Corporate Governance Policy and Procedure

Purpose

Corporate governance is a performance driver of our company. Governance refers to the rules, relationships, systems, and processes by which an enterprise is directed, controlled, and held accountable and through which authority is exercised and maintained.

The NurseCare Australia is committed to providing a high-quality service to client and maintaining business practices that demonstrate high standards of corporate governance. The purpose

of this policy is to:

• ensure the organisation’s business operates following legal, regulatory and company standards.

• establish a framework for corporate governance that promotes transparency and safeguards against individual unethical or unlawful practice.

• outline control measures that govern the internal and external actions of managers, staff, contractors, or any person conducting business with NurseCare Australia.

Scope

Principal accountability and approaches to corporate governance include:

• fulfilling our duty to all NurseCare Australia ‘s stakeholders, including client, clients’ representatives, advocates, staff, contractors, and any person conducting business with our

organisation

• providing services of value to our clients
• providing meaningful employment for our care staff
• supporting the health and welfare of care staff, including mental health

• contributing to the welfare of the community.

Company details

NurseCare Australia business details

Insurance

Purpose

NurseCare Australia is actively working to identify, address and monitor potential risks to promote a

safe environment for clients, staff, and visitors and to maintain adequate and viable business operations to:

•  support effective decision-making that is guided by our mission and vision

•  ensure a consistent and effective approach to risk management

•  formalise our commitment to the principles of risk management and incorporate these into all areas of the business

•  foster and encourage a risk-aware culture, where risk management is understood to be a positive attribute of decision-making rather than a corrective measure

•  manage health orders and implement relevant organisational strategies

•  align the planning, quality and risk management systems and integration into all areas of our operations

•  implement robust corporate governance practices to manage risk while allowing innovation and development.

Scope

Risk management is built into all areas of our operations, including service delivery and corporate governance. Risk management is the responsibility of all staff members and all areas of the organisation. It is the responsibility of the Director to carry out risk management analyses for the organisation and take appropriate measures.

Policy

NurseCare Australia recognises the importance of managing risk and ensuring that all stakeholders know their role in identifying, analysing, evaluating, treating, monitoring, and communicating risk in a systematic risk management approach. NurseCare Australia understands the organisation may be at risk when:

•  a well-functioning governance structure is not in place

•  management plans, policies and processes are inadequate

•  staff member roles and responsibilities are unclear

•  clients are not required to sign consent forms or waivers

•  staff practices do not meet client and health standards

•  client input into governance and practices is not actioned

•  equipment and facilities are not safe for the intended use

•  child safe standards are not met to meet compliance requirements

•  implementation of a comprehensive risk management plan has not occurred.

• finances are managed inappropriately, resulting in inadequate financial sustainability and cash flow

• insurance is inadequate or inappropriate

• operations are not evaluated regularly.

Definition

Quality Management Policy and Procedure

Purpose

The quality management system has been established to provide focus and direction within NurseCare

Australia to positively impact operational effectiveness, resulting in a high-quality service. The policy is developed to ensure:

• alignment of people and resources with our mission and vision

• alignment of planning, quality and risk management systems and the integration of these systems into all areas of operations

• fostering collaboration and exchange of ‘best practice’ information with all stakeholders to allow us to conduct critical self-evaluation.

• providing a whole-of-service approach, reflecting our governance and organisational structure,which outlines responsibilities and accountabilities

• continuous improvement.

Scope

The Quality Management Policy and Procedure supports the development of a culture in which all staff assume responsibility for quality work performances while engaging with high-performing management at all levels and within the organisation. The Director oversees the quality management system and implements appropriate strategies. It is the responsibility of staff members engaged in service delivery to follow our quality management policies.

Policy

NurseCare Australia recognises the importance of implementing and maintaining a quality system (outlined below is an overview of our system). The quality management system is designed to support our service delivery and ensure that all services meet the requirements of the NDIS Quality Standards and Practice Indicators 2020. NurseCare Australia ‘s quality management system includes:

• using data gained from complaints/feedback to improve services and procedures (see Complaints and Feedback Policy and Procedure)

• managing the continuous improvement system to determine areas of improvement, including input from:

○ Complaints and Feedback Policy and Procedure

○ Risk Management Policy and Procedure

○ Reportable Incident, Accident and Emergency Policy and Procedure

○ Continuous Improvement Policy and Procedure.

• incorporating all relevant improvements identified in the Continuous Improvement Register into management and corporate governance processes

• highlighting risks through the Risk Management Policy and Procedure to reduce hazards and improve practices

• managing human resources; including training staff on how to deliver quality support to meet the individual needs of clients

• providing clients access to quality services and allowing them to have input via complaints and feedback

• devising and implementing an internal audit schedule to ensure our organisation continues to:

○ review legislation that directly affects service provision

○ audit and review policies and procedures to meet NDIS Standards, Rules and Guidelines using the Internal Audit NDIS Policy Review Form.

• delivering services that meet best-practice standards; including evidence-based, person-centred support plans designed for individual clients

• reviewing policies and procedures, in conjunction with our feedback strategies, allows for quality management of all services.

Quality plan

Monitoring the quality plan

• NurseCare Australia will hold regular managerial meetings with relevant stakeholders (including managerial staff, client representatives, staff representatives, accountants or bookkeepers, and community members).

• Monitoring strategies include a review of the following data:

o client’s risks.

o Environmental risks.

o Working with clients’ risks (work health safety).

o Feedback from clients, staff, and community.

o Complaints from clients, staff, and community.

o Incidents (both non-reportable and reportable).

o Accident information.

o Compliance changes (including legal).

o Human resources (requirements, vacancies, potential adjustments).

o Financial (NDIS income, outgoings).

o Technology issues.

o Continuous Improvement Register (new and ongoing).

o Building maintenance and safety issues.

• Managerial meetings will use an agenda that will include the following items:

o Financial report

o Director’s report

o Ratification of executive decisions

o Funding and compliance

o Organisational risk management

o Continuous Improvement

o Complaints, compliments, concerns

o Human Resources (issues, people, planning)

o Work health and safety

o Risk management

o Information management

o Incidents (if applicable)

o General business

Review

1. Management meetings and input from various sources are used to determine any adjustment to the following:

• strategic or business plans

• policies and procedures

• current practices.

2. Review the Continuous Improvement Register to:

• sign off actions

• reallocates responsibilities if required.

Update

After monitoring and reviewing current information, the Director or Care Manager will:

• ensure that staff are trained in new practices

• record training in staff files

• adjust policies and procedures and implement versioning control

• inform clients of changes.

Related documents

• Complaints and Feedback Policy and Procedure

• Complaint and Feedback Form

• Anonymous Complaint and Feedback Form

• Continuous Improvement Policy and Procedure

• Corporate Governance Policy and Procedure

• Continuous Improvement Plan Register

• Documentation, including meetings, agendas and memos

• Hazard Report Form

• Quality Audit Schedule

• Internal Audit – NDIS Policy Review Form

• Internal Audit (Module Specific)

• Board Meeting Agenda

• Board Meeting Minutes

• Position Descriptions

• Reportable Incident, Accident and Emergency Policy and Procedure

• Risk Assessment Form

• Risk Indemnity Form

• Risk Management Policy and Procedure

• Risk Management Plan Register

• Service Agreement

• Staff Training Record

• Staff Training Plan

• Business and Strategy Plan

References

• NDIS (Quality and Safeguards) Commission 2018

• NDIS Practice Standards and Quality Indicators 2021

• NDIS Act 2013 (Commonwealth)

• Privacy Act 1988 (Commonwealth)

• Work Health and Safety Act 2011 (Commonwealth)

• Disability Services Act 1986 (Commonwealth)

Purpose

NurseCare Australia actively works towards implementing and operating effective communication processes and information management systems. We strive to maintain all information systems and practices following legislative, regulatory compliance and organisational standards.

Scope

The policy of NurseCare Australia is that all clients, staff, volunteers, and contractors will have records established upon entry to the service while actively engaging with NurseCare Australia .

Policy

•  NurseCare Australia will maintain effective information management systems that control stakeholders’ appropriate privacy and confidentiality.

•  NurseCare Australia will abide by the Australian Privacy Principles (APP), including

○Consideration of personal information privacy

■APP 1 — Open and transparent management of personal information

■APP 2 — Anonymity and pseudonymity

○Collection of personal information

■APP 3 — Collection of solicited personal information

■APP 4 — Dealing with unsolicited personal information

■APP 5 — Notification of the collection of personal information

○Dealing with personal information

■APP 6 — Use or disclosure of personal information

■APP 7 — Direct marketing

■APP 8 — Cross-border disclosure of personal information

■APP 9 — Adoption, use or disclosure of government-related identifiers

○The integrity of personal information

■APP 10 — Quality of personal information

■APP 11 — Security of personal information

○Access to and correction of personal information

■APP 12 — Access to personal information

■APP 13 — Correction of personal information

•  NurseCare Australia ‘s policies and procedures are stored as read-only documents in the Policies and Procedures folder on the shared drive.

•  NurseCare Australia is responsible for maintaining the currency of this information with assistance from the Director and other staff members, as required.

•  The involvement of all staff members is encouraged to ensure NurseCare Australia ‘s policies and procedures reflect best practices and foster ownership and familiarity with the material.

•  A copy of each form our organisation uses is maintained in the shared drive in the Forms sub Folder.

•  All staff can access the policies and procedures at NurseCare Australia ‘s office in a paper- based or electronic format.

•  At a minimum, policies and procedures are reviewed every three (3) years.

•  All superseded policies and procedures are deleted from NurseCare Australia ‘s Policy and Procedure folder and electronically archived by the Director.

Procedure

NurseCare Australia information management system

client documentation procedure

•  clients are informed of the following:

○reasons for collecting personal information

○use and disclosure of personal information

○security of their information

○the management of their information

○government requirements, e.g. opt-out

○access to their information

○How to change any details

•  Confidentiality of client records is maintained.

•  ll NurseCare Australia staff and volunteers responsible for providing, directing, or coordinating client support must document their activities.

•  client files will provide accurate information regarding their services and support and will contain, but are not limited to:

○client personal details

○ referral information

○ assessments

○ support plans and goals

○ personal emergency preparation plan

○ client reviews

○details regarding service responses.

•  Original client documentation is stored in the client’s central file.

•  Information relating to a client’s ongoing situation, including changes to their situation (e.g. increased confusion, deteriorating health, increased risk), must be documented in their notes.

•  All staff are appropriately trained in documentation and record-keeping

•  Staff must clearly understand the client’s requirements, goals, and strategies, including information within the support and emergency plans.

•  Individuals are not permitted to document on behalf of another person.

•  client records will be audited regularly to ensure thorough, appropriate, and high quality.

•  client records will be stored in a safe and secure location with access available to authorised persons only.

•  Service agreements must be maintained per the client’s NDIS plan and provided according to the client’s communication needs.

•  Agreements with brokerage agencies will require brokerage workers to document their activities regularly.

•  Staff must enter notes and observations into the client’s file in a factual, accurate, complete, and timely manner.

•  Staff members must only use information collected from a client for the purpose it has been collected.

•  clients should be advised that the organisation may use data that has been collected but does not identify any client for service promotion, planning or evaluation.

•  clients, families, and advocates have a right to access their personal information collected, and staff will support such persons to access their personal information as requested.

Entering NurseCare Australia ‘s service

Upon a client entering our service, all initial information will be collected using NurseCare Australia ‘s client Intake Form. Only personal information will be collected to assess and manage the client’s support needs.

The NurseCare Australia ‘s Assessment Report will be used to document the client’s assessment information. An Individual Risk Profile will be undertaken to develop the Support Plan and the Personal Emergency Preparation Plan.

