SYSTEMS & SUPPORTS

Section 2.1 Work Health & Safety

• WHS & GENERAL SAFETY POLICY
• WHS – CONSULTATION POLICY
• WHS – ENVIRONMENTAL & DISASTER MANAGEMENT POLICY
• WHS – ERGONOMICS POLICY
• WHS – TRAINING AND INDUCTION POLICY
• WHS – MANUAL HANDLING POLICY
• WHS – RESPONSIBILITIES POLICY
• WHS – SECURITY POLICY
• WHS – SLIPS, TRIPS AND FALLS POLICY
• WHS- WASTE MANAGEMENT POLICY
• WHS – WORKING ALONE POLICY
• WHS – HOME VISITING AND WORKING IN EXTERNAL LOCATIONS POLICY
• WHS – SYSTEMS AND AUDIT POLICY

Section 2.2 Quality

• CONTINUOUS QUALITY IMPROVEMENT FRAMEWORK POLICY
• DOCUMENTATION AND RECORD KEEPING POLICY
• INTERNAL AUDIT POLICY

Section 2.3 Human Resources

• AFTER HOURS & CORE BUSINESS HOURS POLICY
• STAFF CODE OF CONDUCT AND ETHICS POLICY
• CONFIDENTIALITY AND PRIVACY FOR STAFF POLICY
• HUMAN RESOURCES MANAGEMENT POLICY
• INJURY MANAGEMENT AND RETURN TO WORK POLICY
• LEAVE AND LONG SERVICE LEAVE POLICY
• PROFESSIONAL LEARNING AND DEVELOPMENT POLICY
• RECORD KEEPING FOR STAFF POLICY
• REPORTABLE CONDUCT POLICY
• SEXUAL HARASSMENT POLICY
• SMOKING, ALCOHOL AND ILLEGAL SUBSTANCES POLICY
• STAFF COMPLAINTS, GRIEVANCE AND RESOLUTION POLICY
• STAFF SUPERVISION AND SUPPORT POLICY
• WORKPLACE SURVEILLANCE POLICY

Section 2.4 Organisational Development

• COMMUNITY UNDERSTANDING AND ENGAGEMENT POLICY
• MARKETING POLICY

Section 2.5 Feedback and Complaints

• COMPLAINTS BY CHILDREN AND YOUNG PEOPLE POLICY
• COMPLIMENTS & COMPLAINTS MANAGEMENT POLICY

WHS & GENERAL SAFETY POLICY

POLICY STATEMENT:

Home Caring shall develop and maintain risk management processes that identify, assess and control Workplace Health & Safety (WH&S) risks associated with the business and operations. The identification, monitoring and, where appropriate, the reduction of risk to Home Caring Group, its facilities and processes is the responsibility of all employees.  This document is to be read in conjunction with the suite of Work health and safety policies such as risk assessment and control.

PROCEDURE:

1. Operational risk assessment activities are conducted by Brand Managers and include but not limited to:
   1. Identify Threats considering:
      1. geographical location;
      2. building design;

• consumer mix; and

1. Available resources.
2. Develop protocols for the management of each identified threat.

2. Emergency and incidents are managed by Brand Managers and include but not limited to:
   1. Debrief relevant staff following an Emergency/Incident
   2. Prepare a report of the non-clinical emergency including:
      1. Description of the event;
      2. Any damage to property/equipment;

• Any injuries sustained by consumers/employees/visitors; and

1. Recommendations.
2. Review protocols followed and the resultant outcomes following an emergency.
3. Identify any issues arising and improvements required, e.g. existing additional equipment, employee education, amended protocols, review service contracts.

• Consult with external services.
• Undertake identified recommendations as an outcome of the debrief

1. Forward report to Corporate Services

3. Corporate services maintain Emergency/Incident Management Processes by:
   1. Establish and maintain annual service agreements with relevant service providers, e.g. fire service, security.
   2. Conduct employee and consumer training.
   3. Maintain current registers of employee and consumers.
   4. Maintain and display appropriate signage and protocols.
   5. Conduct audits in accordance with audit schedule.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Work Health and Safety Act 2011 (Cth)
• Work Health and Safety Regulations 2011 (Cth)
• Workers Compensation Act 1987 (NSW)
• Workplace Injury Management and Workers Compensation Act 1998 (NSW)
• Workers Compensation Legislation Amendment Act 2012 (NSW)
• Workers Compensation Regulation 2010 (NSW)

Related policies

• Privacy & Confidentiality policy
• Accident, Incident, Hazard response reporting and investigation policy
• Adverse Events management policy
• Assessment policy

WHS – CONSULTATION POLICY

POLICY STATEMENT:

Home Caring Group regards effective consultation as a critical element to the success of work health and safety (WHS) and risk management initiatives and issue resolution. Home Caring Group will consult with staff undertaking work for Home Caring Group. Home Caring Group will cooperate and consult with other organizations that have a shared duty to consult.

PROCEDURE:

1. WHS legislation dictates that “A person conducting a business or undertaking must consult, so far as is reasonably practicable, with workers who carry out work for the business or undertaking and who are (or are likely to be) directly affected by a health and safety matter”
2. Consultation has the effects of, but not limited to:
   1. Positive working relationships
   2. Greater awareness and commitment
   3. Greater understanding of WHS issues in the workplace
   4. Collective resolution of WHS issues
   5. implement any new WHS codes of practice and changes to legislation
3. Employees may be consulted about a variety of issues by their Brand Managers and/or Corporate WHS Subcommittee including but not limited to:
   1. any workplace change that may impact upon health and safety, including changes to workplace structure, environment or work systems, the purchase of new equipment or substances, the development of new services or projects or any restructure of the business;
   2. decisions about the adequacy of facilities for the welfare of workers.
   3. Review/ propose WHS policy and procedures for the safe conduct of work
   4. Review or develop programs to monitor the workplace or to monitor workers’ health
   5. Review or develop workplace health and safety training materials and health and safety information packages for workers.
   6. All consultations will be documented and outcomes of consultations will be notified via the bi annual staff newsletter. Records will include:
      1. Who is involved
      2. What the safety matter is

• What decision has been made

1. Who is to act and by when
2. When the action has been completed

4. Employees will be provided with reasonable opportunities to express views and contribute to the health and safety decisions via:
   1. Supervisions and team meetings
   2. Contacting Corporate Quality & Safety subcommittee

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Work Health and Safety Act 2011 (Cth)
• Work Health and Safety Regulations 2011 (Cth)
• Workers Compensation Act 1987 (NSW)
• Workplace Injury Management and Workers Compensation Act 1998 (NSW)
• Workers Compensation Legislation Amendment Act 2012 (NSW)
• Workers Compensation Regulation 2010 (NSW)

Related policies

• WHS & General Safety policy
• WHS Incident and hazard reporting and investigation policy
• WHS responsibilities policy

WHS – ENVIRONMENTAL & DISASTER MANAGEMENT POLICY

POLICY STATEMENT:

Disasters and emergencies in the workplace can affect people physically and psychologically and disrupt program delivery continuity. Home Caring Group identifies, prevents and manages disaster and emergency situations within its sphere of responsibility and influence, until the arrival of appropriate emergency services. This approach to disaster and emergency management is illustrated in Figure 1.

A range of disaster and emergency situations may occur on the premises with the potential to impact on safety of staff, Board, volunteers, students, visitors and client’s including:

• Fire
• Gas or water leak
• Vehicle accident
• Chemical, radiation or biological spill
• Bushfire
• Storm
• Earthquake
• Bomb threat
• Civil; disorder or illegal occupancy
• Hostage or terrorist situation
• Physical (including sexual) assault

Figure 1 – Emergency and Disaster approach

PROCEDURE:

Risk Assessment

1. Home Caring Group uses risk assessment processes to identify and control barriers to effective emergency management.
   1. Staff, Board, students, volunteers, clients are expected to behave in way to minimise the risk of emergencies occurring.

