Quality Standards Pilot
Provider Preparation Kit
V 1.0
Disclaimer
This document only relates to the 2013 Job Services Australia Quality Standards Pilot and is for
reference only. This document does not represent the obligations of the Employment Services Deed
2012-2015 nor does it represent the requirements of the Quality Assurance Framework.
Quality Standards Pilot Provider Preparation Kit
Effective Date: 1 January 2013 – 31 December 2013
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978-1-74361-478-5 [DOCX]
With the exception of the Commonwealth Coat of Arms and where otherwise noted all material
presented in this document is provided under a Creative Commons Attribution 3.0 Australia
(http://creativecommons.org/licenses/by/3.0/au/) licence.
The details of the relevant licence conditions are available on the Creative Commons website (accessible
using the links provided) as is the full legal code for the CC BY 3.0 AU licence
(http://creativecommons.org/licenses/by/3.0/au/legalcode).
The document must be attributed as the Quality Standards Pilot Provider Preparation Kit.
Quality Standards Pilot Provider Preparation Kit
Effective Date: 1 January 2013 – 31 December 2013
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Contents
Outline of Document .................................................................................................................................... 4
Section 1: Provider Preparation Kit Outline ................................................................................................. 5
Background .............................................................................................................................................. 5
The Quality Standards Pilot...................................................................................................................... 5
Provider Preparation Kit .......................................................................................................................... 5
Section 2: Understanding the Quality Assurance Framework Principles ..................................................... 6
Processes and Results .............................................................................................................................. 6
Quality Assurance .................................................................................................................................... 6
Audit Criteria ............................................................................................................................................ 6
Signposts .................................................................................................................................................. 6
Core Evidence Questions ......................................................................................................................... 6
Principle 1................................................................................................................................................. 7
Principle 2................................................................................................................................................. 7
Principle 3................................................................................................................................................. 8
Principle 4................................................................................................................................................. 8
Principle 5................................................................................................................................................. 9
Principle 6................................................................................................................................................. 9
Principle 7............................................................................................................................................... 10
Principle 8............................................................................................................................................... 10
Section 3: Self-Audit Checklists .................................................................................................................. 11
Principle 1 ................................................................................................................................................... 12
Principle 2 ................................................................................................................................................... 16
Principle 3 ................................................................................................................................................... 18
Principle 4 ................................................................................................................................................... 20
Principle 5 ................................................................................................................................................... 21
Principle 6 ................................................................................................................................................... 23
Principle 7 ................................................................................................................................................... 25
Principle 8 ................................................................................................................................................... 27
Section 4: Attachments .............................................................................................................................. 29
Attachment A – Quality Framework Diagram ............................................................................................ 29
Attachment B – Acceptable Quality Standards .......................................................................................... 30
Quality Standards Pilot Provider Preparation Kit
Effective Date: 1 January 2013 – 31 December 2013
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Quality Standards Provider Preparation Kit
Document Change History
Version Start Date
Effective Date
End Date
Change and Location
1.1
1 Jan 2013
31 Dec 2013
Initial Publication
1 Jan 2013
Outline of Document
Provider Preparation Kit
Activity 2 Timeline
January 2013
July 2013
December 2013
1 Jan – Commence Activity 2
19 Jul – Activity 2 mid-point
review due
31 Dec – Pilot ends
Section 1: Provider Preparation Kit
Outline
Section 1 outlines the Quality Standards Pilot
and the purpose of the Provider Preparation
Kit.
Section 2 explains the Principles and their
aims.
Section 2: Principles Explained
Section 3: Self-Audit Checklists
Section 4: Attachments
Quality Standards Pilot Provider Preparation Kit
Section 3 contains self-audit checklists for
each of the Principles for use by Providers in
assessing their preparation to meet the
requirements of the Principles.
Section 4 contains the attachments
referred to through the previous three
sections.
Effective Date: 1 January 2013 – 31 December 2013
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Section 1: Provider Preparation Kit Outline
Background
From 1 July 2015 the current Job Services Australia (JSA) Quality Assurance Framework (QAF), otherwise
known as ‘KPI 3’, will be replaced by a simpler, more efficient means of assessing quality services delivered by
Providers to Participants and Employers, as well as to the Department of Education, Employment and
Workplace Relations (DEEWR). A diagram of the new QAF is attached at Attachment A.