NurseCare Australia ‘s Director will work with the client, their advocate/s and any other family or service providers/individuals to develop and document a client support plan; this will be documented using NurseCare Australia ‘s Support Plan. A client file will be created as the central repository of all clients’ service information and interactions. Each client may be assigned a unique identifier for documentation and record- keeping purposes.

The client’s file will only contain material relevant to the management of services or support needs,including, but not limited to:

•  copy of the signed agreement

•  assessments

•  risk assessment – individual and environment

•  health reports

•  the Support Plan

•  the client Intake Form

•  communication notes

•  the client Information Consent Form

•  the Personal Emergency Preparation Plan

•  complaint information.

Ongoing documentation procedures

NurseCare Australia ’s ongoing documentation procedures include:

•  maintaining client information in the electronic client management system, following system practices

•  documenting client information and service activities only on NurseCare Australia‘s approved forms or tools

•  updating of documents at review and during any emergency or disaster

•  ensuring other service agencies and health professionals involved with the care or support of NurseCare Australia ‘s client provide adequate documentation of their activities and the client’s well-being or condition.

The type of detailed information documented includes:

•  outcomes of all ongoing clients’ assessments and reassessments

•  changes or redevelopment of a client’s support plan, including revised goals or preferences

•  critical incidents or significant changes in the client’s health or well-being

•  emergency or disaster considerations (e.g. health order, natural disaster)

•  conversations, in person or via telephone, with a client, family members, their representative or advocate

•  conversations regarding the client, with any other providers, agencies, health/medical professionals, family members or other individuals with interest in the client

•  activities associated with the client’s admission and exit, including referrals.

Setting up and maintaining files for clients

Once a personal file for a client is established, staff must maintain that file to ensure that all information is accurate, up-to-date and complete:

•  relevant staff must document significant issues and events that arise during their work with the clients as the events and problems occur

•  non-current (information that no longer has any bearing on the services provided to the client), staff will establish an archival file and progressively cull non-current information into that file for secure storage.

•  regular file audits by Director and Care Manager ensure that:

○files are up-to-date

○forms are being used appropriately

○non-current information is being culled and stored in the archival file

○progress/file notes are factual, accurate, complete and in chronological order

○risk plan is current

○ a personal emergency preparation plan is relevant, trialled and used to informmanagement.

•  exiting the service – all files – personal and archival will be stored in a secure place such as a

locked area or password-protected folder on a computer under the control of NurseCare

Australia.

client file formats

•  The files of clients will be established and maintained in the following format:

○a standard manila folder, another similar folder, or

○held in a secure electronic format with password access.

•  The forms must be based on the current formats approved by NurseCare Australia.

•  Archival files may be:

○in lever-arch folders or archive boxes and multiples as required

○electronically in the approved forms/domains and formats

•  For ease of access, materials in the archival file should be listed chronologically, with each page numbered in order and groups of similar forms.

Security of files and client information

• All current hard copy files for clients must be kept in a secure area, such as a lockable filing cabinet at the service, ensuring only authorised personnel can access a client’s personal information.

•  Authorised personnel include NurseCare Australia ‘s employed staff members to support the clients. If files cannot be stored at the service, then alternative arrangements will need to be made by the client and the Director to ensure confidentiality and security.

•  All electronic files must be password protected to ensure confidentiality and security.

•  If stored at the service, current clients’ files can only be taken by relevant staff members from

NurseCare Australia to provide the client’s information or access to another service, such as a doctor.

•  Non-current files should not be removed from the service unless:

○ they are being moved to a more secure archival storage unit

○ permission has been sought from the Director to do so.

•  Staff must not undertake any of the following actions without the express approval of the Director:

○ photocopying any confidential document, form, or record

○copying any confidential or financial computer data to any other computer, USB, or storage system such as Google Docs

○communicate any confidential data to any unauthorised staff member or any other person/s.

Transporting a client’s hard copy files

When a client’s hard copy files need to be transported from one location to another (e.g. from their usual site to a doctor), they must be carried in a locked document container (e.g. a briefcase or attaché case). NurseCare Australia will provide the staff with a locked case, as required.

Communication/file notes for clients

•  Communication/file notes for clients must include the following components:

○ the date the entry is made

○ the time when the entry is being made

○ the time when the event occurred

○ nature of the event in a factual, accurate, complete, and timely manner

○ signature of the person making the entry

○ the surname of the person making the entry (printed in brackets)

○ person’s position of employment.

•  Staff must ensure that all relevant information about the client is entered into the person’s file notes in a factual, accurate, complete, and timely manner.

•  The file notes for each client should be written when a significant event occurs or to record the

type of support provided while working with a client. The definition of a significant event will vary from person to person and should be determined in consultation with the Director or Care Manager and should relate to the support required by the person-centred plan.

•  It is required that staff make an entry in the file notes on each workday, even when the person’s day has gone according to plan and without unusual or extraordinary events.

•  All entries into file notes should be placed on the next line. Under no circumstances should blank spaces be left on the file notes sheet.

•  On behalf of another staff member (e.g. dictating over the phone), all file note entries made by staff members must be signed by the person dictating the notes on their next shift. It is that person’s responsibility to check the entry for accuracy and, if required, note any corrections that need to be made on the next line available.

•  The clients should be aware of what has been recorded in their progress/file notes whenever required.

Working from home

Staff who work from home must sign the Privacy and Confidentiality Agreement.The securityrequirements for working from home include the following:

•  only the staff member can access any documents, both written and electronic

•  the computer must have a firewall to protect the information

•  all information linked to the server must be uploaded at the end of the day.

•  start and finish times are to be recorded and sent to the Director or Care Manager

•  report current work status at least weekly.

Access to clients’ files

•  clients/guardians are provided access to their records on request. The Director should approve and control how clients access their files to maintain the security of other non- related information.

•  Access to a client’s file is the direct responsibility of the Director. When access is requested by anyone other than NurseCare Australia staff, Director will grant permission when the policies and procedures have been followed, and access to the file is in the client’s best

interest. Such access will only be granted when the appropriate person has given consent.

•  All clients’ files are the property of NurseCare Australia, and although a client and their guardian can access the file, it cannot be taken by a client or guardian; or be transferred to any service external to NurseCare Australia without permission of the Director.

•  Copies of legitimately released files for any reason shall be recorded on an appropriate letter, which shall be signed as a receipt by the service recipient or their legal guardian. Our Consent Policy and Procedure outlines the proper procedure for releasing information about a client to persons or services external to NurseCare Australia.

•  Any students on placement at NurseCare Australia may only access files with the client’s consent or their guardian’s. Students must always provide a written undertaking to maintain confidentiality and only use non-identifying information. This agreement is to specify what information is to be used for and advise that any written compositions containing information are to be provided to the Director for approval before dissemination.

Staff records

Staff files are kept in a filing cabinet in the Director’s office and are available only to the Director. The filing cabinet is locked when the office is unattended.

•  The staff files will be established and maintained in the following format:

○ a standard manila folder, or another similar folder, or

○ held in a secure electronic format with password access.

Minutes of meetings

Minutes of meetings are maintained on the shared drive in an identifiable folder, e.g. Management Meetings. The minutes must be identified:

•  with meeting title, e.g. Management Meeting

•  by date, e.g. Management Meeting/12/0X/YY

•  Saved as Management Meeting (date)

4.4 Other administrative information

Individual staff members are responsible for organising and maintaining the filing of general information following their position descriptions. Administrative information, including funding information, financial information, and general filing, is maintained in the filing cabinets in the Director’s office. The cabinets are locked when the office is unattended for a lengthy period, and all electronic files are password secured.

Electronic information management

Data storage

•  All data is stored in the shared drive of the server.

•  The Director is the only person who can add new data folders to the server’s shared drive.

•  All computer data (including emails) is backed to a remote server every night.

•  Periodic testing of backed-up data is undertaken to check the system’s reliability.

External programs

No programs, external data or utilities are installed onto any workstation without the permission of the Director.

Log-in credentials

Log-in credentials are assigned by the Director or Care Manager.

Email

•  Staff should not send and receive personal emails unless approved by Director or Care Manager.

•  All emails are filed in the appropriate folders

•  Pornographic, sex-related or spam email received is to be deleted immediately. Under no circumstances are staff allowed to open or respond to spam emails. 

Internet access

•  Internet access is restricted to work-related purposes.

•  Internet access reports are maintained on the server and are regularly reviewed by the Director or Care Manager.

•  Under no circumstances are staff allowed to access pornographic or sex-related sites.

IT Support

•  Our organisation maintains an ongoing IT support agreement.

•  If staff experience problems with a program, computer, or any other piece of IT equipment, they can, in the first instance, contact the Director or Care Manager

•  If necessary, the Director or Care Manager will arrange for the IT consultant/s to assist.

•  Our organisation is aware that social media, e.g. social networking sites such as Facebook,Twitter or similar, video and photo-sharing sites, blogs, forums, discussion boards and websites, promote communication and information sharing.

•  Staff are required to ensure the privacy and confidentiality of the organisation, clients, and their information.

•  Staff must not access inappropriate information or share any information on their work through social media sites.

•  All staff are required to seek clarification from the Director or Care Manager if in doubt as to the appropriateness of sharing any information related to their work on social media sites.

Monitoring information management processes and systems

We regularly audit information management processes and systems as part of our audit program. Staff, clients, and other stakeholders are encouraged to provide ongoing feedback on issues and areas where improvements are possible.

Archival and storage

After their active period, all records must be kept in the archive files for an additional time. Regulatory, statutory, and legislative requirements determine the retention period, or as defined by NurseCare Australia as a best practice (refer to Attachment 1: Disposal and archiving of documents). Archived records must be identified and stored to allow easy access and retrieval when required.Archived records, in hard copy, must be stored in an environment that minimises deterioration and damage, i.e. not exposed to direct sunlight, moisture, extremes of temperature, pests, dust and fire hazards.

Destruction of records

The following procedures apply for the destruction of records:

•  As required, junk mail and instructional post-it notes may be placed in recycling or other bins.

•  All other records or documents requiring destruction are to be:

○shredded and then placed in recycling bins

○sent off-site to be securely pulped

○deleted from the network.

Related documents

•  All electronic and hard-copy documentation

•  Complaints Register

•  Service Agreement

•  Privacy Statement – Website

•  client Intake Form

•  client Information Consent Form

•  Personal Emergency Preparation Plan

•  Support Plan

•  Consent Policy and Procedure

References

•  Disability Discrimination Action 1992 (Commonwealth)

•  Privacy Act 1988 (Commonwealth)

•  Work Health and Safety Act 2011 (Commonwealth)

•  NDIS Practice Standards and Quality Indicators 2021

Attachment 1: Disposal and archiving of documents

Consent Policy and Procedure

Purpose

NurseCare Australia must gain consent from the client before sharing any information with family, advocates, other providers, and government bodies. Children under eighteen (18) age will need consent from their family/advocate/guardian to share information with other providers and government bodies. It is the responsibility of all staff to inform clients about their rights regarding the provision of consent.

Scope

All efforts should be made to obtain consent. When there are language or communication barriers, staff members will ensure that all reasonable efforts have been made to overcome these, using available communication skills and technology, interpreters, relatives/carers, and friends. Relatives may be consulted about the best ways to communicate or may be requested to establish the client’s values and preferences if they cannot express these themselves. Initial consent will be undertaken during the client’s registration with the service. The primary responsibility for obtaining consent lies with the staff worker to carry out the service. Consent can be sought from another individual, but only if they have enough knowledge to correctly provide the right

information and answer the client’s questions. Consent is equally valid whether it is expressed

verbally, non-verbally (implied), or is written:

•  Implied consent is adequate for most of the support provided by the organisation.