Preparedness

2. The list of potential emergency situations and disaster and emergency plans are reviewed annually by the Quality & Safety subcommittee. They are also reviewed following the event of a disaster or emergency situation.
3. All Board members, staff, volunteers and students are trained in disaster and emergency response procedures at induction and every 2 years to ensure they are familiar with implementing disaster and emergency management plans.
4. All staff, Board members, students and volunteers familiarise themselves with emergency evacuation procedures, including their responsibilities and the emergency evacuation assembly point.
5. Emergency evacuation drills are undertaken in all sites annually under the instruction of the Fire Warden at each site.
6. All fire safety activities undertaken by the organisation are recorded and reviewed to identify gaps in training, knowledge, equipment or processes. Fire activities include, but are not limited to, fire safety training, drills and exercises, records of maintenance and inventories of equipment kept.

Response

7. When a disaster or emergency arises, the primary aim of the response is to ensure the safety of all people on the premises, preserve life and protect property.
8. Where evacuation is warranted, refer to guidelines outlined in Emergency Procedures.
9. Home Caring Group initiates recovery and aims to restore operations as quickly as possible.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Work Health and Safety Act 2011 (Cth)
• Work Health and Safety Regulations 2011 (Cth)
• Workers Compensation Act 1987 (NSW)
• Workplace Injury Management and Workers Compensation Act 1998 (NSW)
• Workers Compensation Legislation Amendment Act 2012 (NSW)
• Workers Compensation Regulation 2010 (NSW)

Related policies

• Emergency Management plan policy
• WHS consultation policy
• WHS & General safety policy

WHS – ERGONOMICS POLICY

POLICY STATEMENT:

Home Caring Group is committed to improving the comfort and well-being of employees by identifying and correcting ergonomic risk factors in the workplace by reducing the risk of musculoskeletal disorders occurring in the workplace.  Ergonomics refers to the assessment and design of the relationships between people and their work, objects, tools, equipment and environments. The office working environment include workstations (sitting and standing); equipment layout and operation and computer systems.

PROCEDURE:

1. Managers ensure that ergonomic hazards relating to poor design of work station or work practices are identified and the associated risks controlled by:
   1. Ensuring that employees, contractors and visitors have been provided with relevant information, instruction and/or training in the use of equipment and work practices
   2. Encouraging and reinforcing proper working techniques
   3. Maintaining records of the ergonomic risk assessment and issues discussed at WHS subcommittee
2. Office staff must:
   1. Participate in training as provided
   2. Complete ergonomic self-assessments and reporting task related and equipment related hazards as required
   3. Correctly use equipment provided
   4. Follow proper working techniques
3. If a worker identifies an ergonomic issue associated with their workstation set up, it is to be reported to their Manager. The Manager is to make sure that the worker performs a self-assessment of their workstation using the Ergonomic Self-Assessment Checklist.
   1. For any ergonomic hazards identified during the assessment, controls are to be established and implemented. The Manager in consultation with the worker is to identify appropriate controls to eliminate or reduce hazards as part of the risk assessment process. It is the responsibility of the Manager to review the controls and ensure they are implemented.
   2. Examples of ergonomic controls, from most effective to least effective, may include:
      1. eliminating the task;
      2. changing the nature of the task to remove repetition;

• changing workstation layout which might include repositioning items that are used frequently in close proximity of the user (e.g. telephone);

4. changing chairs that do not adjust to the suit the user for suitable alternatives;
5. providing flat screen monitors to increase desk space;
6. providing information to workers on the importance of rest breaks and stretching.
7. If the worker is not satisfied with the controls implemented, the worker may raise this grievance in accordance with Policy and procedures.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Work Health and Safety Act 2011 (Cth)
• Work Health and Safety Regulations 2011 (Cth)
• Workers Compensation Act 1987 (NSW)
• Workplace Injury Management and Workers Compensation Act 1998 (NSW)
• Workers Compensation Legislation Amendment Act 2012 (NSW)
• Workers Compensation Regulation 2010 (NSW)

Related policies

• Staff complaints and resolution policy
• Professional learning & development policy
• Risk assessment & controls policy
• WHS & General Safety

WHS – TRAINING AND INDUCTION POLICY

POLICY STATEMENT:

Home Caring Group is committed to the importance of providing health and safety information, instruction and training to all workers to enable them to work in a safe and healthy manner. Health and safety training is an integral part of Home Caring Group safety management system. Through training, managers and workers are provided with information on their roles and responsibilities and Home Caring Groups health and safety policies and procedures.

PROCEDURE:

Training

1. Home Caring Group is committed to developing, implementing and reviewing health and safety information, instructions and training that will ensure:
   1. all workers understand their duties under health and safety legislation;
   2. all workers are familiar with their responsibilities for health and safety at Home Caring Group and can perform their work safely and without risks to health;
   3. all Brand managers understand and the ability to implement Home Caring Groups health and safety policies and procedures;
   4. those with specific health and safety responsibilities are given appropriate training
2. It is the responsibility of all Brand managers to ensure that all workers receive appropriate health and safety training which should include but not be limited to:
   1. A general induction to the Company’s health and safety management system;
   2. Other specific training (e.g equipment or chemicals) as required.

Induction

3. It is the responsibility of all Brand managers to ensure that all new workers complete an online induction training and questionnaire and receive:
   1. A general health and safety induction when commencing work at the Company and will include, but not be limited to:
      1. An outline of responsibilities under the health and safety legislation;
      2. The structure of the Company occupational health and safety;

• Emergency and evacuation procedures;

1. Incident and accident reporting;
2. Hazard identification.

1. The manager will check the workers answers and provide feedback on any incorrect answers.

4. Brand Managers are then to ensure that new and transferred workers receive appropriate on the job training that includes:
   1. Instruction on safe working procedures;
   2. Instruction on relevant policies and procedures;
   3. Safe operation of plant, equipment, tools, machines and appliances;
   4. Safe use, handling and storage of any chemicals, hazardous substances or dangerous goods to be used;
   5. Personal protective equipment or clothing to be used or worn;
   6. Hazards specific to the task or area;
   7. Emergency procedures.

Visitors and Contractors

5. All visitors and contractors attending any Home Caring Group offices will be notified of any WHS issues upon sign in to the site by administration.
6. All visitors will be required to sign in and out upon their visit.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Work Health and Safety Act 2011 (Cth)
• Work Health and Safety Regulations 2011 (Cth)

Related policies

• WHS & General Safety
• WHS Incident and hazard reporting and investigation policy
• WHS responsibilities policy
• WHS Risk management policy
• Injury management and return to work policy
• Workplace environment policy
• Contractors, Vendors and Suppliers policy

WHS – MANUAL HANDLING POLICY

POLICY STATEMENT:

Home Caring Group is committed to ensuring the health and safety of all workers when conducting manual tasks in the workplace and adopts a NO LIFT policy in most circumstances.  A minimal lift is applied to some Brands due to the nature of their business. Home Caring Group recognises it has a duty of care to ensure the health and safety of its workers and other people in the workplace. This duty of care extends to the prevention of incidents and injuries because of the manual tasks conducted in the workplace.

