IMVC has been at the forefront

More information

Attraction and Retention Series A focus on people and business. Flexible work practices: Assessment proformas Resource document 5

Attraction and Retention Series A focus on people and business. Flexible work practices: Assessment proformas Resource document 5 Attraction and Retention Series A focus on people and business Flexible work practices: Assessment proformas Resource document 5 Issue 1 February 2009 Initial Checklist CREATING FLEXIBLE WORKPLACES Please

More information

YMCA Portland Board Recruitment Kit

YMCA Portland Board Recruitment Kit YMCA Portland Board Recruitment Kit Introduction Thank you for your interest in being an honorary board member of YMCA Portland. Volunteering has been an integral part of the organisation since its beginning

More information

Business Plan

Business Plan 2015-2016 Business Plan Message from the Chief Ombudsman we have modified and improved the original proposals to ensure they work more effectively for both applicants and FSPs. We have retained a strong

More information

DEVELOPMENT OF A CONSUMER ENGAGEMENT STATEMENT FOR THE COMMISSION

DEVELOPMENT OF A CONSUMER ENGAGEMENT STATEMENT FOR THE COMMISSION DEVELOPMENT OF A CONSUMER ENGAGEMENT STATEMENT FOR THE COMMISSION Consultation Report November 2008 Consumer Engagement Strategy: Consultation Report 1 Table of contents Glossary...3 Executive summary...

More information

PRO-NET 2000. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2002

PRO-NET 2000. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2002 Professional Development Coordinator Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators

More information

Home and Community Care Aboriginal and Torres Strait Islander Service Development Plan 2009 12

Home and Community Care Aboriginal and Torres Strait Islander Service Development Plan 2009 12 Home and Community Care Aboriginal and Torres Strait Islander Service Development Plan 2009 12 Contents Setting the scene...3 Aims...3 Key issues from statewide consultation...4 Priority areas, outcomes

More information

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)

More information

South Australian Women s Health Policy

South Australian Women s Health Policy South Australian Women s Health Policy 1 2 South Australian Women s Health Policy To order copies of this publication, please contact: Department of Health PO Box 287 Rundle Mall Adelaide SA 5000 Telephone:

More information

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION Under the direction of the Executive Dean of Institutional Effectiveness,

More information

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA.

OUR WORKPLACE DIVERSITY PROGRAM. Diversity is important to AFSA. OUR WORKPLACE DIVERSITY PROGRAM Diversity is important to AFSA. 2014 2017 OUR WORKPLACE DIVERSITY PROGRAM PAGE 1 OF 9 What is diversity? The concept of diversity encompasses acceptance and respect. It

More information

Service Standards for Non-Government Providers of Community Mental Health Services. Department of Health Government of Western Australia

Service Standards for Non-Government Providers of Community Mental Health Services. Department of Health Government of Western Australia Service Standards for Non-Government Providers of Community Mental Health Services Department of Health Government of Western Australia Office of Mental Health Contents Introduction to the Standards 1

More information

Standards for Advanced Programs in Educational Leadership

Standards for Advanced Programs in Educational Leadership Standards for Advanced Programs in Educational Leadership for Principals, Superintendents, Curriculum Directors, and Supervisors NATIONAL POLICY BOARD FOR EDUCATIONAL ADMINISTRATION Published January,

More information

Northeast Behavioral Health Partnership, LLC. Cultural Competency Program Description and Annual Plan

Northeast Behavioral Health Partnership, LLC. Cultural Competency Program Description and Annual Plan Cultural Competency Program Description and Annual Plan July 1, 2010 through June 30, 2011 Table of Contents Mission Statement... 1 Cultural Competency Program Description Introduction... 2 What is Cultural

More information

SERVICE SPECIFICATION

SERVICE SPECIFICATION SERVICE SPECIFICATION Provision of a Service for Young Carers Wokingham Borough Council OFFICIAL - SENSITIVE Page 1 1. Introduction This is the service specification for the provision of a Young Carers

More information

COURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management

COURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management COURSE INFORMATION BSB61015 Advanced Diploma of Leadership and Management What is the Australian Qualifications Framework? The Australian Qualifications Framework (AQF) establishes the quality of Australian

More information

Human Resources Pillar

Human Resources Pillar Human Resources Pillar Policy No. 5.0 Date Approved: Dec. 2012 Projected Review Date: Dec. 2016 PURPOSE: Hamilton-Wentworth District School Board (HWDSB) believes that attracting, recruiting and retaining

More information

Workplace Diversity Program 2006-2010

Workplace Diversity Program 2006-2010 Workplace Diversity Program 2006-2010 Version 1.0: November 2007 CASADOC 255 Copyright Australian Government 2007 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no

More information

Wiltshire Council Human Resources. Improving Work Performance Policy and Procedure

Wiltshire Council Human Resources. Improving Work Performance Policy and Procedure Wiltshire Council Human Resources Improving Work Performance Policy and Procedure This policy can be made available in other languages and formats such as large print and audio on request. What is it?