•  Oral consent is enough for most doctors and other health professionals (e.g. commencing a

manual handling process or using complex medical procedures). Oral consent should be recorded in the support plan with relevant discussion details, the date and time of the entry, and the staff member’s name legibly written. Oral refusal of consent for any intervention must also be recorded in the support plan in the same manner.

• Written consent should be gained to use an advocate or share information by the client andthe healthcare professional.

• Taking a photograph requires written consent from any client whose photo is being taken.

Policy

•  NurseCare Australia recognises the importance of maintaining the privacy and confidentiality of all clients; however, there are times when it is essential to share information with other parties, such as government bodies and other service providers.

•  NurseCare Australia will not provide any information to a person or authority without the client’s consent unless the disclosure is a legal requirement.

•  NurseCare Australia will inform all clients about their rights to privacy and confidentiality upon entry into the service.

•  NurseCare Australia will notify all clients that they have an opt-out option if their information is requested for audit purposes.

Guiding principles

•  clients have the right to make decisions about things that affect their lives.

•  It is presumed that clients can make their own decisions and provide consent when required unless there is evidence otherwise.

•  clients are supported to make informed decisions when their consent is required.

•  Consent is obtained from the client, or a legally appointed guardian, for life decisions such as accommodation, medical treatment, forensic procedures, and behaviour support.

•  Consent for financial matters is obtained from the client, a legally appointed financial manager or the person appointed under a Power of Attorney.

•  clients are supported to identify opportunities to make decisions about their own lives and build confidence in their decision-making skills.

•  When a client wants or needs support to make decisions, it is provided in ways preferred by the client and a supporter of their choice.

•  Support with decision-making must respect the person’s cultural, religious, and other beliefs.

•  Encourage and facilitate development if a client wants support from family and friends.

•  Support is provided in ways that uphold the client’s right to self-determination, privacy and freedom from harm, abuse, and neglect.

•  Decision-making and self-determination are not limited by the interests, beliefs, or values of those providing the decision-making support.

•  The support a client requires to make decisions will depend on the specific decision or the situation.

•  clients are supported to make decisions that affect their own lives, even if others do not agree with them or regard the decisions as risky.

•  clients are supported to access opportunities for meaningful participation and active inclusion in their community when they want this.

•  Information is provided in formats that everyone can understand and enables the client, their supporters, and others, such as legally appointed guardians, to communicate effectively

Procedure

If a client wishes to provide consent so another person or organisation can access their personal information, then the following procedure is to be undertaken:

1. The client is informed that written or verbal consent is required before sharing personal information.

2. The client is advised that their consent can be withdrawn at any time.
3. Information about the consent is communicated in a relevant method to the client.
4. The client completes a client Information Consent Form.
5. A signed client Information Consent Form is placed at the front of the client’s file.
6. All relevant staff members are informed about consent approval.

Client consent process

Related documents

•  client Information Consent Form

References

•  Disability Services Act 1986 (Commonwealth)

•  Disability Discrimination Act 1992 (Commonwealth)

•  Privacy Act 1988 (Commonwealth)

•  NDIS Practice Standards and Quality Indicators 2021

Purpose

The purpose of this policy is to outline the issues and responsibilities of NurseCare Australia staff, including management, volunteers, and contractors, to meet legal requirements with privacy and confidentiality laws relating to the parameters of employment, service operations and confidentiality agreements with clients, work colleagues and our service. Failure to do so may result in disciplinary action.

This policy will assist NurseCare Australia staff when they use social media in the following capacities:

• Adding content to official NurseCare Australia social media pages.
• Creating online support groups or providing information sharing as a representative of NurseCare Australia programs.

• Making references to NurseCare Australia within a personal capacity on a social media platform.This policy does not apply to NurseCare Australia staff in their personal use of social media platforms where the staff member does not refer to NurseCare Australia and current services.

Scope

This policy applies to all the NurseCare Australia staff members and future contractors.

Definition

Policy

NurseCare Australia will host online social media platforms, groups, and communities, such as Facebook, Twitter, Skype, blogs, and websites. Staff members of each NurseCare Australia program are encouraged to contribute to the organisation’s social media platforms and online communities.

Principles

The following principles apply to the professional use of social media on behalf of NurseCare Australia and personal use of social media when referencing NurseCare Australia, staff and clients.

1. Staff must adhere to the NurseCare Australia Code of Conduct, Staff Handbook, and other organisations’ policies when using social media about NurseCare Australia.

2. Staff must be aware of their actions’ effect on their reputation and the reputation of NurseCare Australia. The information that staff post or publish may be public information for a long time.

3. Staff must observe content and information made available by management through social media. Staff should use their best judgement in posting material that is neither inappropriate nor harmful to NurseCare Australia its staff and or clients.

4. Although not an exclusive list, some specific examples of prohibited social media conduct include posting commentary, content, defamatory images, pornographic, proprietary, harassing, libellous, or that can create a hostile work environment.

5. Staff are not to publish, post or release any information considered confidential or not public. Staff should check with the Director if there are questions about what is considered confidential.

6. Social media networks, blogs and other online content sometimes generate press and media attention or legal questions. Staff should refer these inquiries to NurseCare Australia management.

7. Staff encountering a situation while using social media that threatens to become antagonistic, then they should disengage from the dialogue politely and seek the advice of management.

8. Staff must seek permission before referring to or posting images of current or former staff, clients, vendors, or suppliers. Additionally, staff should get appropriate permission to use athird party’s copyrights, copyrighted material, trademarks, service marks or other intellectual property. Use of client and staff images requires written consent before publication.

9. Social media use must not interfere with staff responsibilities. NurseCare Australia technology and computer systems are to be used for business purposes only by management and/or designated people. Social media is permitted for business purposes using NurseCare Australia computer systems.

10. Personal use of social media networks or personal blogging of online content is prohibited, and disciplinary action is undertaken.

11. Subject to applicable law, after‐hours online activity that violates the NurseCare Australia Code of Conduct or any other company policy may subject staff to disciplinary action and/or termination.

Purpose of Social Media

When posting social media content to social networking sites, it is helpful to remember the reasons for doing so. When using NurseCare Australia pages, the aims should be to:

1.  promote the values and beliefs of NurseCare Australia

2.  reach a wider, more diverse audience, with a focus on the organisation and current/prospective clients in a more diverse setting

3.  Educate, inform and entertain

4.  connect with local services that will assist members of the NurseCare Australia social media community

5.  create a local network of services that will assist in instantaneous information sharing and provide instantaneous access to support for carers

6.  promote and implement online support groups

7.  provide access and support to the NurseCare Australia website

8.  learn about NurseCare Australia and the community needs

9.  lift statistical data that will assist in navigating NurseCare Australia through instantaneous feedback on local issues being discussed monthly

10.  promote events by creating event pages and inviting the clients and volunteers of NurseCare Australia to attend.

Staff Responsibilities

When using social media sites, staff should:

• be aware of privacy and anti-discrimination acts and laws
• adhere to the organisation’s values and Code of Conduct policy that applies in the work environment

• promote the values and goals of our organisation
• Educate / Inform / Contribute
• respect all stakeholders
• withhold confidential information
• respect the privacy of fellow staff and colleagues
• agree the content and contact information remain the property of NurseCare Australia
• reflect the mission and goals of NurseCare Australia
• provide positive feedback, and the Director will be informed of any correspondence or negative feedback

• be transparent, admit to mistakes● protect yourself – be judicious when writing on social media platforms. Once the material has been made public, it can be quickly disseminated and difficult to reclaim.

• show respect for your audience
• identify these as your own when making comments or opinions, not those of NurseCare

Australia or its programs. Consider using a disclaimer where appropriate: “The views expressed in this blog are my own and not those of NurseCare Australia “.

Moderation

After management consultation, all defamatory postings will be removed by the Director on behalf of

NurseCare Australia. Defamatory postings include, but are not limited to, those that are: racist, sexist, prejudicial in any way, threatening, insulting, unlawful and threatening to another’s privacy.

Maintenance

The Director will assign responsibility for maintaining an online social presence and analysing results,

including:

• training and assisting staff and volunteers in the benefits of social media
• training and assisting clients, upon request, to use social media, with special consideration to privacy issues

• assisting in setting up and developing an online presence, enabling other services to connect online

• sharing and distributing by adding “email this to a friend” links or “add to Facebook” links, and other means available

• submitting to social media sites
• tracking blog and social media page mentions
• responding to posts and comments, particularly to negative feedback, in consultation
• recording and management of statistics for events
• uploading new content for information sharing, photos, podcasts, and film regularly.

Implementation, Monitoring and Review

The Director is responsible for implementing and monitoring this policy, which will be reviewed annually from its endorsement unless a review is required earlier for auditing purposes.

 Role of the Director

• manage the day-to-day running of the social media pages, blogs, and support groups’ pages, and track/update all event and information posts.

• Ensure all content follows the core beliefs and values of NurseCare Australia.
• Seek input from staff and relevant others in the community
• Advertise local events, groups, or information after seeking approval from management
• check social media pages daily and throughout the day to manage pages effectively
• monitor feedback posted in comment feeds, lifting data that will assist with the navigation of the organisation

• answer any negative feedback upon consultation with management
• removed immediately, all defamatory material, comments, and links posted that are deemed inappropriate

• create support group pages that complement current programming and promote self- management within the groups to assist with the enabling and wellness approach

• answer queries sent by users

Service Specific Social Media Site

The use of service-specific social media sites, e.g. Facebook page:

• The page will not be branded using the NurseCare Australia logo to avoid confusion with the official NurseCare Australia Facebook page but will use reference to “NurseCare Australia ” as part of the name of the page.

• Any comments that could not be said at a conference or media should not be posted online. If you are unsure about posting something or responding to a comment, ask the Director for guidance

Guiding Principles of Posting on Social Media Sites

Only authorised people may speak on behalf of NurseCare Australia. Authorised speakers must adhere to the following principles and those already listed above.

• Acknowledge who you are: If you are representing NurseCare Australia when posting on a social media platform, you must acknowledge this.

• Have a plan: You should consider your message, audience and goals, and a strategy for keeping information on social media sites up to date in line with all of NurseCare Australia‘s strategies for online communication and public awareness.

• Protect NurseCare Australia’s reputation: Posts on social media sites should remain professional in tone and good taste.

• Accuracy: Ensure that any content you publish is factually accurate and complies with relevant company policies, particularly confidentiality and disclosure—review content for grammatical and spelling errors.

● Area of responsibility/influence: Only offer advice, support or comment on topics that fall within your area of expertise and responsibility at NurseCare Australia.

• Respect: Be respectful of all individuals and communities you interact with online. Be polite and respectful of others’ opinions.

• Consider the future: What sounds great to the audience today could reach an unintended audience tomorrow with unexpected consequences.

• I didn’t mean it that way: Remember that others, including the media, may use your material for purposes completely different from what you intended.

• Using other people’s materials: When using social media, assume that all music, videos, photographs, articles, logos, brand names and other content you did not create are protected by copyright laws. If you would like to use any of these materials, you must obtain permission or licenses from the copyright owner. Instead, consider creating a link to the website where the content is hosted.

Social Media Daily Checklist

1. Check social media by 9 am. Make changes to any feeds approved from the previous day, look at feedback and comments from social media site users

2. Remove derogatory material and make a note of all informal and informal feedback and orcomplaints

3. Forward complaints to the Director, Upload any information approved from the previous day
4. Upon receiving feedback from the management, the Director will manage informal feedback and or complaints directly

5. Check social media at lunchtime and make changes or upload approved items as necessary
6. Collaborate and consult with the Director for the following day’s social media updates.
7. Compile updates for the following day and seek approval from the Director
8. Final afternoon check of social media sites, collation of the day’s feedback and distribution to relevant stakeholders

Social Media Training

The Director will:

• develop training packages to present to clients wishing to learn how to access and use social media and its sites.