PROCEDURE:

1. All employees will receive instructions on Manual Handling upon their employment. Manual handling training will be updated and delivered to all relevant staff on a yearly basis.
2. All employees should follow best practice noting the following:
   1. Plan the Handling Task: By assessing the bulk, weight and handling of the item involved.
   2. Follow all manual handling guidelines as directed by the clients current Care Plan.
   3. Correct Foot Position: Position your feet to face the direction to which you intend to move the load. Your feet will be positioned shoulder width apart with one foot alongside the object and the other behind it.
   4. Gripping the Load: Secure the load close to your body with your elbows tucked in.
   5. Lifting Position: Bend your knees, keeping your back straight.
   6. Lift with your Legs: Use a smooth and steady action, avoid jerking, straining, stretching or twisting when lifting.
   7. Putting the Object Down: Bend your knees, keep the object close to yourself and keep your back straight. Never lift and twist your body at the same time.
3. THINK BACK BEFORE YOU ACT! If you have any doubts about completing a lifting procedure refrain and contact the Roster Coordinator or After-Hours Coordinator.
4. If the Client falls, deteriorates, asks you to move a heavy object on their behalf, a family member is unable to perform regular lifting duties or if the lifter is faulty and out of order:
   1. Where necessary call emergency services and administer First Aid as required
   2. Inform the Client that it is against policy for you to perform lifting duties whilst at work
   3. Seek assistance from and report to the Roster Coordinator or After-Hours Coordinator immediately

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Work Health and Safety Act 2011 (Cth)
• Work Health and Safety Regulations 2011 (Cth)
• Workers Compensation Act 1987 (NSW)
• Workplace Injury Management and Workers Compensation Act 1998 (NSW)
• Workers Compensation Legislation Amendment Act 2012 (NSW)
• Workers Compensation Regulation 2010 (NSW)
• Aged Care Quality Standards 2019
• NDIS Quality & Safeguards 2018

Related policies

• WHS & General Safety
• Professional learning & development policy
• Risk assessment & controls policy

WHS – RESPONSIBILITIES POLICY

POLICY STATEMENT:

Home Caring Group is committed to our responsibilities and accountabilities under the Work Health Safety Act, 2011 (NSW). A ‘person conducting a business or undertaking’ (PCBU) is a legal term under WHS laws for individuals, businesses or organisations that are conducting business. A person who performs work for a PCBU is considered a worker. As a PCBU Home Caring Group, so far as is reasonably practicable to ensure the health and safety or workers and other people like visits and volunteers.

PROCEDURE:

1. Home Caring Group as a PCBU recognises it has a primary duty of care to:
   1. Ensure as far as reasonably practicable that all workers and other persons are not exposed to risks to their health and safety arising from the Company’s work environment, work systems, or the work conducted in the work environment.
   2. Provide adequate facilities for the welfare at work of workers; information, training instruction and supervision to protect persons from risks to health and safety and monitor the health of workers and conditions at the workplace for preventing injury or illness.
   3. Create and maintain a safe and healthy workplace which requires consultation between and the cooperation and commitment of management, all workers and others in the workplace.

Quality and Safety Committee (QSC)

1. A Quality and Safety Committee provides a formal mechanism for workers and management to review workplace health and safety matters.
2. Functions of the QSC are to:
   1. Facilitate co-operation between Home Caring Group and workers in instigating, developing and carrying out measures designed to ensure workers’ health and safety;
   2. Assist in developing systems and procedures relating to health and safety; and
   3. Undertake other functions prescribed by regulation or agreed between Home Caring Group and workers
3. QSC members can:
   1. Spend reasonable time to attend meetings, carry out functions as committee members, and be paid at their normal rate of pay while doing so;
   2. Access information about workplace hazards and risks relating to health and safety of workers (excluding the worker’s personal medical information without that worker’s consent); and
   3. Access opportunities to develop skills relevant to their role on the QSC
   4. The QSC must meet at least quarterly and at any reasonable time when requested by a quorum of two of the WHSC members. Regular reports of WHS matters are then provided at staff meetings.

Manager

1. The Manager is accountable for their Brands overall health and safety performance. This includes providing leadership, direction, resources and support to ensure Home Caring Group workplaces are safe and without risk to health and wellbeing.

1. The Manager exercises due diligence by taking reasonable steps to:
   1. Acquire and keep up to date knowledge of work health and safety matters.
   2. Gain an understanding of the nature of the operations of the business and the hazards and risks associated with those operations.

• Ensure the Brand has available and uses appropriate resources to eliminate or minimize risk arising out of the conduct of the business.

1. Ensure the Brand has appropriate processes for receiving and considering information regarding incidents, hazards and risks and responding in a timely manner.
2. Ensure the Brand has and implements processes for complying with obligations under the legislation (e.g. reporting incidents, consulting with workers, complying with notices, providing training and instruction to workers).

1. The Manager must maintain an appropriate workplace hazard, incident and injury reporting system that will provide Home Caring Group with information to assist in preventing incidents and work-related injury in the future. Additional tasks, but not limited to include:
   1. providing information, instruction, training and supervision necessary to protect all persons from risks to health and safety arising from the work carried out during our business.
   2. Managing risks by eliminating risks as so far as is reasonably practicable and if it is not reasonably practicable, to minimize those risks so far as is reasonably practicable.
   3. Consulting with workers (and their WHS Meeting representatives) involving them in decisions and informing them of decisions that may affect their health and safety.
   4. Consulting, co-operating and coordinating activities with all other persons who have a WHS duty in relation to the same matter as far as is reasonably practicable.
   5. Providing for the prompt management of injured employees and for their safe and timely return to work.
   6. Meeting WHS improvements and targets in their area of control.
   7. Monitoring current WHS performance and striving to achieve a steadily improving standard of WHS performance.
   8. Informing all contractors, sub-contractors, volunteers and students, as well as clients and visitors, of Home Caring Group’s safety standards that are expected of them and monitor to ensure they meet these standards.

Case Managers and Office Staff

1. Case Managers and all office staff have a duty to cooperate with any reasonable instruction given by the Manager to enable compliance with duties under the WHS Act.
2. Case Managers must make sure workers are not exposed to risks to their health and safety and referring outstanding health and safety concerns to senior management.
3. Case Mangers and Office staff are accountable and responsible for:
   1. Complying with their obligations under the WHS Act and this policy, including keeping up-to-date with developments in health and safety legislation and standards that impact on their work area.
   2. Implementing and promoting Home Caring Group’s Work Health Safety (WHS) policy and procedures effectively.
   3. Providing and maintaining a safe work environment including the provision and maintenance of safe plant and structures.
   4. Monitoring the health of workers and the conditions of the workplace for the purpose of preventing illness or injury to workers arising from the conduct of the business.
   5. Take reasonable care to ensure the health and safety of themselves, and others under their supervision at work.
   6. Promptly reporting, recording and investigating hazards, incidents and injuries in their area of responsibility.

Support Workers

1. While at work, all Support workers must:
   1. Take reasonable care for their own health and safety – this means working safely and behaving in ways as not to put themselves at risk.
   2. Take reasonable care for the health and safety of other persons who may be affected by what the worker does or does not do at work – this means behaving in a way that does not put others at risk.
   3. Comply, so far as they are reasonably able, with any reasonable instructions given to them by Home Caring Group – this will include, for example, using equipment supplied to protect their health and safety, not refusing a reasonable request for assistance to prevent a risk to safety or health and participating in initiatives to improve WHS, including training.
   4. Follow any reasonable policy or procedure of Home Caring Group regarding health and safety – this will include, for example, following any safe work procedures, identifying and reporting hazards, reporting injuries and incidents immediately to their supervisor, co-operating with any return to work plan developed for injured employees; participating in the consultative process for health and safety improvement.