The new QAF applies only to JSA at this point in time, however those Providers who deliver both JSA and
Disability Employment Services will be required to adhere to the new QAF for their JSA business.
The Quality Standards Pilot
The purpose of the Quality Standards Pilot (the Pilot) is for Providers and DEEWR to work together to finalise
the details of the new QAF, including the QAF Principles (the Principles). The Principles, which form the basis of
the QAF, are outlined in the Quality Standards Pilot Instructions.
The Pilot, will also allow Providers to test how the Principles apply to their individual business models and give
them the opportunity to be involved in refining the QAF, while working towards gaining certification against an
acceptable Quality Standard (Attachment B) during a period where penalties will not apply for failure to
achieve certification.
Provider Preparation Kit
The Provider Preparation Kit (the Kit) has been created to assist Providers comply with the requirements of the
QAF, including preparing for certification against an acceptable Quality Standard. The Kit includes advice on
understanding the Principles and a number of self-audit checklists, aligned with each of the Principles and Key
Performance Measures.
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Effective Date: 1 January 2013 – 31 December 2013
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Section 2: Understanding the Quality Assurance Framework
Principles
The Principles will be supported by DEEWR’s QAF Principles Evidence Guide (the Evidence Guide), included in
the Quality Standards Activity 2 Instructions. The Evidence Guide sets out the evidence requirements and the
minimum information required to demonstrate conformance for each Principle.
Audits under the QAF will be an evidentiary process. A Provider needs to demonstrate, and an auditor needs
to sight or observe, through sufficient evidence the Provider’s conformance with each Principle. Evidence that
is taken into consideration needs to be relevant and reasonable for a critical assessment.
This means that auditors need to have enough information or evidence to be able to make a decision about
whether or not a Provider has conformed with the requirements of each of the Principles, and by extension
the Quality Standard they have chosen to obtain certification against.
Providers should consider the integrity, availability, accessibility and relevance of evidence when presenting it
to auditors for consideration.
Processes and Results
DEEWR does not consider the existence of processes to be sufficient to demonstrate conformance with any of
the Principles. Providers are required to not only show they have processes in place, but that they are followed
consistently and produce quality results that comply with the requirements of the Principle, Deed, Legislation
and relevant Guidelines.
When reviewing evidence, auditors will be looking at both the processes and results to determine
conformance with each Principle.
Quality Assurance
An effective Quality Assurance strategy will be key to a Provider’s success in achieving the requirements of the
QAF. Through Quality Assurance activities, a Provider should be able to identify when a defined process is
either not being implemented effectively or is not producing the required results. This can be as a result of a
misunderstanding of the process, or through the process simply not having the potential to produce quality
results.
Audit Criteria
Audit criteria will address the Key Performance Measures (KPMs) that relate to each of the Principles. As noted
in the Evidence Guide, this comprises a set of sign posts and core evidence questions that broadly indicate the
topics that the auditor might consider, as well as examples of the types of evidence that may be used to
demonstrate conformance.
Signposts
Signposts indicate the topics an auditor might consider under any Principle. In broad terms, the signposts are
designed to cover evidence that may be relevant to consider for each Principle.
Core Evidence Questions
Each Principle contains a number of evidence questions that auditors are expected to focus on – evidence to
determine whether a Provider is meeting a particular requirement of each Principle.
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Principle 1
Principle 1: Satisfaction with services and provision of individualised and tailored services
Has in place strategies for monitoring and measuring Participant satisfaction. The monitoring of this
satisfaction will inform continuous improvement in service delivery to Participants and Employers.
Has in place mechanisms and strategies to ensure that each Participant and Employer receives a service that is
designed to meet their individual needs and, where appropriate, personal goals. These needs and goals are
then used as the basis for service provision with the Provider undertaking a process of planning,
implementation, review and adjustment to facilitate the achievement of these goals.
Key Performance Measures:
1. There are specific strategies for servicing each of the Participant cohort groups.
2. Strategies developed by the Provider ensure all Participants receive an individualised, tailored service to
address individual barriers to employment.
3. There are individual Employment Pathway Plans (EPPs) established for each Participant which identify
their individual barriers and strategies designed to address those barriers.
4. There are robust and transparent complaint/feedback mechanisms to be adhered to by all staff who deal
with Participants.
5. There is regular monitoring of provision of services to ensure continuous improvement across the
organisation.