• assist staff in linking to the NurseCare Australia support page
• link staff into social media support groups
• develop appropriate support groups to assist with the individual staff members’ needs
• develop social media strategies to assist the staff’s enablement in developing a support network using social media.

Related Documents

• Human Resource Management Policy and Procedure
• Information Management Policy and Procedure

References

• Communications Council Best Practice Guide:

http://www.webindustry.asn.au/ documents/Social_Media_Code_of_Conduct.pdf

• Australian Government Office of the Privacy Commissioner:
• Voices of the Staff Guidelines for the Use of Social Media:

http://voices.umich.edu/docs/Social-Media-Guidelines.pdf

Complaints and Feedback Policy and Procedure

1.0 Purpose

This policy ensures that complaints are handled fairly, efficiently, and effectively. The resolution of

complaints will be consistent with a rights-based principle fundamental to the United Nations Convention

on the Rights of Persons with Disabilities.

The complaint and feedback management and resolution system intend to:

•  provide a well-handled system that values the client’s opinions and takes all feedback seriously, with the intent to improve the relationship between our organisation and our clients

•  empower all employees and clients to feel free to voice their complaints or provide feedback

•  allow us to respond to issues raised by individuals making complaints in a timely and cost-effective way

•  boost client confidence in our administrative processes

•  seek a resolution that meets all parties’ expectations, where possible

•  provide NurseCare Australia with information to help us deliver quality improvements in our services, supports, roles, and complaints handling process.

Scope

Our Complaints and Feedback Policy is NurseCare Australia’s commitment to a positive complaints culture within our organisation, from the highest management levels to our frontline staff. The policy provides the foundation for all other quality complaints management and resolution framework components. The policy also guides our staff and clients (who may wish to make a complaint or provide feedback).

The Director will handle all complaints and feedback from NurseCare Australia. All staff are bound by the National Disability Insurance Scheme (NDIS) Code of Conduct.

Policy

According to the NDIS, a complaint expresses dissatisfaction with our supports and services. It includes our handling of a complaint for which a response or resolution is explicitly or implicitly expected. In this policy, our organisation commits to a positive complaints culture, from the highest levels of management to frontline staff, providing the foundation for all other components of a quality complaints management and resolution framework.

NurseCare Australia will create an environment where complaints, concerns, compliments, and suggestions are welcomed and viewed as an opportunity for acknowledgement and improvement. This process empowers individuals to feel valued and respected. All people have the right to complain and are encouraged to exercise their rights in a blame-free and resolution-focused culture, respecting an individual’s right to privacy and confidentiality.

NurseCare Australia’s Director is responsible for coordinating and handling complaints and feedback, keeping the complainant informed and involved, and ensuring the complaint or feedback is properly managed.

It is acknowledged that NurseCare Australia views all comments and complaints as a vital contribution to our internal review of performance and processes, which assists in developing the continuous improvement of our services as we work towards achieving our care commitment. A person does not necessarily have to expressly state that they wish to make a complaint to have the issue or concern dealt with as a complaint. Regardless of whether an issue is big or small, it will be treated seriously, and NurseCare Australia will ensure the person is advised on how valuable their opinion is to our organisation. We will use such information to improve our service delivery continuously.

clients, families, advocates, or other stakeholders may submit a Complaint and Feedback Form

regarding NurseCare Australia ‘s supports, services, staff, or contractors. The clients can be provided information in Easy Read format if required. The Director will ensure that the complainant can physically access all meetings to resolve the complaint by reviewing the environment to ensure that the meeting site is accessible for those with mobility issues. It is our policy to follow the principles of procedural fairness and natural justice and comply with the requirements under the National Disability Insurance Scheme (Complaints Management and Resolution) Rules 2018 and NDIS (Procedural Fairness) Guidelines 2018, including:

•  informing a person if their rights or interests may be adversely or detrimentally affected in a direct and specific way

•  giving notice of each prejudicial matter that may be considered against them

•  giving a reasonable opportunity to be heard on those matters before adverse action is taken

•  putting forward information and submissions in support of an outcome that is favourable to their interests

•  ensuring that the decision to take adverse action should be soundly based on the facts and issues that were raised during that process, and this should be apparent in the record of the decision

•  ensuring that the decisionmaker should be unbiased and maintain an unbiased appearance. NurseCare Australia ensures complaints and feedback are managed effectively through:

•  implementing an open and transparent complaint-handling system

•  observing the principles of natural justice and compliance with relevant mandatory reporting under Australian law

•  committing to the right of stakeholders to complain either directly or through a representative

•  undertaking procedural fairness to reach a fair and correct decision

•  taking reasonable steps to inform the complainant of the NDIS commission complaints process, including the use of various communication means, e.g. oral and written

•  maintaining complete confidentiality and privacy

•  abiding by the NDIS Code of Conduct

•  training staff in our complaint process and the rights of all stakeholders to complain

•  considering all complaints seriously and respectfully

•  advising clients and staff members of their right to complain

•  staff will be trained in complaint handling during assessments and orientation

•  guidance regarding the complaint process is outlined in the welcome information provided to our clients

•  provision of support for people who may need assistance to make a complaint

•  protection of complainants against retribution or discrimination

•  prompt investigation and resolution of complaints

•  communicating and consulting with clients, family and advocates during the complaints process and providing feedback and resolutions

•  interpretation and application of policies and processes

•  providing opportunities for all parties to participate in the complaint resolution process

•  ensuring that complainant is involved in the resolution of the complaint

•  keeping the complainant informed of the progress of the complaint:

○ actions taken

○ the reasons the decisions are made

○ options to have decisions reviewed

•  ensuring that the decisionmaker or advocate is included and recognised in the process

•  accepting NurseCare Australia and staff accountability for actions and decisions taken due to a complaint

•  committing to resolving problems at the point of service or through referral to alternatives

•  committing to use complaints as a means of improving planning, delivery, and review of services through our continuous improvement processes

•  referring complaints and feedback into our continuous improvement cycle

•  annually auditing the Complaints and Feedback Policy and Procedure.

4.0 Definitions

Procedure
Complaint process

Complaints and suggestions can be made by: 

● using the Complaints and Feedback Form or the Anonymous Complaints and Feedback Form
● contacting a member of staff, verbally or in writing, our staff must offer to document the
complaint on behalf of the client if required and refer the matter to the Director

 ● contacting the Director, verbally or in writing 

● responding to questionnaires and surveys 

● downloading the Complaints and Feedback Form or the Anonymous Complaints and Feedback
Form from the website

● the client’s representative making a complaint on their behalf

● sending an email to our contact email 

● accepting TTY written messages using the National Relay Service 

● attending meetings/care conferences 

● contacting external complaint agencies, e.g. NDIS Quality and Safeguards Commission 

● communicating orally, in writing, or by any other relevant means. Contacts for making a complaint are listed below:

Purpose

NurseCare Australia will comply with the National Disability Insurance Scheme (Incident Management and Reportable Incidents) Rules 2018 and state legislative requirements relating to mandatory reporting. Our methodology is underpinned by the UN Convention on the Rights of Persons with Disabilities.

It is our objective to maintain an incident management system that covers incidents that consist of acts, omissions, events, or circumstances that:

•  occur in connection with the provision of supports or services to a person with a disability

•  has, or could have caused harm to a person with a disability, child, or young person.

Important note: Information on how NurseCare Australia reports harm, risk of harm, and abuse against children can be found in our Working with Children Policy and Procedure.

Scope

All staff members are responsible for ensuring the safety of all clients who access our services. All incidents must be reported as per this policy. Management is responsible for ensuring that staff are trained in incident reporting processes and requirements and undertakes the NDIS Worker Orientation training module.

Definitions

Policy

Our incident management system captures acts, omissions, events, or circumstances that arise in connection with the provision of NDIS supports or services that have or could harm the client. Incident allegations may be made by anyone, including workers, clients, or the general public, and must have occurred in connection with NDIS support to the impacted client. NurseCare Australia recognises that many clients using NurseCare Australia services are at risk of incidents and accidents. Staff are required to encourage clients to report incidents to allow the organisation to improve practices and inform authorities following this policy. NurseCare Australia’s Reportable Incident, Accident and Emergency Policy and Procedure seeks to:

•  minimise risk and prevent future incidents through the development of appropriate client- centred plans, staff training, assessment and review

•  ensure that there is immediate management of an incident, accident, or emergency and that each of these events is prioritised, managed, and investigated appropriately

•  meet the requirements of good incident management and resolution principles

○ client-centred – Incident management is respectful of and responsive to a client’s preferences, needs and values whilst supporting the individual’s safety and well-being

○outcome focussed – Incident management will reveal incident contributing factors and undertake prevention strategies

○ clear, simple, and consistent – ensuring the process for dealing with incidents is easily understood, accessible and applied consistently

○ accountable – all staff involved with incident management understand their responsibilities, are accountable for decisions and actions

○ continual improvement – all incidents are referred to management to identify issues and implement changes to improve the quality and safety of NDIS supports and services

○ proportionate – the investigation or actions are proportionate to the harm caused and future risks of harm to the client

•  identify opportunities to improve client support quality by ensuring that the incident system is planned, coordinated, and linked to the quality and risk management systems. clients will be provided information in Easy Read format, as required. The Director is the delegated officer listed in this policy and will manage, investigate, and report all incidents as required. Within this process, the Director will ensure procedural fairness when dealing with an incident and ensure that there is no conflict of interest. Our organisation will follow all procedural fairness guidelines as required by the Commissioner When an investigator is required, the following must be adhered to:

• The investigator will have the following:

o appropriate decision-making authority and overall responsibility for coordinating and directing the investigation.

o appropriately trained and have the experience required for conducting incident investigations.

o responsibility for overseeing the investigation process

o gathering the relevant evidence and facts to ensure that there is an in-depth understanding,

• The investigator must not have a real or perceived conflict of interest related to any personal, professional, or financial interest that may compromise the investigator’s objectivity and impartiality. A perceived conflict of interest occurs where it could reasonably be perceived, or appears, that a competing interest could influence the investigator’s decision. Access to records should be limited to appropriate workers who have a business purpose for doing so, as accessing information that is directly related to the provision of a person with disability care

Procedure

Incident management procedure

General Incident Management (non-reportable)

NurseCare Australia will establish a procedure that identifies, manages, and resolves incidents as follows:

Step 1 client safety and support

When there is an ongoing danger to the client

• Ensure the impacted client is safe from harm
• Contact Police if there is a risk of immediate harm which requires their assistance
• Contact the ambulance if someone is injured
• Notify the Director or Care Manager and the NDIS Commission if required

Violence, Harm, Neglect, Exploitation and Discrimination Policy and Procedure

Important note: Information regarding our organisation reporting harm or risk of harm against children refer to the Working with Children Policy and Procedure.

Purpose

NurseCare Australia recognises the right of all clients to feel safe and to live in an environment that protects them from assault, neglect, exploitation, discrimination or any other form of harm or abuse. People with disabilities, children and young people are some of the most vulnerable groups in our society.

NurseCare Australia must identify, consult, and respond to instances where persons with disabilities, children or young people are being harmed or at risk of significant harm.Common reasons for people with disabilities, children, and young people to be at risk of significant harm include:

• domestic and family violence
• physical harm, sexual abuse, and emotional harm
• neglect.
• Vulnerability due to living with a disability.This policy aims to prevent and mitigate the effects of harm, risk of harm, violence, abuse, and neglect on clients through training and implementing processes to inform staff and protect clients at risk of significant harm.