Others in the workplace

1. A person at a Home Caring Group workplace must:
   1. Take reasonable care for their own health and safety.
   2. Take reasonable care that their actions do not adversely affect the health and safety of others.
   3. Comply, so far as the person is reasonably able, with any reasonable instruction that is given by Home Caring Group to allow them to conduct their business safely and in compliance with safety legislation.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011
• Corporations Act 2001
• Aged Care Quality Standards 2019
• NDIS Quality & Safeguards 2018

Related policies

• Effective Workplace environment policy

WHS – SECURITY POLICY

POLICY STATEMENT:

Home Caring Group is committed to providing a safe and secure work environment for all staff and visitors,which will be achieved by complying with current state and federal legislation and work health and safety legislation.

PROCEDURE:

1. All sites have monitored alarm system and/or physically locked office doors and entry and exit doors.
2. The nominated staff contact (outside of office hours) are the Managers
3. The Managers have:
   1. security alarm code and instructed in how to unarm/arm the device for occasions when they are first to arrive or last to depart the premises (if the site is alarmed)
4. The offices are in buildings that allows pedestrian access for office staff with a key at the front door.
   1. Staff are provided with and instructed in the use of building entry keys as part of the orientation and induction processes.
   2. Field staff and visitors can only gain access to the office when ‘buzzed in’ by reception.
5. The last member of staff to leave the premises each evening is to ensure all doors are securely locked, turn off all office lights and set the alarm and key lock and bolt the front door.
6. In the event of emergency and evacuation is required, all staff and visitors must follow instructions/ procedures given by the nominated fire warden and/ or Operations Manager/Managing Director
7. Staff members ensure that visitors are escorted to the evacuation point.
8. In the event of damage or theft of personal property staff and visitors must inform the Office Manager who will identify and take further action, such as contacting the police.
9. The Operations Manager and/or Managing Director will report any instances of theft or damage to the Insurance company.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Work Health and Safety Regulation 2011 (NSW)

Related policies

• WHS Risk Management policy
• WHS & General Safety policy

WHS – SLIPS, TRIPS AND FALLS POLICY

POLICY STATEMENT:

Home Caring Group recognises the duty of care to ensure the health and safety of its workers and other people in the workplace. This duty of care extends to the prevention of incidents and injuries because of slips, trips and falls.  Slips, trips and fall are a common cause of injury within the workplace. They often result in musculoskeletal injuries, cuts, bruises, fractures and dislocations but more serious injuries can also occur.

PROCEDURE:

1. Safe Work Australia defines the following:
   1. Slips occur when your foot loses traction with the ground surface due to inappropriate footwear or walking on slippery floor surfaces that are highly polished, wet or greasy.
   2. Trips occur when you catch your foot on an object or surface. In most cases people trip on low obstacles that are hard to spot such as uneven edges in flooring, loose mats, open drawers, untidy tools or electrical cables.
   3. Falls can result from a slip or trip but many occur during falls from low heights such as steps, stairs and curbs, falling into a hole or a ditch or into water.
2. A systematic approach to slips, trips and falls risk management including the four-step approach as set out in the Managing the Risk of Falls at Workplaces: Code of Practice, 2011 which are:
   1. Identify hazards that may cause injury
   2. If necessary, assess the risks associated with these hazards
   3. Implement risk control measures
   4. Review risk control measures to ensure they are effective.
3. The Brand Manager must ensure their sites:
   1. Design of internal and external floors, stairs, lighting, drainage and storage is appropriate
   2. Have work procedures that reduce the incidence of slips and trips such as entry mats for staff to wipe feet on rainy days
   3. Relevant signage and/or communication methods to staff of hazards and/or safe work practices
   4. Have provision of safe equipment (e.g. dry mopping, vacuum cleaners with retractable cords) and / or substances (e.g. low residue detergents) for all workers working for and on behalf of the Company.
   5. Keep records of hazards and risk control measures
4. The Brand manager must ensure that prior to sending staff out to work alone:
   1. initial Client Home WHS Assessment of all client premises prior to the commencement of service and annually thereafter.
   2. Staff are notified of information and clear instruction prior to service, including suitable footwear
   3. Prompt incident investigation and reporting
   4. Consult as far as practical with workers and provide regular training and supervisor for all workers
5. The Brand manager will also notify WHS subcommittee and raise WHS issues with corporate services.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Work Health and Safety Act 2011 (Cth)
• Work Health and Safety Regulations 2011 (Cth)
• Workers Compensation Act 1987 (NSW)
• Workplace Injury Management and Workers Compensation Act 1998 (NSW)
• Workers Compensation Legislation Amendment Act 2012 (NSW)
• Workers Compensation Regulation 2010 (NSW)

Related policies

• Home Visiting policy
• Working alone policy
• Accident, Incident, Occupational hazard response reporting policy
• WHS Consultation policy
• WHS & General Safety policy
• Injury management and return to work policy
• Workplace environment policy

WHS- WASTE MANAGEMENT POLICY

POLICY STATEMENT:

Home Caring Group is committed to conducting all activities in a manner that will minimise the impact on the environment and provide a safe and healthy workplace for workers and clients.  Waste includes, but not limited to: Infectious waste such as bodily fluids, health hazard such as long-term exposure to anything that can cause illness or disease and sharps, such as needles and syringes.

PROCEDURE:

1. General Waste includes any waste not included in the following categories that is not capable of being composted, recycled, reprocessed or re-used. This category also includes treated clinical waste, incontinence pads, drained dialysis waste and disposable nappies. All general waste can be disposed of in landfill.
2. General waste should be double bagged and placed in the client’s general waste “red wheelie” bin.
3. Our service should generate very little clinical waste other than sharps.
   1. Examples such as disposable nappies, tampons, lightly blood-stained dressings are not considered to be clinical waste and are appropriately disposed of as general waste.
   2. Immediately after use, disposable sharps must be placed into a recognised disposable sharps container/collector unit. Needles must never be recapped. Full sharps containers/collector units must be disposed of according to the client’s personal care plan.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Work Health and Safety Act 2011 (Cth)
• Work Health and Safety Regulations 2011 (Cth)
• Workers Compensation Act 1987 (NSW)
• Workplace Injury Management and Workers Compensation Act 1998 (NSW)
• Workers Compensation Legislation Amendment Act 2012 (NSW)
• Workers Compensation Regulation 2010 (NSW)
• NDIS Quality & Safeguards 2018
• Aged Care Quality Standards 2019

Related policies

• Hazardous chemicals policy
• Infection control and Universal precautions policy
• Care planning policy
• Risk assessment & Controls policy

WHS – WORKING ALONE POLICY

POLICY STATEMENT:

Home Caring Group is committed to ensuring as far as reasonable that staff who are required to work alone or unsupervised are protected from risks to their health and safety.

PROCEDURE:

1. Prior to the commencement of any home visit, a home risk assessment is conducted by the delegated manager/case manager.
   1. Where risks are identified, the delegated manager must consider implementing safety strategies and/or ask the client to address the risk prior to services starting. All agreements are documented on the client file.
   2. The delegated manager/case manager is required to alert the Support Worker of any risks prior to sending them out for the service.
2. Support workers to complete a self-assessment on a regular basis which considers:
   1. Before going to the client’s home:
      1. I have a current care plan and information about the client and services I am to provide.
      2. I know about anyone else expected to be in the home when I visit.

• I am familiar with safe work procedures. I know how to safely do the tasks for the client.

1. I know what to do in the event of an emergency.

1. I’ve checked my car to see if:
   1. Tyres are in good condition and inflated.
   2. I have enough petrol for my working day.

• Lights and indicators are working.

1. On arrival at the client’s home:
   1. I park on the street (in preference to the driveway) and am aware of street activity or people nearby.
   2. I ensure nothing valuable is left visible in my car (do this before your first job of the day).

• I check the person answering the door is the client. If not, I check the client is home before entering.

1. I look for signs of aggression, potential violence, weapons, and illegal activity.

1. During the service:
   1. I avoid areas in the home where I could be trapped.
   2. I never close doors to inside rooms and have a ‘planned’ escape route for each home.