What does this mean?
This Principle focuses on the key role of the employment services industry, that is to provide quality
individualised employment services to Participants, designed to address their individual needs and
circumstances to re-enter the workforce. When considering this Principle, Providers need to balance the
requirements of the Deed, Legislation and Guidelines with the needs and barriers of the Participant.
Principle 2
Principle 2: Effective corporate governance arrangements, including management systems
Strong governance, operational effectiveness and efficiency through corporate arrangements and
management systems, practices that optimise outcomes for themselves, Participants and Employers. This
includes a supportive organisational culture and effective financial controls and communication mechanisms.
Key Performance Measures
1. Governance and management systems used by the organisation ensure and support compliance with
Legislation, the Deed and Guidelines.
2. Governance and management systems support DEEWR and community expectations for probity,
accountability and transparency in the organisation.
3. Governance and management systems support staff in carrying out their roles and responsibilities.
What does this mean?
This Principle aims to ensure that Providers have arrangements in place that support the health and
productivity of their organisation. This is achieved through governance arrangements and financial
management and ensuring systems in place for continuity of services.
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Principle 3
Principle 3: High level of leadership
Strong leadership that establishes organisational direction and purpose and supports a positive organisational
reputation.
Key Performance Measures:
1.
2.
3.
4.
All employees have a shared vision of the organisation’s directions and decisions.
There are clear lines of decision making and authority through management rules.
Organisation’s Code of Conduct is clearly identified, followed and enforced.
There is good staff awareness of probity and accountability issues.
What does this mean?
Like Principle 2, Principle 3 focuses on the health of the Provider’s organisation, but also with a strong focus on
the culture and conduct of the organisation. This Principle is designed to emphasise the importance of a strong
organisational culture, based on probity, accountability and leadership.
Principle 4
Principle 4: Effective planning strategies
Effective planning mechanisms that support continuous improvement across the organisation including people
and performance management and financial capability, including fraud prevention.
Key Performance Measures:
1. There are well-defined and documented strategic and operational planning and performance reporting
processes, which facilitate quality management and continuous improvement.
What does this mean?
Principle 4 identifies the need for effective planning to be in place to drive quality management and
continuous improvement. This includes fraud prevention, risk management and financial capability. Some key
aspects of this Principle include having appropriate processes and procedures in place to manage the
submission of claims to DEEWR and strategic and operational planning mechanisms.
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Principle 5
Principle 5: A supportive working environment that values the development of its people through staffing
and organisational development plans
Each person employed to deliver services by the Provider has the relevant skills and competency. Plans and
mechanisms are in place to identify these skills and competencies, and to ensure that these skills are
maintained and enhanced through training and skills development. This also includes Indigenous and Disability
Employment strategies.
Key Performance Measures:
1. There is a structured approach to developing staff and how they foster continuous improvement of the
organisation.
2. Staff have a supportive working environment where individual skills and competencies are identified and
developed to better align with organisational goals and practices.
3. Staff are offered opportunities to develop and maintain their skills and competencies through training and
skills development.
4. Organisation has an effective performance management system in place.
What does this mean?
Principle 5 focuses on the staff of the Provider’s organisation, acknowledging that the employment services
industry can be difficult to work in and that quality services often begin with quality staff. This Principle
incorporates all elements of staff management, including their contribution to continuous improvement and
the necessity of training and skills development.
Principle 6
Principle 6: An effective set of measurement tools across all areas of operations
Adopts quality management systems and practices that optimise outcomes for Participants and Employers.
This also includes mechanisms to ensure that practices adopted by the Provider result in quality, robust services
that adhere to the principles of privacy and confidentiality and support better practice.
Key Performance Measures:
1. All organisation procedures and practices support delivery of robust services that comply with the Deed
and Guidelines.
2. All staff understand procedures and practices that ensure compliance with the Deed and Guidelines and
the importance of compliance with these.
3. There are Quality Assurance and Review procedures to verify that organisational procedures and
practices result in compliance with Deed and support better practice.
4. Staff practices comply with Privacy and other relevant Legislation.
What does this mean?
Principle 6 aims to ensure that services delivered by a Provider comply with the Deed, Legislation and
Guidelines, and that the processes and procedures developed to ensure this compliance are subject to ongoing
Quality Assurance and continuous improvement. In particular, this Principle looks at how the Provider ensures
compliance with the Deed, Legislation and Guidelines, the management of information and the Quality
Assurance and Review procedures employed by the Provider.