Scope

NurseCare Australia will encourage and support any person who has witnessed the abuse of a service user or, who suspects that harm or abuse has occurred, to make a report and be confident of doing so without fear of retribution

Definitions

Continuity of Supports Policy and Procedure

Purpose

Continuity management is integral to our organisation’s operating plans, risk management and decision- making. Continuity of care to our clients falls within this remit. Continuity of care planning contributes to improved quality and safety of care, increases the satisfaction of the client, staff, and our organisation, and maximises the use of resources to provide the appropriate level of care and access. The client’s NDIS Plan incorporates reasonable and necessary supports. Any informal supports already available to the individual, i.e. informal arrangements that are part of family life or natural connections with friends and community services and other formal supports, such as health and education. NurseCare Australia will ensure that the client has consistent supports or services to allow them to undertake daily activities and supports to maintain their life choices.

Scope

This policy applies to NurseCare Australia staff managing and working with clients.

Policy

The Director or Care Manager will arrange schedules to ensure clients know who will attend to their needs and supports. The Director or Care Manager will pair a client with a worker with appropriate skills and knowledge. Our client requests are matched with their preferred staff wherever possible. Examples of meeting a client’s wishes may include accessing a staff who speaks the client’s first language, shares the same cultural background, or meets specific criteria that have been requested. Staff will be placed with clients whose locations are close to their homes (where possible) to reduce travel time and increase staff satisfaction and retention. Continuous support will be planned by allocating a consistent staff to a client. All supports and strategies are recorded in the client’s plan. The staff will use them when supporting a client’s preferences and needs (see Responsive Support Provision and Support Management Policy and Procedure). In the case of an Emergency or Disaster, staff should refer to the Personal Emergency Preparation Plan for strategies and relevant information. This document is reviewed during any emergency or disaster and will provide the relevant information, and staff should contact management if unsure. Our organisation may create a Continuity of Care Backup Support Form to identify current staff working with a client and relevant skilled backup staff who have been discussed with the client.

4.0 Procedure

To ensure clients have timely and appropriate support, without interruption, NurseCare Australia‘s staff will:

•  access, read and comply with the client’s plan, including the Personal Emergency Preparation Plan

•  review strategies listed in the support plan before the provision of support

•  provide quality services as per the client’s plan

•  document all the client’s preferences and needs to allow for a consistent care approach

•  list all appointments and tasks related to the client’s needs

•  allow allocation according to a client’s requirements

•  inform the Director or Care Manager of any absences in advance to allow time to allocate a replacement who meets the client’s criteria and, preferably, is known to the client

•  contact clients if there are any changes, or potential changes, in their care

•  undertake emergency procedures as required. No appointments are ever double booked. When travelling to clients’ homes, our staff factor in enough travel time and must ensure the correct arrival time.

Disruptions and changes

NurseCare Australia notifies clients when an unavoidable interruption occurs. The staff will attempt to inform the clients, via telephone and email, before any unavoidable disruptions to services or client appointments. When it is impossible to contact the client, they will be briefed on arrival at the next meeting or scheduled service. The Director or Care Manager will contact a client to:

•  inform and explain that there is an unavoidable change

•  seek the client’s agreement and ensure that they are entirely aware of any changes

•  explain, in detail, alternative arrangements.

•  ask the client if they agree with the proposed arrangement

•  client to confirm their agreement or refuse the alternative arrangement

•  record details of agreed arrangement or non-agreement in the client’s records

•  confirm that the delivered services were appropriate to their needs, preference and goals In the case of an emergency, when a worker cannot attend work due to circumstances out of their control (e.g. illness or family emergency), NurseCare Australia will attempt to place a known worker to the client. However, if this is not possible, we will send the best match available to the client.

NurseCare Australia will contact the client, advise them of the situation, and provide details of the replacement worker.

Absence or vacancy

When a staff member is absent or a vacancy becomes available, then the Director or Care Manager will:

•  contact a staff who is a suitable replacement (e.g. a person with the relevant qualifications or language requirements)

•  provide, where possible, a staff who has worked with the client previously and is aware of the client’s preferences and needs

•  select an appropriate replacement worker who will be sensitive to the client’s requirements, ensuring care is consistent with the client’s expressed preferences

•  inform the client of the replacement’s details, where possible

•  upon completion of the service, gather feedback from the client on the replacement staff member. Staff unable to work must contact the Director or Care Manager. If there is an intended absence (e.g. vacation or appointment), then the staff member must inform the Director or Care Manager at the earliest opportunity to allow time to prepare the client.

Service agreement

NurseCare Australia ensures arrangements are in place so that support is provided to the client, without interruption, throughout their service agreement. These arrangements are relevant and proportionate to the support scope and complexity.

Critical supports

Contingency plans are drawn up and adhered to, allowing for the client’s continuity of care throughout their time with us. In a disaster, planning will incorporate strategies that enable continual support before, during, and after the disaster. Critical planning will be undertaken for clients who have

complex needs.

Related documents

•  Support Plan

•  Service Agreement

•  Contingency, Emergency and Disaster Plan Template

•  Continuity of Care Backup Support Form

•  Access to Supports Policy and Procedure

•  Responsive Support Provision and Management Policy and Procedure

References

•  NDIS 2013 (Commonwealth)

•  Privacy Act 1988 (Commonwealth)

•  NDIS Practice Standards and Quality Indicators 2021

Telehealth Policy

Purpose

In the Australian healthcare setting, Telehealth can be defined as videoconferencing technologies to conduct a consultation where audio and visual information is exchanged in real-time. Telehealth can be conducted between a NurseCare Australia clinician and a client in a supported or unsupported format.

Scope

NurseCare Australia clinicians will review clients, then only undertake telehealth consultation with clients who can participate in a videoconference to ensure appropriate provision of support and access.

Policy

This policy has been designed to allow NurseCare Australia to meet our clients’ needs, interests and goals during natural disasters, pandemics, or when specific circumstances warrant this approach. During events of this type, changes and adjustments to our service providers may occur, requiring adapting current practices to meet government or client requirements. In overall client management, the role of telehealth is determined by the clinician and other relevant providers. The implementation of telehealth will depend on the clinician’s specialty and the client’s requirements and location. Clinicians should be mindful of the limitations of telehealth and communicate these limitations to all video conference clients.

Client selection

Clinicians should determine which clients are suitable for telehealth based on available resources, technology, and care requirements. NurseCare Australia will determine whether a telehealth consultation is the most appropriate type of consultation for each client. The decision to use telehealth incorporates the following factors:

• Clinical: Continuity of support and the best support model for the individual.
•  Practical: Availability of appropriate technology and client-end support. The quality of the technology at a remote site will play a significant role in the information received during theclinical consultation.

•  client needs: Ability to travel, and consideration will be given to their family, work, and cultural situation. Clinicians should also consider the client’s participation capacity (e.g. a video consultation may be inappropriate for clients with vision or hearing impairments).

Before a telehealth consultation

The clinician will advise the client on how the consultation will proceed by:

•  providing the client with plain language information about telehealth

•  informing the client of the other available support options (if available)

•  informing the client of any charges for telehealth consultations in comparison to other available options

•  indicating the length of the telehealth consultation. Clinicians will ensure that the client has been given adequate information regarding the telehealth consultation. They will liaise with the client-end worker to ensure the client is sufficiently informed.

Seeking client consent

NurseCare Australia clinicians should be satisfied that clients have consented to the telehealth consultation. In cases where the client is not competent and cannot provide consent, consent should be obtained from an advocate in the same way as for a face-to-face consultation, using a Telehealth Consent Form. The clinician will arrange for a Telehealth Consent Form to provide the advocate with the requisite legal authority (e.g. enduring guardianship) to consent on the client’s behalf.

While it is not NurseCare Australia’s standard practice to record a video conference, the client will occasionally record the telehealth consult; therefore, their consent applies to this recording. Where a recording is made by NurseCare Australia for assessment purposes, the client will be informed before any recording occurs. The client must provide verbal approval to record the consultation and agree to the planned use of the recording at the start of the telehealth consultation.

Consultation

Telehealth is no different from any other type of consultation and should be conducted similarly to a face-to-face consultation. A telehealth consultation of high quality is one in which the client has a voice, screens are shared, and listed supports action. Active listening is undertaken as per current best practice models. A support worker is present with the client for some video consultations in supported consultations. The support worker should confirm their identity and that of the client to the clinician.

For unsupported consultations, the client may be alone or elect to have a family member present. For the first unsupported consultation, the clinician and client introduce themselves, and the clinician provides some background information, including their credentials and experience.

Privacy and confidentiality

Telehealth consultations should be private and confidential. Clinicians should have processes to facilitate this as per standard face-to-face consultations. The client’s privacy and confidentiality should always be maintained.

NurseCare Australia reviews privacy and confidentiality risks associated with telehealth consultations and develops procedures to mitigate such risks, which include, but are not limited to:

•  implementing an appropriate system to prevent interruptions during a consultation (at both the clinician and client end)

•   requesting that clients join a telehealth consultation in a quiet room where they will not be interrupted

•  alerting other staff that a telehealth consultation is being conducted and requesting not to be disturbed

•  storing all recorded telehealth conversations securely so the client’s privacy and confidentiality are maintained

•  selecting telehealth video conferencing technology (hardware and software) that offers appropriate security features

•  storing all reports provided for, or generated from, the telehealth consultation securely online with password access

•  informing the client if there is a valid and clinically appropriate reason for recording a consultation and requesting and receiving their verbal consent.

Technology

Basic requirement of telehealth

•  The basic requirement of telehealth is the real-time audio and visual data transfer between the clinician and the patient.

•  Only specific telehealth technology (hardware and software) appropriate for clients will conduct telehealth consultations.

•  Encryption, ease of use, and access are considered part of the software selection (e.g. Zoom has encryption storage capacity and is accessible from home computers and tablets).

Adequate performance

The information and communications technology used for telehealth should fit the consultation’s clinical purpose. Specifically:

•  the equipment is reliable and works well over the locally available internet network and bandwidth

•  the equipment is compatible with the technology used by the patient-end health worker

•  the equipment and the network are secure, so privacy and confidentiality are assured during the consultation

•  the equipment is of a high enough quality to facilitate clear communication with all clients and transfer accurate clinical information.

Risk management

NurseCare Australia will conduct a risk analysis to determine the likelihood and magnitude of foreseeable problems using telehealth consultations. The analysis will include the following:

•  identifying the limitations of the technology being used

•  developing procedures for detecting, diagnosing, and repairing equipment and repairing connectivity issues

•  availability of equipment and connections

•  software support services are available.

Possible risk management strategies

4.0 Related documents

•  Telehealth Consent Form

•  Privacy and Confidentiality Policy and Procedure

•  Risk Management Policy and Procedure

References

•  NDIS Practice Standards and Quality Indicators 2021

•  NDIS Act 2013 (Commonwealth)

•  Privacy Act 1988 (Commonwealth)

•  Australian Privacy Principles (Commonwealth) Business Continuity Policy and Procedure

Purpose and scope

Our organisation is focused on meeting regulatory compliance, achieving best practice standards and providing continuous quality supports to our clients. We continuously work towards building our organisation’s resilience and business capability to effectively manage change (e.g. legislative, emergencies) to ensure continuity of service.

Our organisation plans to ensure the business can:

• manage crises effectively (within our control)
• provide service and business continuity to clients
• provide reassurance to staff and clients during times of uncertainty
• implement our review and compliance structures and policies, and procedures.

We will develop strategies to examine the risks and methodology of the business and implement changes required to address the risks identified.

Procedure

Our organisation acknowledges that our staff and key personnel are essential to support and business continuity. Our business does not rely on a small group of individuals to provide service. If key personnel cannot fulfil their duties, the business will still operate using workers with the

appropriate skills and experience to meet the needs of our clients. These workers may include:

• staff trained to undertake the role of others in their absence
• staff who are mentored and trained to increase their skills and knowledge
• regular casual staff.