• I check equipment and the home for hazards.

1. I check if the client’s behaviour, demeanour or mobility have changed since previous visits.
2. I watch for signs of agitation with clients and others. I look to see if their face is red, for fast breathing, yelling, waving of their arms, finger pointing etc.
3. I follow safe work procedures.
4. Leaving the client’s home:
   1. I do not offer lifts to clients or to their visitors.
   2. I take care leaving and do not complete paperwork or make a call-in front of the home.
5. After the visit:
   1. I call/text my supervisor when I finish my last ‘out of hours’ service to let her/him know I have got home safely.
   2. Any hazards and/or ‘near misses’ particularly for clients with challenging behaviours has to be notified to the immediate supervisor and the details documented.
6. WHS Training and safe work practices are implemented at induction and regularly promoted through the staff newsletter.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Work Health and Safety Act 2011 (Cth)
• Work Health and Safety Regulations 2011 (Cth)
• Workers Compensation Act 1987 (NSW)
• Workplace Injury Management and Workers Compensation Act 1998 (NSW)
• Workers Compensation Legislation Amendment Act 2012 (NSW)
• Workers Compensation Regulation 2010 (NSW)
• Aged Care Quality Standards 2019
• NDIS Quality & Safeguards 2018

Related policies

• WHS- Home visiting and working in external locations policy
• WHS & General Safety
• WHS Incident and hazard reporting and investigation policy
• Professional learning & development policy
• Risk assessment & controls policy

WHS – HOME VISITING AND WORKING IN EXTERNAL LOCATIONS POLICY

POLICY STATEMENT:

Home Caring Group recognises that Support Workers often confront additional risks when working in public places and in client’s homes, as these environments are less predictable than centre-based environments. Working in a client’s home is a common and significant part of many services provided by workers in the disability industry. The homes of clients are workplaces whenever a worker is present during work hours. Even though a client’s home is not directly controlled by the employer, Home Caring Group implements simple practices to ensure the safety of workers.

PROCEDURE:

Conducting a home assessment

1. Case Manager/Manager should conduct an off-site check before an initial home visit which considers issues such as:
   1. access to the premises,
   2. whether the service user lives alone,
   3. and if there are any pets.
2. Assessments of client’s homes should be done formally and documented using a Safe Home Visiting Checklist by Case Manager/Manager and any WHS issues rectified prior to the commencement of services.
3. Case Manager/Manager informs the client about obligations to provide a safe workplace for staff, whilst working in their home.

Implementing risk controls

4. The following controls are implemented depending on the risk including:
   1. Buddy system – some jobs present such a high level of risk that workers should not work alone, for example working with clients with high manual handling or behaviour issues.
   2. Movement records – knowing where workers are expected to be can assist in controlling the risks, for example call-in systems with supervisors or colleagues.
   3. Communication systems – If a worker is working alone in a workplace that has a telephone, communication via the telephone is adequate, provided the worker is able to reach the telephone in an emergency.
      1. In situations where a telephone is not available, a method of communication that will allow a worker to call for help in the event of an emergency at any time should be chosen, for example:
      2. Personal security systems, being wireless and portable, are suitable for people moving around or checking otherwise deserted workplaces. Some personal security systems include a non-movement sensor that will automatically activate an alarm transmission if the transmitter or transceiver has not moved within a certain time.

5. Mobile phones cannot be relied upon as an effective means of communication in many locations. Coverage in the area where the worker will work should be confirmed before work commences.
   1. Geographical features may impede the use of mobile phones, especially at the edge of the coverage area, and different models have different capabilities in terms of effective range from the base station.
   2. Consult the provider if there is any doubt about the capability of a phone to sustain a signal for the entire period the worker is alone. If any gaps in coverage are likely, other methods of communication should be considered.
   3. It is important that batteries are kept charged and a spare is available.
6. Training, information and instruction – workers are provided with training to prepare them for working alone and, where relevant, in remote locations.

Home Visiting: before, during and after

7. When conducting home visits all staff must:
   1. Make sure the office knows where you are going
   2. Whilst travelling to and from the client’s home:
      1. Keep the car doors locked while driving
      2. Have enough petrol

• Do not walk in deserted places or take shortcuts through vacant blocks

8. Walk in the centre of the footpaths
9. Arriving at the visit location:
   1. Park car the way you will be exiting
   2. Do not enter if there are any unrestrained, potentially aggressive animals
   3. Be observant
   4. Check the locking mechanism on gate
   5. Before knocking listen for arguments, or anything that may make the situation unsafe
10. After Hours visits
    1. If the office is closed make sure someone knows where you are
    2. Always carry your mobile phone, know your non-signal areas and consider alternate communication options
    3. Leave if there is any evidence of a threat or serious safety issue for you as a worker
    4. If leaving drive your car to a safe area and ring your supervisor.
11. During the visit:
    1. Be cautious entering anyone’s home
    2. If an unfamiliar person opens the door, make sure the client is home before entering
    3. Be aware of and plan exit routes
    4. Only take into the visit what you really need
    5. Keep your keys and mobile phone on your person if there is an identified safety risk due to aggression
12. After visits:
    1. Report any incident to your supervisor or manager
    2. Document incidents in the client notes
    3. Always report to the office regularly
    4. Always report “near misses’
    5. Ensure your organisation has a procedure if you don’t return on time and call in at designated intervals.
13. If at any time a client’s circumstances change you should discuss the changes with a supervisor or manager to have another risk assessment completed.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Work Health and Safety Act 2011 (Cth)
• Work Health and Safety Regulations 2011 (Cth)
• Workers Compensation Act 1987 (NSW)
• Workplace Injury Management and Workers Compensation Act 1998 (NSW)
• Workers Compensation Legislation Amendment Act 2012 (NSW)
• Workers Compensation Regulation 2010 (NSW)

Related policies

• Working alone policy
• WHS & General Safety
• Professional learning & development policy
• Risk assessment & controls policy

WHS – SYSTEMS AND AUDIT POLICY

POLICY STATEMENT:

Home Caring Group is committed to the integration of health and safety practice into all operations. Standardised systems and procedures will ensure that consistent steps are followed to achieve best safety practice. Implementation of a Work Health and Safety Management System will provide the opportunity for Home Caring Group to continually improve WHS performance over time.

PROCEDURE:

1. The documents within the Work Health and Safety Management system includes but not limited to:
   1. Policies and procedures
   2. WHS registers, forms and checklists
   3. Information and training programs
2. Home Caring Group Corporate services is responsible for internal WHS audits, regularly reviewing/updating and keeping track of industry standards and communicating these changes to the Brand Managers via:
   1. Brand managers meetings
   2. Email alerts
   3. Quality & Safety subcommittee group meeting
3. Brand managers are responsible for implementing and communicating any changes to their teams and documenting this.
4. It is the Brand Managers responsibility to implement any corrective action identified through the internal audits and document this.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)

Related policies

• Internal Audit policy
• Quality improvement framework

CONTINUOUS QUALITY IMPROVEMENT FRAMEWORK POLICY

POLICY STATEMENT:

Home Caring Group actively pursues and demonstrates continuous improvement in all aspects of governance and operations with the aim of improving services to clients. This ensures the organisation continues to change and adapt to the needs of its clients, funders and the wider community.  Home Caring Group employs a quality cycle approach to continuous quality improvement that is systematic and future directed. The quality cycle involves steps to continually evaluate and improve services and the results for stakeholders. This is commonly known as Plan-Do-Check-Act cycle.  The circle does not stop and is never finished based on an assumption that there will always be opportunities for improvement, with better results seen as each cycle is completed.