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Principle 7
Principle 7: Effective arrangements for communicating with clients, including facilitating resolution of client
complaints
Employs systems and technologies that allow for communication with all Participants and Employers, including
access to interpreters and/or disability assistance services. In addition, Participants and Employers are
encouraged to raise, and have resolved without fear of retribution, any complaints or disputes he or she may
have regarding the Provider or the service.
Key Performance Measures:
1. There are mechanisms to facilitate communication with Participants and Employers.
2. Cohort specific communication strategies are developed and implemented, including the use of
interpreters and disability access services.
3. Organisation’s policies and procedures support the raising of complaints, with no fear of retribution, and
facilitates complaints resolution.
What does this mean?
This Principle acknowledges the importance of effective communication mechanisms, including the benefits of
effective complaints management. This goes beyond simply ensuring complaints are effectively handled and
highlights the need to learn from and improve as a result of complaints made.
Outside of complaints management, Principle 7 also aims to ensure that that the various cohort groups that
are part of employment services as appropriately catered for, as they each have unique communication needs.
Principle 8
Principle 8: An understanding of and ability to develop and build strong labour market presence
Builds strong labour market presence, in both their local area and the wider community with a variety of
stakeholders.
Key Performance Measures:
1. There is a structured approach to engaging with local labour markets, Employers, training institutions and
other service providers.
2. There is strong evidence of active engagement with the local labour market, including implementing
strategies to engage and service Employers.
3. There are strong relationships developed and maintained with other Providers and organisations who
deliver complementary services.
What does this mean?
Principle 8 focuses on the importance of having appropriate local connections and knowledge to delivery of
quality services and the achievement of quality Outcomes. Within the employment services industry, this
Principle can be applied in many ways, from disability specialist Providers developing more extensive relations
with medical and support services, to simply the development and maintenance of effective relationships with
local employers.
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Section 3: Self-Audit Checklists
These self-audit checklists have been developed to assist Providers to self-identify their readiness for audit, as well as for use during ongoing Quality
Assurance undertaken internally. They are a guide only and can be adapted for each Providers’ individual circumstances and needs. You should use the
questions as a tool for discussion about Quality Assurance and continuous improvement at all levels of the organisation, and for documenting evidence and
identifying areas where you lack clear evidence about your performance. These checklists can also be used as evidence to demonstrate adherence to
Principle 4 – Quality Assurance and Principle 6 – Continuous Improvement.
It is anticipated that these checklists will be used primarily at a site level, however a key aspect of Quality Assurance is that consistency is applied across an
organisation. There is a need to validate the application and effectiveness of processes across multiple locations to ensure that the control environment is
consistent across the organisational structure.
Measure/Signpost
This details the aspect of the KPM being
checked, utilising a number of question,
including the Core Evidence Questions, to assist
in conducting the audit.
Quality Standards Pilot Provider Preparation Kit
Evidence Cited
Evidence cited indicates if
and what evidence was
sighted to demonstrate
conformance to the Key
Performance
Measure/signpost
Demonstrated
Conformance
Yes or No
Has the evidence cited
demonstrated
conformance or is more
information needed?
Corrective Action Plan
Required
This section should
indicate if a CAP is
required and likely
actions that it could
include.
Effective Date: 1 January 2013 – 31 December 2013
Sign off
This should be
completed by an
appropriately
authorised manager
and indicate either
conformance was
achieved or that the
CAP has been
completed and
resulted in
conformance.
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Principle 1
Satisfaction with services and provision of individualised and tailored services
Key Performance Measure 1.1: There are specific strategies for servicing each of the Participant cohort types.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
What are our strategies for each of the cohort types, as defined in the
Deed?
How do we communicate these to staff?
Do staff understand and utilise the strategies?
How do we ensure that no restrictions or constraints are imposed on
Participants?
How do we ensure staff have appropriate cultural understanding and
competence?
Key Performance Measure 1.2: Strategies developed by the Provider ensure all Participants receive an individualised, tailored service to address individual
barriers to employment.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How do we engage with Participants, including ensuring individual
needs and barriers are considered?
Are we meeting the minimum requirements for engagement with
Participants?
How do we identify barriers of Participants?