Also, we will conduct appropriate risk assessments to mitigate risk and understand priorities for risk management actions. We will identify strategic priorities and assist in preparing for effective recovery after an emergency or disaster. We will monitor and comply with government directives and keep our clients and staff informed. All records and plans will be kept updated to ensure the information is precise and current.

Our organisation engages with all key stakeholders to ensure we receive diverse input to inform our business plan, policies and procedures, which may include, but not be limited to, working with community members, clients, other service providers, IT professionals, health professionals, government bodies and staff. We have a policy and procedure review structure in place that is linked to our organisational risk management practices. With government legislation continually changing, we will, on an ongoing basis, implement changes required to the actions of our business and our employees.

The Director will determine if there is a threat to the business and the way it currently functions, which may require an analysis of current work practices and a review of our services and price structures compared to our competitors.

Crisis management

Information obtained from various sources will be used to determine if our business model is appropriate. Our organisation will review our crisis management processes and implement appropriate and necessary structures to address emergencies and natural disasters, including ensuring that computer data is securely backed up regularly and that all data is recoverable if the system crashes. We will ensure the following documents are regularly updated to provide current information to staff in the event of an emergency:

• client support plans
• emergency plans, including Personal Emergency Preparation Plan
• contact details
• medication lists
• critical supplies
• critical suppliers.

In the case of an emergency, we will implement the Emergency and Disaster Management Policy.

Training

Training of staff and management is essential to business continuity. The Director or Care Manager will advise staff and clients of all training requirements, e.g. scenario training to inform staff of possible emergencies and the relevant procedures to follow.

Reviews and updates

We will use their risk management and continuous improvement policies and procedures to review current practices and determine an improvement plan. Improvements are likely, to ensure that our business continues to grow and develop. Our organisation will use appropriate data to determine threats or risks to the business, staff, and clients. Implementing best-practice standards is the key to ensuring that the business moves forward with positive outcomes. Our staff will be trained to ensure that they are knowledgeable and professional, and staff will be kept up to date with any required changes to the service. We will ensure that all required business insurances are current, and our government regulatory requirements are met.

Related documents

• Risk Assessment Form
• Risk Management Plan Register
• Internal Audit Schedule
• Continuous Improvement Policy and Procedure
• Continuous Improvement Plan Register
• Human Resource Management Policy and Procedure
• Business Plan and Strategy Plan
• Staff Training Record
• Staff Training Plan
• Contingency, Emergency and Disaster Plan Template

References

• NDIS Act 2013 (Commonwealth)

Emergency and Disaster Management Policy and Procedure

1Purpose

The purpose of the Emergency and Disaster Management Policy and Procedure is so our clients feel safe in the event of a disaster (natural or pandemic), knowing NurseCare Australia will provide them with continuity of service. NurseCare Australia focuses on maintaining service delivery to our clients in times of stress and uncertainty.Though disasters and emergencies may be infrequent, we acknowledge our services are especially important before, during, and after such events, as many clients are beyond the reach of other services, and NurseCare Australia provides them with an essential support lifeline. NurseCare Australia recognises that preparedness for disasters and emergencies is a priority for our organisation and a requirement to ensure the safety of our clients. NurseCare Australia will endeavour to provide adequate service to our clients before, during, and after emergencies.

Scope

The scope of this policy includes our clients and staff. Our clients will be informed of our emergency procedures to assist them in preparing for an emergency, building their resilience, and maintaining their confidence in NurseCare Australia. Our staff will be well informed and prepared to assist clients in coping in an emergency within the community and strengthening NurseCare Australia ’s disaster resilience.

Policy

NurseCare Australia places the safety and care of our clients at the forefront of our operational procedures. During a disaster, our team will adhere to this policy framework and work within any additional guidelines and instructions provided by state and federal government authorities to our organisation.

During any disaster, our management will undertake the following actions:

1. Follow all relevant government guidelines and instructions.
2. Review continuity of support plans and ensure each client’s safety, health, and well-being –before, during and after an emergency or disaster.

3. Communicate NurseCare Australia’s response to staff, clients, and other relevant parties.
4. Prepare clients (before any possible actions are taken) by informing them how the current situation may affect their services.

5. Brief our entire staff on any possible or real action steps required by them.
6. Attempt to keep key workers allocated to the same clients.
7. Work towards maintaining continuity of support for each of our clients.

A client may refuse to have a Personal Emergency Preparation Plan. During the client onboarding:

• Explain that the plan is a requirement under the NDIS Standards
• Focus on the plan is about their safety and how we can provide support to the client in an emergency or disaster situation.

• Discuss the fact that there is no way to know about future events, and the plan is to help them. If the client refuses to let us create, test, and adjust a personal emergency preparation plan, then ask them to sign the section in the plan where they refuse to have a plan (Section 11). Ask the client if they have a plan from another provider; if they answer yes, ask them to sign the Third- PartyInformation Release Consent Form in the Personal Emergency Preparation Plan. Store the documents in their file and note on the Support Plan that the client:

• Refusal on the creating, testing, and adjusting of the Personal Emergency Preparation Plan
• Refuses, but another provider has a current plan – complete the support plan with the relevant information in the support plan and train the staff in the process. Review annually.

Procedure

Preparing for disasters and emergencies

A disaster is any phenomenon, natural or human-made, that has the potential to cause extensive destruction of life and property. An emergency is a grave risk to health, life, or the environment. The mere mention of either of these two words makes the community, particularly our clients, extremely nervous. Having all parties know and understand the plan is the key to being ready for disaster. Our organisation management will consult with clients, support networks, and staff to periodically review plans, so their management is relevant to the current situation.

Some disasters and emergencies NurseCare Australia may face include:

•  flood

•  fire

•  heatwave

•  snowstorm

•  storms or cyclones

•  pandemic.

NurseCare Australia will:

•  consult with clients to create a Personal Emergency Preparation incorporating all aspects- before, during and after any emergency and disaster

•  stay informed regarding all state/territory and federal government directives and act upon these directives appropriately

•  advise other organisations who work with NurseCare Australia of our disaster procedures and processes

•  communicate with clients and relevant networks in a manner determined in the support plan

•  identify personnel who are critical in the delivery of essential frontline services

•  identify NurseCare Australia clients and their stakeholders whose services may be impacted by the situation

•  train staff in the implementation of any strategies

•  implement this policy in conjunction with our Risk Management Policy and Procedure, our Information Management Policy and Procedure and our Human Resource Policy and Procedure

•  ensure Personal Emergency Preparation Plan explain and guide how the organisation will respond to and oversee the response to an emergency or disaster

•  develop Personal Emergency Preparation Plan through consulting with clients and their support networks to create plans for preparing for and responding to disasters that may include:

○making changes to client supports

○adapting, and rapidly responding to changes to client supports and other interruptions

○ communicating changes to client supports to workers and clients and their support networks.

○informing client and their support network in the manner set out in their plan

○exit strategies (e.g. disaster)

○continuity of supports, including potential staff replacements and options (e.g. disaster or emergency), see Continuity of Supports Policy and Procedure

○supports during emergency or disaster

○actions to be taken by staff

○actions to be taken by management

•  implement the Personal Emergency Preparation Plan as per the consultation.

•  attach any Personal Emergency Preparation Plan on the service agreement and add them to the client’s file.

•  Test and adjust the Personal Emergency Preparation Plan in the context of a particular disaster by:

○undertaking a trial run of the Personal Emergency Preparation Plan, where the plan will be:

■ acted out

■ reviewed with clients, networks and staff

■ adjusted to meet the needs, preferences, and goals of the client

■ documented strategies in the plan made, and staff informed

○ reviewing each plan when a potential disaster is evident (e.g. fire, pandemic)

○ adjusting plan due to changes in circumstances

○ ensuring continuity of supports is in place

○ communicating with the client and support networks in a manner that allows for an understanding of what will occur before, during and after the emergency or disaster

•  review the Personal Emergency Preparation Plan in consultation with the client and relevant support networks during the annual risk assessment of the support plan review to enable adjustments due to the changing nature of any disaster or emergency.

•   gain oversight of clients’ plans during management meetings to gain a whole organisation’s strategy.

Supporting the supporters

Vicarious trauma is a real and grave health concern for staff and volunteers of community service organisations such as ours, mainly when working with disaster-affected individuals and communities.

Our NurseCare Australia will determine the best means to support our staff in a disaster situation and implement all appropriate measures as detailed in our Human Resource Management Policy and Procedure.

Consumer preparedness

NurseCare Australia understands that it is more likely that our clients will be adversely impacted by an emergency or disaster than others in the community. We acknowledge that we may not provide the same service to our clients during or immediately after an emergency or disaster. All clients must be supported by NurseCare Australia to prepare for changes due to a disaster or an emergency.

NurseCare Australia will:

•  inform clients of the current situation and how the provision of their services and workers may be impacted.

•   Consult with clients and support networks on the plan’s development and any adjustments or changes in circumstances. Always ensuring that they are informed of what will occur before, during and after any disaster or emergency.

•  continue to provide clients with the same key workers if they are available.

•   replace key workers with experienced workers who have the knowledge and skills to provide appropriate care to the client.

•  inform the client of any service changes and outline the reason/s for these changes.

•  communicate with clients to ensure that their needs, preferences, and goals are met.

•  seek support within the local care community if our staff are unavailable, and ensure that any new workers are appropriately experienced, trained, and hold necessary checks.

Staff preparedness

Our team is our greatest asset; our focus is that they and their loved ones remain safe during an emergency or disaster.

NurseCare Australia will help prepare our staff for an emergency or disaster by implementing the following:

•   inform staff of the situation and what is required by them via email, online messaging, Zoom meetings or similar.

•   train workers in all required measures and strategies identified in the plan, e.g. infection control, social distancing, and evacuation.

•   seek feedback from clients regarding their services to adjust information distribution, if necessary

•   seek feedback from staff about actions undertaken, issues or concerns, and what worked well.

•  inform staff of our client’s requirements outlined in their support plan.

•  test each plan to ensure that it will function before implementation.

•  adjust the plan accordingly.

•  inform management of the changes to plans to allow for organisational management adjustments.

Access to Supports Policy and Procedure

Purpose

NurseCare Australia understands that it is important to provide our clients with the dignity of risk, so our team respects all clients’ autonomy and self-determination (or dignity) when making choices. Our assessment process provides relevant, reliable, and valid data to identify a client’s strengths and care needs.

Scope

clients contribute to the appropriate and considerate assessment of their individual needs. The support delivery environment is designed to incorporate reasonable adjustments to ensure that the client’s plan and environment are fit for purpose to allow the client to have a quality of life and independence.

Policy

The Director or Care Manager must seek eligibility information from the client before commencing any assessment process. This information determines if we can support the client as required in their plan. Inform the client of their rights and how we will maintain their privacy and information. NurseCare Australia will provide the client with entry criteria and inform them of the associated costs. Easy Read documents are available to inform a client of their right to have a voice in their support requirements. clients must be part of the decision-making process, with their needs at the core of service delivery and planning. Furthermore, the clients will be given a voice in our policy and practices as they desire. NurseCare Australia will be supported to understand the circumstances in that supports can be withdrawn. Supports will not be withdrawn or denied solely based on the dignity of risk choice the client has made.

When NurseCare Australia is unable to provide resources to new or existing clients, the Director or Care Manager will:

• Identify the lack of resources.
• Determine the best option to fill this gap, such referring to another service that has the capacity and NDIS funding.

• Inform staff on current actions being undertaken.
• Staff to provide options to the new or existing client, including:

o Alternative time (if relevant)

o Referral to another NDIS service provider

Before commencing the NurseCare Australia ‘s service, assessments must be undertaken. Staff must determine the need for an interpreter before starting an assessment to ensure that the client has the correct data. The information obtained during the evaluation, such as areas of independence and identified needs, forms the basis of discussion with the client to create their support plan.