More information

NATIONAL PARTNERSHIP AGREEMENT ON EARLY CHILDHOOD EDUCATION

NATIONAL PARTNERSHIP AGREEMENT ON EARLY CHILDHOOD EDUCATION NATIONAL PARTNERSHIP AGREEMENT ON EARLY CHILDHOOD EDUCATION Council of Australian Governments An agreement between the Commonwealth of Australia and the States and Territories, being: the State of New

More information

A national framework for the development of decision-making tools for nursing and midwifery practice

A national framework for the development of decision-making tools for nursing and midwifery practice A national framework for the development of decision-making tools for nursing and midwifery practice Introduction The Nursing and Midwifery Board of Australia The Nursing and Midwifery Board of Australia

More information

SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING POSITION DESCRIPTION. Deputy Director-General TAFE and Community Education

SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING POSITION DESCRIPTION. Deputy Director-General TAFE and Community Education SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING POSITION DESCRIPTION POSITION DETAILS POSITION TITLE: REPORTS TO: LOCATION: Director, TAFE NSW - South Western Sydney Institute Deputy

More information

Grievance Policy and Procedure

Grievance Policy and Procedure Grievance Policy and Procedure Page 1 Grievance Policy and Procedure Policy ref no: HR012-14 Author (inc job Judith Champion, Senior HR Business Partner title) Date Approved May 2014 Approved by Quality

More information

Procurement Capability Standards

Procurement Capability Standards IPAA PROFESSIONAL CAPABILITIES PROJECT Procurement Capability Standards Definition Professional Role Procurement is the process of acquiring goods and/or services. It can include: identifying a procurement

More information

National Occupational Standards. National Occupational Standards for Youth Work

National Occupational Standards. National Occupational Standards for Youth Work National Occupational Standards National Occupational Standards for Youth Work Contents Introduction 5 Section 1 S1.1.1 Enable young people to use their learning to enhance their future development 6 S1.1.2

More information

Health and Community Services Industry Workforce Action Plan 2010-2014

Health and Community Services Industry Workforce Action Plan 2010-2014 Health and Community Services Industry Workforce Action Plan 2010-2014 Together, supporting South Australians health and wellbeing through a skilled and innovative health and community services workforce.

More information

POSITION DESCRIPTION. Social, Community, Home Care & Disability Services Industry Award 2010

POSITION DESCRIPTION. Social, Community, Home Care & Disability Services Industry Award 2010 Role title: Team Leader Support Services Mallee POSITION DESCRIPTION Program: Employment Agreement: Classification level/salary range: Hours of Work: Tenure: Location: Reports To: Homeless Services Social,

More information

Strategic Guidance for Community Planning Partnerships: Community Learning and Development

Strategic Guidance for Community Planning Partnerships: Community Learning and Development Strategic Guidance for Community Planning Partnerships: Community Learning and Development COMMUNITY LEARNING AND DEVELOPMENT: STRATEGIC GUIDANCE FOR COMMUNITY PLANNING PARTNERSHIPS EXECUTIVE SUMMARY This

More information

Policies and Associated Legislation

Policies and Associated Legislation Abuse and Neglect Anti-Discrimination Act 1977 Children and Young Persons (Care and Protection) Act 1998 Commission for Children and Young People Act 1998 Crimes Act 1900 Disability Discrimination Act

More information

Registered and Accredited Individual Non-government Schools (NSW) Manual

Registered and Accredited Individual Non-government Schools (NSW) Manual Registered and Accredited Individual Non-government Schools (NSW) Manual October 2014 (incorporating changes from 2004 to 2014) Please note: Amendments to the Manual are noted, as they take effect, in

More information

NSW SENIOR EXECUTIVE SERVICE

NSW SENIOR EXECUTIVE SERVICE NSW SENIOR EXECUTIVE SERVICE NSW DEPARTMENT OF EDUCATION AND TRAINING Position Description POSITION DETAILS Position Title: Reports to: Location: Directorate: Chief Financial Officer Deputy Director-General,

More information

AUSTRALIAN PROFESSIONAL STANDARDS FOR TEACHERS I L C O U N C

AUSTRALIAN PROFESSIONAL STANDARDS FOR TEACHERS I L C O U N C AUSTRALIAN PROFESSIONAL STANDARDS FOR TEACHERS QUALITY TEACHING I L C O U N C Contents Introduction 2 Organisation of the Australian Professional Standards for Teachers 4 Professional Knowledge 8 Professional

More information

CSP Core Services Summary 2015-16

CSP Core Services Summary 2015-16 CSP Core Services Summary 2015-16 Sport England invests Core Funding into County Sports Partnerships (CSPs) to provide a consistent set of services for National Governing Bodies and for Sport England.

More information

ACT Auditor-General s Office. Performance Audit Report

ACT Auditor-General s Office. Performance Audit Report ACT Auditor-General s Office Performance Audit Report Care and Protection System REPORT NO. 01/2013 Community Services Directorate Public Advocate Human Rights Commission (Justice and Community Safety

More information

Human Rights Act Inquiry

Human Rights Act Inquiry Juliana Foxlee Apunipima Cape York Health Council PO BOX 12045 Westcourt QLD 4870 The Research Director Legal Affairs and Community Safety Committee Parliament House Brisbane QLD 4000 Human Rights Act

More information