What strategies do we have in place for linking Participant needs and
barriers to Employment Pathway Fund expenditure?
Do we use compliance reporting appropriately?
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Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
What arrangements do we have in place to ensure interviews/contacts
are conducted in a manner that meets the needs of the Participant and
the requirements of the Deed?
Do staff understand the services they deliver, including eligibility
criteria and the compliance requirements under Social Security Law?
Do our Participants feel we tailor the services, where possible, to their
needs?
How do we promote tolerance and respect for individual needs and
circumstances?
How we promote cultural/ethnic/religious sensitivity?
Do Participants feel they are respected and treated with dignity?
Key Performance Measure 1.3: There are individual Employment Pathway Plans (EPPs) established for each Participant which identify their individual
barriers and strategies designed to address those barriers.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How do we establish each Participant’s employment goals?
How do we ensure Participants are actively involved in establishing
these goals?
How do we negotiate changes to employment goals?
How do we monitor Participant’s perceptions of goal-setting processes?
How do we develop and negotiate individual Employment Pathway
Plans (EPPs)?
How do we involve Participants in identifying employment
opportunities?
How do we involve Participants in reviewing individual EPPs?
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Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
What strategies do we have in place to ensure that each Participant has
an individual EPP developed?
How do we monitor that each Participant has an individual, achievable
and up-to date EPP?
How do we ensure that the assistance and support provided to
Participants facilitates their achievement of their employment goals?
Key Performance Measure 1.4: There are robust and transparent complaint/feedback mechanisms adhered to by all staff who deal with Participants.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How do we encourage and support participant input into decisionmaking?
How do Participants engage in pre-employment and employment
planning?
How do Participants engage in service and business planning?
How do Participants engage in Quality Assurance and continuous
improvement activities?
How do Participants feel about opportunities for input into decisionmaking processes?
Overall what is the quality of Participant engagement in decisionmaking processes?
How do we communicate the outcomes of decision-making processes
to Participants?
Overall are we responsive to the outcomes of Participant input into
decision making?
What strategies do we have in place to monitor and measure
Participant satisfaction with the services delivered to them?
Key Performance Measure 1.5: There is regular monitoring of provision of services to ensure continuous improvement across the organisation.
Quality Standards Pilot Provider Preparation Kit
Effective Date: 1 January 2013 – 31 December 2013
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Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
What strategies do we have in place to monitor and measure
Participant and/or Employer satisfaction with the services delivered to
them?
Do staff utilise the strategies?
How do these strategies drive continuous improvement?
Quality Standards Pilot Provider Preparation Kit
Effective Date: 1 January 2013 – 31 December 2013
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Principle 2
Effective corporate governance arrangements, including management systems
Key Performance Measure 2.1: Governance and management systems used by the organisation to ensure and support compliance with Legislation, the
Deed and Guidelines.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How do we develop and manage our business plans?
How do we undertake our business and corporate planning?
How do these plans support our operations?
Have we lodged our financial statements with DEEWR as required
under the Deed?
Do our insurance arrangements meet the requirements of the Deed
and is it up to date?
What management systems do we have in place and do they facilitate
quality management practices?
How do our management systems drive continuous improvement?
What are our performance measures/measures for success?
Do management understand these measures and effectively
communicate them to staff?
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Key Performance Measure 2.2: Governance and management systems support DEEWR and community expectations for probity, accountability and
transparency in the organisation.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
What document control procedures do we have in place?
How are our document control procedures communicated,
implemented and managed?
How do we maintain appropriate document control?
What financial controls do we have in place, such as delegations and
decision making matrixes?
How do we promote confidence in the quality and ethical nature of our
business?
How do we build confidence in the probity and accountability of
management?
Do we have strong relationships and consultation processes?
Key Performance Measure 2.3: Governance and management system support staff in carrying out their roles and responsibilities.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How does our governance arrangements and management systems
support staff?
What arrangements do we have in place for succession planning?
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Principle 3
High level of leadership
Key Performance Measure 3.1: All employees have a shared vision of the organisation’s directions and decisions.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
Corrective Action
Plan Required
Sign off
How do we demonstrate leadership, throughout the organisation?
How do we facilitate communication and information sharing within
the organisation?
What is the vision and direction of the organisation?
How is this vision and direction communication and supported by staff?
Do staff understand the vision and direction of the organisation?
Key Performance Measure 3.2: There are clear lines of decision making and authority through management rules.