Procedure

Access to supports

The Director or Care Manager will inform the client of the eligibility criteria to access our support services and associated costs for each service. Eligibility criteria for our NDIS services require the client to currently hold an NDIS plan that lists access to our registration groups. We will review their NDIS plan to determine if synergy exists between the plan registration groups and our registration. When the Director or Care Manager identifies a gap or an issue with support services, the new or existing client will be provided with options determined by the current situation (see 3.0 Policy). The Director or Care Manager will determine if the client requires our Easy Read documents, which outline details on the client’s rights, their voice in the development of their service agreement, how to make a complaint and how we will maintain their privacy. An interpreter will be provided if required by the client. Assessment will ensure that our organisation can supply the client’s services as required.

Reasonable adjustment

The NDIA devises an NDIS plan to address the client’s reasonable and necessary supports. During the NurseCare Australia’s assessment process to develop a client Support Plan, the Director or Care Manager will consult with the client, their family, or advocate to make reasonable adjustments to the client’s support delivery environment. The reasonable adjustments are made to determine that the service provided is fit-for-purpose and that the change will support the client’s health, privacy, dignity, quality of life and independence. Any modifications must be discussed and negotiated with all parties and recorded in the service agreement.

Withdrawal of services

NurseCare Australia will not withdraw or deny support based solely on the dignity of risk made by the client. Our organisation may withdraw support if:

•  the client fails to meet their requirements under their service agreement terms

•  the client fails to comply with our policies and procedures

•  the client fails to communicate and provide information about changes to support needs

•  workplace health and safety considerations are ignored

•  communication has broken down between the NurseCare Australia and the client, family or advocate

•  payment for support or expenses has not been received as per the Service Agreement. Under the National Disability Insurance Scheme Terms of Business for Registered Providers, withdrawal or termination of services must be fourteen (14) days. NurseCare Australia will always work in the client’s best interest to achieve a safe transition to a new provider of services (see the Transition or Exit Policy and Procedure). Upon termination of the service agreement by either party, NurseCare Australia will take steps to ensure:

•  cancellation of the service has been reported to the National Disability Insurance Agency

•  services that have been provided under the terms of the service agreement have been claimed

•  alternative support solutions are in place for the client’s safety and well-being.During the withdrawal process, our organisation will follow the Transition and Exit Policy and Procedure requirements and ensure that:

•  risks are reviewed to ensure the safety of the client

•  supports relevant to the client are provided (such as the continuation of support services until transfer is arranged, an advocate, and new provider communication)

•  clear withdrawal reasons are detailed

•  communication strategies are developed with the new provider

•  information is shared with the client’s consent.

Assessment principles

•  Assessment tools used are validated or considered ‘best practice’.

•  The assessor understands and applies the principles of flexibility, validity, and relevance to the assessment process. The assessment process promotes independence, including the following principles:

•  determining the client’s abilities and difficulties

•  setting expectations to create a balance between the client’s abilities and their need for support

•  acknowledging the client’s support needs and ability to foster independence and goals in the service agreement.

Undertaking assessments

Assessment interview time is negotiated with the client, family, and advocate. The designated staff members are to:

•  invite the client’s representative/advocate to be present, if required or desired

•  identify any special needs (e.g. provision of an interpreter or information in the client’s first language will be sourced)

•  inform the client of their rights, privacy, reporting mechanisms, communication methods, information management and access to their information,

•  provide Easy Read documents, if required

•  Contact the Director or Care Manager to arrange an interpreter. During the assessment process, the staff member will inform the client of their rights and

responsibilities regarding:

•  collection and use of personal information

•  risk assessment processes and strategy development

•  privacy and confidentiality considerations

•  opt-out options from data collection

•  complaints and feedback process

•  incident management process

•  advocacy options

•  how to voice their opinions to management

•  information-sharing requirements of the organisation. The assessment addresses the client’s health, privacy, dignity, risks, quality of life and independence needs. Information is recorded in the client’s records for future reflection. The Director or Care

Manager reviews all completed assessments.

Responsibility for assessments

Only trained professionals can conduct the assessment of a client such as the Director or Care Manager. The Director or Care Manager must:

•  review the intake form

•   arrange for a risk assessment of individual and environment

•  gain consent to speak to other professionals, family or carers

•  seek input and feedback from the client

•  actively listen to clients and record their input

•  work with the client to determine goals, interests, needs and activities

Recording assessment information

The assessment is documented in a client’s file and management system. The interview and write- up times must be recorded against the client in the management system. Record data such as the client Intake Form, client Intake Checklist, client Information Consent Form, Individual Risk Assessment and Safe Environment Checklist

Related documents

•  Risk Assessment Form

•  Individual Risk Assessment Profile

•  client Information in Easy English

• client Intake Form
  

•  client Intake Checklist

•  client Safe Environment Risk Assessment

•  Support Plan

•  Support Plan – Easy Read

•  client Information Consent Form,

•  Safe Environment Checklist

References

•  Disability Services Act 1986 (Commonwealth)

•  Disability Discrimination Act 1992 (Commonwealth)

•  Equal Opportunity (Commonwealth Authorities) Act 1987

•  Privacy Act 1988 (Commonwealth)

•  Work Health and Safety Act 2011 (Commonwealth)

•  NDIS Practice Standards and Quality Indicators 2021

Support Planning and Service Agreement Collaboration Policy and

Procedure

Purpose

NurseCare Australia’s aim is to work with clients, families, advocates, communities, and other providers to achieve the best outcome for the client. This collaboration allows all parties to share ideas and knowledge to ensure that the supports are relevant, appropriate, and in line with the service agreement.

Scope

NurseCare Australia is committed to ensuring that our staff understand the beneficial aspects of a collaborative approach for the client.

Policy

Support plans place the client’s voice and requirements at the centre of developing their successful outcomes. Staff will be persistent and patient in building relationships with clients. Our team will promote a shared understanding of the client’s preferences, expectations and needs across the mainstream, community, and formal and paid supports. Support plans will include the following:

• strategies to actively engage and build relations with clients who interact with multiple programs and supports

• guardianship and supported decision-making, and compulsory treatment orders
• strategies in navigating complex, ambiguous or conflicting service demands, ethical and regulatory environments

This collaborative approach requires staff to work with relevant parties when:

• locating key workers with a family and another provider
• working with other providers in the supply of supports or services
• assisting the client in transitioning and exiting the service
• work with the client and their network to develop relevant and proactive strategies
• building the client’s capacity
• planning with supports for the client
• setting client goals
• developing person-centred strategies
• developing emergency and disaster plans
• developing service agreements.

Staff must cooperate with other agencies in the delivery of service. This collaboration may include initial contact, sharing ideas and input from the client, their families, and advocates, following through on the ideas of a provider, and actively listening to discussions. We will collaborate with all relevant parties to allow clients to access a service network that meets the full range of needs. The Director or Care Manager will establish communication with the relevant service provider, so our organisation can maintain collaborative relationships and protocols and participate in networks with relevant agencies. Information, knowledge, and skills are communicated and shared between the client, family, advocate, provider, and other collaborating providers. NurseCare Australia will work with the client and their family and advocate to ensure that the client maintains functionality.

Procedure

Keyworker

clients and families may need assistance locating the right person to work with the client. To do this, our team will undertake the following process:

1. Discuss the client’s requirements with the client, family, and advocate.
2. Gain formal written consent to share and gather information with other providers.
3. Contact other service providers working with the client to collaborate and determine the criteria.

4. Identify at least one (1) key support worker to contact clients, family and advocate, and the other providers.

5. Inform the client, family, and advocate of the identified person for their approval.
6. Collaborate with the clients, family, and advocate to identify continuity of care backup support

7. Record the process undertaken and the results in the client’s service agreement.

Supporting clients

Staff creating the support plan must understand the client and their requirements and undertake the following:

• Work with the client to make sense of my NDIS plan and understand how I can use it and how it links to other services or plans in my life.

• Build an understanding of clients’ capabilities and support them to maintain and build their capacity and resilience to achieve my goals.

• Support the client to be creative and think outside the box to find and negotiate solutions that meet my goals.

● Provide information and tailored opportunities for the client to explore and expand their vision for their future and what it means to have a good life.

• Share current best practices to support the client in making connections and find information about support options.

• Alert the clients to real or potential conflicts of interest when planning and selecting supports, and work with them to make informed choices.

• Encourage the client’s specialised and mainstream service providers to recognise and challenge prejudice or lack of vision in service offerings and attitudes.

• Involve clients in understanding and designing safeguards to keep them safe while supporting their right to take risks and build independence.

• Seek input into our corporate governance to ensure our policies and practices reflect the needs of our clients and community

• Work with clients to develop a way to respond to emergencies, crises and foreseeable life events.

Risk Management

All clients must have the following risk documents completed and recorded in their files:

• Individual Risk Profile,
• Safe Environment Checklist and
• Personal Emergency Preparation Plan
• Support Plan

The above forms must be reviewed annually to safely encapsulate the client’s needs, preferences, and goals.

Note: The Personal Emergency Preparation Plan must be trialled, adjusted (as required) and recorded. Staff undertaking risk assessments must be approved by the Director. The risk assessment includes:

• Consideration of the degree to which the client relies on our services to meet their daily needs
• The extent to which the client’s health and safety are affected due to disruption

Collaborating with other providers

The Director or Care Manager will make initial contact with other providers after obtaining consent from the client, their family and the advocate. Various methods will be used to maintain contact, e.g. email, phone, and networking. All records of contact are kept in the client Service Agreement.

Transition and exit

The client’s needs, interests or aspirations may change during the delivery of their supports. These changes may lead to a need to transition to or exit from their current service. If this occurs, with the consent of the client, we will contact the relevant service provider to:

•  collaborate with providers and the client to develop a plan of action.

•  request or send documents relevant to the client.

•  confirm current supports, practices and needs to enable the client to transfer or exit smoothly.

•  identify risks and develop a risk management plan.

•  develop a transition/exit process for the client and confirm details with the client.

•  work with the client during the process.

•  review the effectiveness of the transition upon completion.

•  document the process in the client support plan. Risks associated with each transition to or from NurseCare Australia are identified, documented, and

outlined in our Transition or Exit Policy and Procedure and Risk Management Policy and Procedure.

Capacity building

The client’s capacity-building process is designed to improve and retain their skills and knowledge to maintain and improve their functionality.

To build and support the client’s functional capacity, NurseCare Australia will collaborate with:

•  a client, their family, and advocate to affirm, challenge and support.

•  other providers to develop the client’s skills further and to improve practice and relationships.

Client outcomes

Collaboration with a client, their family, and their advocate is the basis for ensuring functional outcomes focused on the client’s needs, priorities, and skills. This process includes:

•  listening to every person

•  analysing the information from each person

•  determine relevant client outcomes

•  consult with all parties to reach an agreement on outcomes

•  record the information in the support plan

•  set a review date to ascertain if the client reached the outcome required

•  detail collaborates in the service agreement

Support planning

During the assessment and support planning process, collaboration is undertaken with a client, their family or advocate to:

•  complete a risk assessment (see 4.3 Risk Management)

•  document a risk assessment

•  plan appropriate strategies to manage/treat known risks

•  create an emergency plan

•  train staff in strategy implementation

•  implement appropriate strategies to manage/treat known risks

•  conduct an annual review, or earlier, according to the client’s changing needs/circumstances.

Support Plan document

Staff completing the support plan must identify the client’s communication needs. This information will determine how they will present and inform the client about their support plan. Staff must explain and provide the support plan in a mode of communication that suits the client.

Service agreements

NurseCare Australia will collaborate with the client to develop a service agreement that establishes the following:

•  expectations of both parties

•  supports to be delivered

•  conditions associated with the delivery of supports, including details of why particular conditions are attached. With the consent or direction from the client, NurseCare Australia collaborates in the development of the support plan with other providers to:

•  develop links

•  maintain links

•  share information

•  meet the needs of a client.