PROCEDURE:

1. Quality improvement activities are based on the quality cycle that include but not limited:
   1. Continuous quality improvement is an agenda item for all meetings.
   2. Clients, their families and carers:
      1. Information obtained during initial contact, assessment processes, Care Plans, Care Plan reviews/updates (sourced through Client Files, Client Progress Notes),
      2. Client Satisfaction Surveys,

• Compliments and Complaints Register,

1. Stakeholders/Other Service Providers:
   1. Stakeholders Surveys and Brokerage Services Spreadsheet,
2. Management:
   1. Operations Manager Compliance Report,
   2. Board minutes and

• Operations Manager Appraisal Action Plans and related plans

1. Staff:
   1. Staff Appraisals,
   2. Record of Staff Training,

• Employee Checklists,

1. Annual staff satisfaction surveys

1. Policies, Procedures and other documentation:
   1. Policy and Procedures Manual Review,
   2. Master Document Control Register,

• Document Control Audit

1. Risk Management and WHS systems:
   1. Risk Assessments of Client’s home,
   2. Accident/Incident/Hazard Register (including Adverse Events reports),

• WHS Systems Audit,

1. Annual Risk Management Plan Review,
2. Financial Audit,
3. Records Management Audit (specifically covering confidential handling, collection, storage of client records to meet privacy legislation).

2. Internal Audit System established to assess and monitor its processes (see Internal Audit Policy) and an annual Audit Calendar is developed, informed and prioritised based on the results of the Ongoing Quality Management Monitoring Checklist.
   1. Audits are conducted and/or supervised by Corporate Services, who have attended Internal Auditor training.
   2. Where corrective actions are identified in individual Audits, these will be noted on the Ongoing Quality Management Monitoring Checklist. The Directors and/or Board of Governance are responsible for ensuring implementation of these identified actions and progress will be monitored at quarterly Board meetings
   3. The Quality Manager will support and monitor the implementation of the Quality Improvement Plan.
3. Home Caring Group Executive team will develop and work within a three-year quality improvement plan outlining the specific tasks to be undertaken by staff during the quality cycle and to meet accreditation requirements.

Related Legislation and/or guidelines

• Attendant Care Industry Standards 2013 – (ACIS 2013)
• NDIS Quality & Safeguards 2018
• Aged Care Quality Standards 2019

Related policies

• Quality improvement framework policy
• Change management policy
• Risk assessment and controls policy
• Consultation and feedback policy

DOCUMENTATION AND RECORD KEEPING POLICY

POLICY STATEMENT:

Home Caring Group is committed to the collection and storage of appropriate information, which demonstrates compliance with legislative requirements, relevant standards, best practices, and expectations of the community it serves.

Home Caring will ensure that records are maintained in such a way that they are legible, traceable and accessible. We believe that high quality documentation and record keeping supports good decision making and is a critical element of effective case work.

PROCEDURE:

1. Client records are an important source of information about them, their health and social needs and their treatment.
   1. Information in client files will be complete, accurate and relevant.
2. Whenever new databases and automated systems are being designed, the Managers must be consulted to determine what records should be created and captured by the system and the record keeping rules and tools that need to be accommodated.

Establishment of client files

1. Confidential records are held for all clients accepted into the service.
   1. A client record is established following completion of intake processes and acceptance into a Home Caring Group program.
   2. In establishing a client record, the allocated staff member is to clearly explain to the client:

1. The nature of any personal information to be held
2. How information will be kept secure

• Under what circumstances information may be disclosed to others

1. The process of making a complaint in relation to suspected misuse of personal information
2. How to request access to his/her service record

1. All entries in client’s records include:
   1. Date of case note entry
   2. Brief, timely, accurate and complete
   3. Factual, objective and sequential
   4.  Do not contain value judgments or abbreviations
   5.  Legible and signed, dated, with name of author printed
   6.  Any mistakes are crossed out and initialled, with no liquid paper/white out used (for hard copy documents)
   7. Documentation from planning and goal setting must reflect the views of the client
   8. Records will be updated as close to real time as possible.
   9. Records are maintained by the staff member who was part of the discussion/interaction/decision.

Storage of files

1. Physical records kept onsite will be filed in the client’s file that is secure.
   1. Records will be stored and protected from damage
   2. Physical records that are no longer current working files, but fall within legislative record keeping requirements, will be stored at head office.
   3. Electronic records, including emails, will be retained in their original electronic format and inserted into the clients electronic file
2. All client files are audited at least annually and in accordance with the Internal Audit Schedule.

Access to file

1. Records must be available to all authorized staff that require access for them to conduct their work within Home Caring Group
2. Clients have the right to access their own information on request. The client or their authorised representative can make a request to access their records in writing
   1. The request is passed to the Manager to assess the request and plan for the client to view their file
   2. The Manager is required to respond to a request for access to information in writing within 30 days of receiving the request.
   3. File access will be arranged at the organisation’s premises under the supervision of a staff member, at a time which mutually suits the client, their support person (if applicable) and the staff member
   4. The staff member will show the client the relevant file information, ensuring that the material is returned to the file after it has been viewed or read out (if applicable)
   5. The staff member ensures the file is complete, checks that the client is satisfied with the process, places the access request documentation into the client file and records a file note indicating the date and time that the client file was accessed
3. Access to files may be refused where:
   1. Providing access would pose a serious threat to the life or health of any person
   2. Providing access would have an unreasonable impact on the privacy of other people
   3. The information relates to legal proceedings between Home Caring Group and the person
   4. Providing access would be unlawful
   5. Providing access would be likely to prejudice an investigation of possible unlawful activity
   6. Where the Manager decides to refuse access, a written reason for the refusal (with the reason relating to the exemptions above) will be provided to the client.

Amendment to client records

1. The client (or their authorised representative) can make a request to amend their record in writing to the Manager of the service.
   1. Information can only be amended by the way or corrections or additions to the information to ensure:

1. The information is accurate
2. The information is relevant, up to date, complete and not misleading, considering the purpose for which the information is collected and used

1. The Manager may refuse a request to amend information contained in a record if it is satisfied that the purpose of the amendment does not meet the criteria specified above.
   1. Any decisions to refuse to amend client records is accompanied with a written reason for refusal (with the reason relating to the exemptions above) must be given.
   2. If the requested amendments are refused, the client may make a statement about the requested changes, which is to be attached to the record.
   3. The Manager is required to respond to a request to amend information in writing within 30 days of receiving the request

Disclosing Information from Client Records

1. Client information is disclosed outside of an organisation for the primary purpose for which the information was collected. Information may be disclosed for secondary purposes if:
   1. Home Caring Group has the clients written consent
   2. There is a serious threat to the health or welfare of any person (including child protection concerns and any notifiable condition under the Public Health Act 1991
   3. Managing a legal claim made by the client
   4. Authorised by law e.g. Subpoena or Summons
2. If a request is made for Home Caring Group to disclose client information to an external organisation, the request is to be made in writing, identify the person and organisation requesting the information and indicate the reason why the information is being sought.
   1. Any requests to disclose information to an external organisation should be directed to the Manager and/or Executive member

Disposal of Records

1. All records must be retained for at least the minimum retention period required to meet legislative, regulatory and business requirements.
   1. Records are kept for 7 years after the placement has ended. If Home Caring Group ceases to be a designated agency within the 7 years, all records must be delivered to the Government Agency or new entity.
   2. Records must be disposed of in a secure manner, using services such as secure destruction or using secure recycling bins.
   3. Electronic records should be de-activated and placed in ‘Archive’ folder with a destruction date clearly documented on the electronic file path.