Signpost
Evidence Cited
Demonstrated
Yes or No
What processes do we have in place for the making of decisions,
including authority delegations?
Are these delegations understood and adhered to by staff?
What checks and balances do we have in place for the making of
decisions and delegations?
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Key Performance Measure 3.3: Organisation’s Code of Conduct is clearly identified, followed and enforced.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
What is our Code of Conduct?
How is the Code of Conduct communicated, implemented and
managed?
Is it followed by staff?
How are breaches of the Code of Conduct managed?
Key Performance Measure 3.4: Good staff awareness of probity and accountability issues.
Signpost
Evidence Cited
What strategies do we have in place for the communication,
implementation and management of probity and accountability issues?
Do staff understand the importance of probity and accountability?
How do we promote, internally and externally, the importance of
probity and accountability?
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Effective Date: 1 January 2013 – 31 December 2013
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Principle 4
Effective planning strategies
Key Performance Measure 4.1: There are well-defined and documented strategic and operational planning and performance reporting processes, which
facilitate quality management and continuous improvement.
Measure/Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How do we manage strategic and operational planning?
What strategic and operational planning documentation do we have?
How are these documents managed and reviewed to ensure
effectiveness, currency and relevance?
Do these documents facilitate quality and continuous improvements?
What risk management practices do we have in place and how are they
managed and reviewed?
Do we have a fraud control plan in place and how do we assess its
effectiveness?
What processes and procedures do we have in place for the submission
of accurate, Deed complaint claims to DEEWR?
How are these processes communicated, implemented and monitored
to ensure compliance and to identify faults in the procedure?
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Principle 5
A supportive working environment that values the development of its people through staffing and organisational development plans
Key Performance Measure 5.1: There is a structured approach to developing staff and how they foster continuous improvement of the organisation.
Measure/Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How do we ensure recruitment and selection practices are meritbased?
What do we have in place to ensure staff training and development is
managed effectively?
How do we empower staff and foster continuous improvement
practices?
Key Performance Measure 5.2: Staff have a supportive working environment where individual skills and competencies are identified and developed to better
align with organisational goals and practices.
Measure/Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How do we document job descriptions for each position/staff member?
How do we review the relevance and comprehensiveness of job
descriptions?
How do we ensure staff understands the skill/competency
requirements of their job?
How do participants feel about the skills and competencies of staff?
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Key Performance Measure 5.3: Staff are offered opportunity to develop and maintain their skills and competencies through training and skills
development.
Measure/Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How do we identify staff training and skills development needs?
How does staff feel about the adequacy and quality of training
opportunities?
Key Performance Measure 5.4: Organisation has an effective performance management system in place.
Measure/Signpost
Evidence Cited
How do we assess staff competencies and job performance?
How do we acknowledge good performance?
How do we identify and manage under performance?
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Principle 6
An effective set of measurement tools across all areas of operations
Key Performance Measure 6.1: All organisational procedures and practices support delivery of robust services that comply with the Deed and Guidelines.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How do we communicate and promote the requirements of the Deed?
Do we have processes and procedures in place to ensure services are
delivered that comply with the Deed?
Key Performance Measure 6.2: All staff understand procedures and practices that ensure compliance with the Deed, Guidelines and the importance of
compliance with these.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How are the processes and procedures communication, implemented
and managed?
Do staff understand the processes and procedures?
Do staff understand the requirements of the services they deliver,
including the importance of complaisance with the Deed, Guidelines
and relevant legislation?
How do we communicate changes to policy, processes or procedures to
staff?
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Key Performance Measure 6.3: There are Quality Assurance and Review procedures to verify that organisation procedures and practices result in
compliance with the Deed and support better practice.
Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
How do we undertake annual internal quality reviews and continuous
improvement planning?
Do we have evidence of improvements that have been made as a direct
result of our Quality Assurance practices?
What mechanisms do we have in place to measure and improve
performance against the Deed?
Key Performance Measure 6.4: Staff practices comply with Privacy and other relevant Legislation.
Signpost
Evidence Cited
How do we document our privacy and confidentiality policies and
procedures, consistent with the National Privacy Principles?
How appropriately do we promote these policies and procedures to
participants?
How does staff implement these policies and procedures in day-to-day
situations?
How do Participants feel about the respect shown by the service for
their privacy?