Related documents

•  Continuity of Care Backup Support Form

•  client Information Consent Form

•  client Safe Environment Risk Assessment

•  Personal Emergency Preparation Plan

•  Privacy and Confidentiality Agreement

•  Risk Management Policy and Procedure

•  Service Agreement

•  Support Plan

•  Support Plan – Easy Read

•  Transition or Exit Policy and Procedure

References

•  NDIS Practice Standards and Quality Indicators 2021

•  Privacy Act 1988 (Commonwealth)

•  Disability Discrimination Act 1992 (Commonwealth)

•  Disability Services Act 1986 (Commonwealth)Support Planning Policy and Procedure

Purpose

This policy outlines the legislative requirements and practice procedures for undertaking support services for NDIS clients. Our organisation will comply with the requirements of NDIS Practice Standards and Quality Indicators. Compliance with this policy is a condition of appointment for all persons engaged in providing services on behalf of NurseCare Australia.

Scope

To instruct our team on developing a support plan to incorporate the client’s wants, needs and aspirations. Support Plans include the type of staff and the time and length of the service linked to the registration group on an NDIS Plan.

Policy

All clients and their support networks are aided to collaborate and participate in developing a goal- oriented support plan. The support plan will reflect an individual’s goals and aspirations and review the client’s strengths and functionality. The plan is based on the presumption of capacity and will safeguard the risks and needs of the client. The support plan incorporates both the client’s supports (described as the nature of a coordination, strategic or referral service or activity) and reasonable and necessary supports funded under NDIS (activities that support goals to maximise independence, allow to live independently and undertake mainstream activities).

The support plan will provide transparent written information to the client outlining the services and type of support/s they will receive from NurseCare Australia. The amended support plan will communicate changes in the client’s needs, preferences, or goals. This document must be readily accessible to the client and their workers.\ clients are provided with the support plan in a mode of communication noted in their files. The support plan must be discussed and explained to the client to implement adjustments and feedback. Staff must be screened, trained, and qualified in their roles; all staff must hold current worker screening.

Support planning principles

• The support planning process is consultative, where the client, family, friends, carer, or advocate work together to identify strengths, needs and life goals, focusing on choice and decision-making.

•  The client’s preferences, values and lifestyle choices should be supported (wherever possible).

•  Support plans should promote the valued role of people with disabilities that is of their choosing.

•  NurseCare Australia promotes functional and social independence and quality of life.

•  Support plans will contain goals.

•  Agreed service choices should reflect the client’s personal goals.

•  Support plans should be creative, flexible, and not restricted to set patterns or methods of service delivery.

•  The plan’s activities and supports must include the client’s chosen communities and maintain connections with their community to allow active participation.

•  If a client identifies as Aboriginal or Torres Strait Islander, their community will be contacted to engage and support services.

•  The support plan is reviewed regularly (at least annually) and amended to respond to clients’ needs and preferences.

•  The support plan should be strength-based, seeking to maximise independence and build on the client’s existing networks.

•  The support plan should be provided to the client in their first language or Easy Read, where appropriate or requested.

•  Staff working with a client must have access to and understand the support plan and Personal Emergency Preparation Plan

•  Continuity of care backup support is identified in consultation with the client

•  Support plan must include preventative health measures, including vaccinations, dental check-ups, comprehensive health assessments and allied health services 

•  The client or their advocate may request a review of the support plan.

•  The staff developing the support plan will have the necessary skills and competence to undertake this function.

•  The support plan be linked to the Personal Emergency Preparation Plan

•  A client with a disability will be facilitated to assist in the comprehension of their NDIS Plan, including:

○understanding and self-directing their NDIS Plan

○understanding the supports in their NDIS Plan

○understanding funded support budgets

○purchasing general funded supports

○purchasing stated funded supports

○managing and paying for their supports

○choosing their providers

○making agreements with their preferred providers.

Procedure

Support plan development

Planning

•  Explain the support plan development process for the client.

•  Arrange a meeting time with the client and, if applicable, their advocate or family.

•  Develop the support plan with as much input, choice, and decision-making from the client as they want. Document the reasons for the decisions made (should a client choose to have minimal input into their support plan).

•  Staff creating the support plan must understand the client and their requirements and undertake the following:

o Work with the client to make sense of their NDIS plan and understand how to use it and how it links to other services or plans in my life.

o Build an understanding of clients’ capabilities and support them to maintain and build their capacity and resilience to achieve my goals.

o Support the client to be creative and think outside the box to find and negotiate solutions that meet my goals.

o Provide information and tailored opportunities for the client to explore and expand their vision for their future and what it means to have a good life.

o Share current best practices to support the client in making connections and find information about support options.

o Alert the clients to real or potential conflicts of interest when planning and selecting supports, and work with them to make informed choices.

o Encourage the client’s specialised and mainstream service providers to recognise and challenge prejudice or lack of vision in service offerings and attitudes.

o Involve clients in understanding and designing safeguards to keep them safe while supporting their right to take risks and build independence.

o Work with clients to develop an agreed way to respond to emergencies, crises and foreseeable life events.

o Be proactive in supporting preventative health measures, including vaccinations, dental check-ups, comprehensive health assessments and allied health services.

o Support and build clients’ capacity and confidence.

o Negotiate with support and service providers, make transitions, or adjust my plan, if relevant to their role, and inform the Director or Care Manager otherwise

o Encourage the client to navigate complexity, resolve issues and, maintain continuity and integration of supports, refer to the Director or Care Manager as required.

o Create opportunities for the clients to practice and develop their capacity to manage and direct their supports.

o Support clients to coordinate different and often disconnected services and support into an integrated experience.

o Identify breakdowns in support arrangements and work with clients and other service providers to adapt in response.

o Identify emergencies and disasters by linking to the Personal Emergency Preparation Plan

•  Before meeting with the client, review the following:

○ client Intake Form

○ client assessment information

○ referral documents

○ other relevant notes or data will assist in understanding the client as an individual.

Providing information to the client

•  Emphasise to the client why they must identify their personal goals and aspirations.

•  Use the appropriate support plan as a prompt to assist the client in identifying areas where NurseCare Australia services may help them realise their goals.

•  Outline the prompts on the plan, including a discussion of the client’s physical, emotional, spiritual, cultural, community, social and financial needs.

•  Provide the client with a clear understanding of their choices and service options available to make informed decisions about their choices and priorities.

•  Explain to the client any information-sharing requirements with other parties.

•  Provide the client with examples and suggestions of how NurseCare Australia services may be able to help them achieve their goals.

 Facilitating the development of client-centred goals

•  Work with the client and their advocate/s to identify their personal goals.

•  Ask the client to identify the types of help or assistance most important to them.

•  Help the client recognise their strengths and capabilities.

•  Transform the client’s goals into SMART (i.e. Specific, Measurable, Attainable, Realistic and Timely) goals, e.g.

○ Simple goal: To be able to collect the mail.

○ SMART goal: To walk to the letterbox, without assistance, every day to collect the mail.

•   Set a time frame for each goal, so progress can be measured, e.g. walk to the letterbox without assistance to collect the mail and achieve this by November 30.

•  Use the client’s expressed goals, priorities, and agreed-upon actions in developing their support plan. Consideration will also be given to the following:

•  financial resource capacities and any limitations of NurseCare Australia services or specific programs to be utilised.

•  capacities, expertise, and appropriateness of current NurseCare Australia staff to provide services.

•  availability of specialised staff or services, if applicable

•  other services or individuals who will provide services as designated by the client.

•  volunteer supports available.

•  determining (with the client) how each goal will be measured so progress can be recorded.

•  identifying (with the client) any potential barriers to achieving their goals and then developing strategies to alleviate those barriers.

•  working with the client to prioritise their goals if many goals are identified. Each goal listsactions, responsibilities, frequency, and duration of services to be coordinated or supplied on behalf of the client. Document all the information in the support plan.

•  identifying and documenting a support plan, all stakeholders (e.g. client, family, advocate/s, community engagement links and other services or agencies) will undertake to assist the client in achieving each goal.

Support plan delivery and review

•  Negotiate specific days for services/supports and document them in the client support plan.

•  Where possible, agree upon time ranges to build flexibility into the service roster, e.g. start time between 1:00 pm and 1:30 pm and provision of one (1) hour of domestic assistance.

•  If not finalised, negotiate service fees and record these in the client’s service agreement and the support plan.

•  Ask the client to sign the support plan to acknowledge their agreement.

•  Ensure access to support plan by both the client and their worker.

•  Agree on the criteria to evaluate the effectiveness of NurseCare Australia service responses and document this in the support plan.

Ensure that all involved stakeholders have copies of the agreed support plan.

•  Explain to the client that the Director or Care Manager will monitor the progress of the support plan.

•  Explain that the client can request a support plan review at any time.

•  Explain to the client that they are part of the review process (see Responsive Support Provision and Support Planning Policy and Procedure).

Related documents

•  Risk Assessment Form

•  Individual Risk Assessment Profile

•  client Intake Form

•  client Intake Checklist

•  client Information Consent form

•  Personal Emergency Preparation Plan

•  Service Agreement

•  Support Plan

•  Support Plan – Easy Read

•  Support Plan Review Report

References

•  NDIS – Developing your first NDIS Plan

•  NDIS Practice Standards and Quality Indicators 2021

•  NDIS Workforce Capability Framework

•  Privacy Act 1988 (Commonwealth)

•  Work Health and Safety Act 2011 (Commonwealth)

1.0 Purpose

NurseCare Australia undertakes the development of a service agreement during the access to support and assessment process and with the collaboration of relevant parties.

We will ensure that all parties know and agree to all aspects of the provided services.

Scope

The Director must develop a service agreement with the client and ensure it is designed to meet their individual needs.

Policy

NurseCare Australia collaborates with each client to develop a service agreement which:

•  establishes expectations

•  explains the supports to be delivered

•  specifies any conditions attached to the delivery of supports, including why these conditions are attached. The client is supported to understand their service agreement and conditions using the language, mode of communication and terms they are most likely to follow. We will supply Easy Read documents as required. The client must provide their consent or direction to develop and maintain links with other providers to collaborate and share information to meet their needs. The service agreement includes emergency and disaster management plans for individuals.

Procedure

NurseCare Australia undertakes the following procedure to develop a service agreement with each client:

1. Collaborate with the family, advocate or representative to ensure that the service agreement meets the requirements and links to needs, interests and aspirations.

2. Use appropriate communication methods to explore, explain and determine what is provided within the agreement.

3. Keep appropriate records explaining the process undertaken, including consent/direction to collaborate with other providers and to share information to enable the team to meet the client’s requirements.

4. Provide the client with a copy of their service agreement. When the client wishes not to keep a copy of the agreement, the circumstance under which the client did not receive a copy must be documented and kept on the client’s file. Having the client note that a copy was not required on the agreement is good practice.

5. The Service Agreement must outline the party or parties responsible and their roles, where applicable, for the following issues:

1. How will the client communicate their concerns about a dwelling?
2. How will potential conflicts involving client(s) be managed?
3. As agreed, changes to client circumstances or support needs will be disclosed.
4. Are their needs, preferences and situation being considered?
5. How behaviours of concern are managed may put tenancy at risk if relevant to the client

1. management of emergencies and disasters.

Related documents

•  Code of Conduct Agreement

•  client Information in Easy English

•  Personal Emergency Preparation Plan

•  Service Agreement

•  Support Plan

•  Support Plan – Easy Read

References

•  NDIS Practice Standards and Quality Indicators 2021

•  Work Health and Safety Act 2011 (Commonwealth)

•  Disability Discrimination Act 1992 (Commonwealth)