Related Legislation and/or guidelines

• Privacy and Personal Information Protection Act 1988
• Privacy Act 1988 (Cth)
• Privacy Amendment (Private Sector) Act 2000
• Privacy Amendment (Enhancing privacy Protection) 2012
• Australian Human Rights Commission Act 1986 (Cth)
• Aged Care Quality Standards 2019
• NDIS Quality & Safeguards 2018

Related policies

• Quality improvement framework policy
• Security of Information policy
• Internal audit policy
• Privacy and Confidentiality policy

INTERNAL AUDIT POLICY

POLICY STATEMENT:

Home Caring Group has an Internal Audit system in place to assess and monitor its processes to ensure that safety and quality standards are being met.  The Internal Audit System is where the organisation audits itself against the Attendant Care Industry Standards 2013 – (ACIS 2013), NDIS Quality & Safeguards (2018) and Aged Care Quality Standards (2019).  The Internal audit system ensures that quality and safety standards are being met, to have confidence that service users’ needs are being met and to find and correct problems to make improvements.

PROCEDURE:

1. Internal audit activities related to systems and processes occur over a calendar year and is the responsibility of Corporate Services.
2. Each aspect of the Management System will be covered at least once in the calendar year and placed on the Audit Calendar.
   1. The frequency will vary depending on the level of risk whereby high-risk areas are audited more frequently.
   2. Items that need further investigation or follow-up and improvements will be re-scheduled, and added to the Audit Calendar
   3. The Audit will be planned and a checklist will be prepared ahead of time to assist the internal auditor to assess each Standard or Policy & Procedure on which the audit is based.
3. The Audit will be clearly defined and communicated with relevant Managers at least 2 weeks prior to commencement:
   1. The audit scope which identifies the physical location, activities and processes
   2. The Objective which is the goals and what is to be verified
   3. The Type of audit ie clinical or administrative
   4. A sampling of data is checked to determine compliance/non-compliance. Sampling may include, but not limited to:
      1. Review of records/ progress notes/ data
      2. Face to face interviews

• Physical observations

1. Survey and questionnaire

1. Results are documented and consultation with management and employees will occur.
2. Preventative and Corrective actions /plans are developed to improve Management Systems and Service provision.
   1. Continuous improvement activities are documented on the brand Continuous Improvement Register

Related Legislation and/or guidelines

• Attendant Care Industry Standards 2013 – (ACIS 2013)
• NDIS Quality & Safeguards 2018
• Aged Care Quality Standards 2019.

Related policies

• Quality improvement framework policy
• Change management policy
• Risk assessment and controls policy
• Consultation and feedback policy

AFTER HOURS& CORE BUSINESS HOURS POLICY

POLICY STATEMENT:

Home Caring Group operates during core business hours as well as providing an after-hours service, as part of the company’s obligations as an approved government provider but also in recognition that responsive customer service ensures quality services are maintained.

PROCEDURE:

1. Core Business hours generally means 9am – 5.30pm.
2. After hours service operates from 5.30pm – 9am, including weekends and public holidays.
3. The after-hours service is a rotating roster that is set by the Brand Managers.
4. After hours service had an emergency function that responds to issues that occur outside of general business hours.
5. All after hours coordinators are remunerated in accordance with the current Award schedule.
6. After hours coordinators are to document on a provided template and return to the Brand manager the following business day, the document includes information on:
   1. each phone call received by the worker or client to replace or cancel staff members, notification of shift time changes
   2. any issues that the worker is having with the client or tasks
   3. actions/instructions provided to the caller
   4. other issues that may arise
7. The office staff, are then to follow up on the issues raised in the after-hours report which may include:
   1. amending the roster on the client management system,
   2. following up with workers, case management or clients regarding shift time changes, cancellation of shifts, shift requests.
   3. Document follow up action on the case file
8. The completed or actioned after-hours report is brought to the staff meetings, where it is discussed further.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Aged Care Act 1997
• Aged Care Quality Standards 2019
• NDIS Quality & Safeguards 2018

Related policies

• Record Keeping policy
• Roster procedure policy
• Accident, incident, hazard response reporting and investigation policy

STAFF CODE OF CONDUCT AND ETHICS POLICY

POLICY STATEMENT:

Home Caring Groups Staff Code of Conduct and Ethics is intended to assist staff to define their conduct and ethical responsibilities. It cannot address all possible ethical challenges that may be faced however a successful ethical environment relies upon individuals taking responsibility for their own behaviour and of ethical behaviour in the service.  All staff are required to abide by the Code of Conduct and failure to do so may result in disciplinary action or dismissal.

Where a staff member is in doubt as to the applicability and scope of the provisions of this Code, or as to the appropriate course of action to be adopted in any given circumstance, the matter should be discussed with the Manager.

PROCEDURE:

1. As an employee of Home Caring Group, you agree to the following Code of Conduct and Ethics:

Be conscientious in the performance of official duties and scrupulous by:

• Following the policies and procedures of the Company
• Maintaining confidentiality in all situations except for mandatory reporting requirements
• Being committed to the goals of our company and providing care within aims and objectives
• Using equipment and facilities in accordance with guidelines
• The use of personal electronic devices, especially mobile/smart phones, during shifts is not acceptable other than for Home Caring Group communications business purposes.
• Being accountable for one’s own actions and behaviour always and in all situations
• Not doing harm to the Company’s professional reputation by performing duties with professionalism, objectivity, integrity and in the best interest of the people who access the service.
• Acting with integrity, honesty and transparency; ensuring that any referrals are conducted in an open and non-biased manner
• Never promoting your own interest, goods and services to the client that you may provide outside of your role with the Company.

To treat other team members and clients, families and other workers with respect and courtesy by:

• Acknowledging and accepting that people have different values and beliefs and has the right to be treated equally regardless of ethnicity, gender, age, social status and other individual differences.
• Acknowledging and accepting that clients are individuals and have the right to freedom of expression, self-determination and decision making.
• Being honest and open about any work or personal issues which may arise
• Seeking prompt advice about solutions to problems
• Acting in a professional manner with regards to client / staff relationships
• Addressing peers and clients appropriately as per client’s requests (see care plan)
• Adhering to legislative requirements such as Anti-discrimination legislation

To direct problems through correct channels rather than engaging in gossip and rum our mongering by:

• Bringing matters promptly to the Manager, Operations Manager
• Being honest about situations which may arise
• Being prepared to be a part of the solution to the problem
• Not speaking inappropriately to others about issues until they are resolved
• Being informed of staff and clients rights to provide feedback or make a complaint without fear of retribution

To ensure team members and clients will be free from harassment and discrimination in by:

• Understanding that they have the right not to be subjected to such behaviour
• Actively preventing all forms of violence, exploitation, neglect and abuse
• Reporting any incidents promptly to their Manager or the Operations Manager
• Knowing that a complaint will be dealt with promptly, in a sensitive and appropriate manner
• Not to harass or abuse, verbally or physically, clients, other staff or Management of the company. There is zero tolerance for any form of abuse or aggression in the workplace
• Raising and acting on any concerns that may impact on the quality and safety of supports provided to clients

Staff will conduct themselves in a professional manner by:

• Not speaking in derogatory terms about the workplace, other team members or clients
• Maintaining a professional attitude in all dealings and not mislead, misinform or misinterpret
• Not speaking to the media about our company, clients or brokerage partners
• Actively & positively promoting the work of our company and respecting the relationship between the client our brokerage partner / head contractor.

Work within the legal limitations constituted by such Acts and Standards (and not limited to) as Equal Opportunity and Work Health & Safety by:

• Adhering to Policies, procedures and advice outlining ways in which equipment and other workers should be treated
• Attending any training which is identified and recommended for the worker
• Ensuring reasonable care is taken to prevent injury to one’s self or other team members by:

• Taking responsibility for undertaking tasks in the safest possible manner
• Rectifying or reporting immediately any potential hazard which is identified
• Not working while under the influence of alcohol or any illegal drugs
• Adhering to a smoke free environment
• Working within the legal requirements constituted by the Privacy Act, applicable health records legislation, and other guideline made by the Australian Privacy Commissioner or Health Services Commissioner.