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Principle 7
Effective arrangements for communication with clients, including facilitating resolution of client complaints
Key Performance Measure 7.1: There are mechanisms in place to facilitate communication with Participants and Employers, including the use of
interpreters and disability access services.
Measure/Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
Corrective Action
Plan Required
Sign off
Do we have a range of communication methods we use to engage with
participants and employers?
How are the communication strategies provided to staff, Participants
and Employers?
Can staff accurately describe the services that are available to various
Participant cohorts?
Are Participants aware of the services they can access?
What mechanisms do we have in place to ensure access to interpreters
and disability access services?
Key Performance Measure 7.2: Cohort specific communication strategies are developed and implemented.
Measure/Signpost
Evidence Cited
Demonstrated
Yes or No
What cohort specific communication strategies do we have in place?
How do we communicate, implement and manage these strategies?
Are staff delivering services that are culturally appropriate for the
various cohorts of Participants and Employers?
Have staff completed cultural awareness training?
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Measure/Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
Staff can accurately describe procedures on how to access interpreters
and disability access assistance?
Have professional interpreters been engaged?
Key Performance Measure 7.3: Organisation’s policies and procedures support the raising of complaints, with no fear of retribution, and facilitates
complaints resolution.
Measure/Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
Do we have complaint and dispute policies and procedures in place?
Is the complaint handling process clearly documented and accessed by
staff?
Do Participants feel encouraged and supported to raise issues or
concerns?
Are staff using the complaint handling procedure effectively?
Are Participants made aware of the procedures?
Do Participants feel confident to raise complaints?
How are we ensuring that complaints are being used to improve service
delivery?
Do Participants feel complaints and disputes are satisfactorily resolved?
Is the complaints register being completed and are we reporting and
acting on complaints?
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Principle 8
An understanding of and ability to develop and build strong labour market presence
Key Performance Measure 8.1: There is a structured approach to engaging with local labour markets, Employers, training institutions and other service
providers.
Measure/Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
What strategies do we have in place to engage with relevant
stakeholders in the local market?
What marketing strategies do we have in place for developing and
maintaining relationships with Employers?
Key Performance Measure 8.2: There is strong evidence of active engagement with the local labour market, including implementing strategies to engage
and service Employers.
Measure/Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
Do staff understand their local labour markets?
How do we promote a wide range of employment opportunities to
Participants?
Do we actively participate in relevant forums in the areas we service?
Do we undertake or take part in initiatives related to the services we
deliver?
Are staff skilled to match Participant’s skills with work available locally?
Do Participants feel that their individual job goals and skills are
considered?
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Key Performance Measure 8.3: There are strong relationships developed and maintained with other Providers and organisations who deliver
complementary services.
Measure/Signpost
Evidence Cited
Demonstrated
Yes or No
Corrective Action
Plan Required
Sign off
What strategies do we have in place for promoting a valued role in the
community for Participants?
Are staff aware of the related service agencies in their local area?
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Section 4: Attachments
Attachment A – Quality Framework Diagram
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Attachment B – Acceptable Quality Standards
The table below provides a description of the Quality Standards currently assessed by the DEEWR as being
acceptable. This is the baseline for a Provider to be certified against.
Standard
ISO 9001
Description
ISO 9001 is an internationally recognised Quality Standard that enshrines a quality
management system as an integral part of the organisation’s operations. The
Australian Standard is identical to the ISO 9001. Both are acceptable and are
recognised within Australia as an appropriate continuous improvement tool for use by
a range of industry sectors.
Employment
Services Industry
Standards (ESIS)
ESIS has been developed by NESA and it is a quality standard developed by the
employment services industry for the employment and related service industries. ESIS
is a JAS-ANZ endorsed quality standard and a recognised Standard for the employment
services industry.
Disability Services
Standards (DSS)
The DSS provide the basis for the DES Quality Framework, which is based on the same
four quality measures as JSA (Provider capability, service delivery, engagement, and
client experience). The DSS covers a range of aspects that will be required under the
new QAF. Where a Provider is already certified against the DSS for its JSA business, no
additional Quality Standard certification will be required.
Investors in
People (IiP)
IiP is a business improvement tool designed to advance an organisation's performance
through its employees. The IiP Standard is results orientated, outlining what needs to
be achieved. IiP Australia is licensed by the governing body UK Commission for
Employment and Skills to maintain and deliver the IiP Standard.
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