Provide efficient, prompt customer focused services in all dealings by:

• Always seeing the customers / clients’ interests as being paramount
• Ensuring informed consent is gained prior to any disclosure of client information and keeping appropriate records
• Not providing your home or mobile phone number to clients and/or family members or using the clients phone for personal reasons
• Referring clients to the office for all communication and not be involved with clients directly to arrange shifts etc. and not contacting carers and family members directly
• Not accepting remuneration, money or gifts directly from clients and/or their carers
• Not take clients to your home and not inviting your family or friends to client’s homes or to any outings with the client
• Not giving advice to clients beyond the scope of your position
• Not going through a client’s personal possessions or removing any item from a client’s home
• Never using the client’s bank book / key card
• Not prepare a meal for yourself with the client’s food
• Not witnessing a client’s Last Will and Testament or any other legal document

Not engage in sexual misconduct which is a broad term that includes any physical and verbal actions committed without consent or by force, intimidation, coercion or manipulation, it includes, but not limited to:

• covers sexual, personal, or erotic comments or jokes,
• any requests of a sexual nature,
• any other unwelcomed behaviour of a sexual nature.
• sexual violence and exploitation but is not limited to actions which constitute a criminal offence.

In addition, all staff must adhere to the National Disability Insurance Scheme (Code of Conduct) Rules 2018

Related Legislation and/or guidelines

• Code of Ethics for Direct Support Professionals,
• National Code of Conduct for Health Care Workers
• NDIS Quality & Safeguards 2018
• Aged Care Quality Standards 2019
• National Disability Insurance Scheme (Code of Conduct) Rules 2018

Related policies

• Privacy & Confidentiality policy
• Protecting older persons policy
• Safeguarding people with disabilities policy
• Human Rights policy
• Children’s Rights policy
• Human Resources management policy
• Conflict of Interest policy

CONFIDENTIALITY AND PRIVACY FOR STAFF POLICY

POLICY STATEMENT:

To deliver services, Home Caring Group needs to collect and hold personal information about all employees, contractors, students and volunteers. Home Caring Group is committed to protecting the privacy of those individuals and recognises that doing so is a legal requirement arising from privacy legislation. Home Caring Group may collect and keep the following types of information about individuals:

• name and address
• family related information such as information about next of kin, for emergencies
• personal information such as age, language, skills and work competencies to match staff and clients
• medical history such as previous work injuries, to ensure safe work practices
• financial information such as tax file numbers for payroll
• photograph, image, video, audio recording for marketing material
• professional developmental records

PROCEDURE:

APP 1 – Open and Transparent Management of Personal Information

1. Personal information will only be used and disclosed for the primary purpose it was collected.  It may be disclosed in a number of circumstances, including:
   1. Third parties where consent has been made for use or disclosure
   2. Where required and authorised by law
   3. The staff member’s consent will be obtained before personal information is given to a third party, except when other legal obligations take precedence.  It is important to note that:

1. Specific written consent must be obtained from each client before any information is released or sought from other sources.
2. staff must be accurately informed about who will have access to specific information and the purpose for which it is being sourced or released

• staff have access to their own files and assisted in interpreting reports and other documentation they may contain.

APP 2 – Anonymity and Pseudonymity

1. Due to the nature of working with clients, it is not possible for staff to use a pseudonym within their work.
   1. Staff may use anonymity in circumstances such as annual staff satisfaction survey

APP 3 – Collection of Solicited Personal Information.

1. Personal and/or sensitive information collected by Home Caring Group from clients/beneficiaries, business partners and staff is Personal Information and/or Sensitive Information and as such falls under this policy.
2. The collection of personal information must be kept to the minimum necessary for the provision of service and legal accountability.
   1. The information is only being collected by fair and lawful means (with consent) and if possible, only from the individual themselves.  Example of personal information includes names, addresses and phone numbers.
   2. When information is collected, it will be explained why it is collected and what it will be used for.
3. Sensitive information will only be used by Home Caring Group:
   1. For the purpose for which it was obtained
   2. For a secondary purpose directly relating to the primary purpose
   3. With appropriate consent, or where required and authorised by law.
4. Individuals will have the right to not provide personal, sensitive or health information. However, if personal, sensitive or health information that Home Caring Group requires is not provided, then Home Caring Group may not be able to perform the services it has been asked to provide.
   1. Information will not be collected if the individual does not consent to the collection.
   2. The exceptions to this will be if Home Caring Group is expressly allowed under sub-clause 3.4 of APP 3, including if we are required or authorised by or under an Australian law or a court or tribunal order, or as permitted under section 16A of the Children and Young Persons (Care and Protection) Act 1998.

APP 4 – Dealing with Unsolicited Personal Information

1. If Home Caring Group receives unsolicited personal information, all care will be taken to destroy or de identify that information (provided it is lawful to do so).

APP 5 – Notification of the Collection of Personal Information

1. Staff will be notified when information collected is stored and their rights to access personal information held about themselves.
   1. Requests for access will be provided in writing to the Manager
2. Where it is reasonable in the circumstances to do so, individuals from whom Home Caring Group is collecting personal, sensitive or health information will be provided with a collection notice (either before, at the time or as soon as reasonably practicable after collection) informing the individual of the following:
   1. the identity and contact details of Home Caring Group
   2. whether the collection of the personal information is required or authorised under an Australian law or court/tribunal order
   3. what information will be collected
   4. why the information will be collected
   5. the main consequences (if any) for the individual if all or some of the personal information is not collected by Home Caring Group
   6. what types of individuals, organisations or other agencies Home Caring Group usually discloses personal information to
   7. the right of the individual to access their personal information and ask for it to be corrected
   8. how the individual may complain about a breach of the APPs and how Home Caring Group will deal with such a complaint;
   9. whether Home Caring Group is likely to disclose the personal information to overseas recipients, and if so the countries in which it may do so.

APP 6 – Use and Disclosure of Personal Information

1. Information collected about staff will only be stored and disclosed for the purpose it was collected.  There are exceptions to this.  Please see APP 6 for more details.
2. Information collected for a particular purpose will only be used for that purpose or a related purpose, unless Home Caring Group has:
   1. specific consent for another use
   2. is authorised to use the information for another purpose under the APPs or HPPs.
3. The length of time that information will be kept and the disposal method will be defined in the Documentation and Record Keeping Policy.

APP 7 – Direct Marketing

1. Home Caring Group will not use or disclose any staff personal information for marketing purposes without first obtaining consent from the client or personal responsible, or the staff member.
   1. Consent is gained via Home Caring Groups Consent Forms, which are signed and dated and updated yearly if required.
   2. Home Caring Group may use personal information for the purpose of direct marketing where the personal information was collected from the individual and the individual would reasonably expect Home Caring Group to use the information for that purpose, or where the individual has consented to the use of the personal information for that purpose or it is impracticable to obtain that consent.
   3. In such instances, Home Caring Group will provide a simple means by which the individual may request not to receive direct marketing communications in the future (eg an unsubscribe functionality in an email or a number that the individual can call to be removed from the direct marketing database).
   4. Home Caring Group may also, from time to time, contact individuals for the purposes of keeping them informed about Home Caring Group’s work or requesting feedback.

APP 8 – Cross Border Disclosure

1. Before Home Caring Group discloses personal information to an overseas recipient, the Director will take reasonable steps to ensure that the overseas recipient does not breach the APPs (other than APP 1) in relation to that information.

APP 9 – Adoption, Use or Disclosure of Government Related Identifiers

1. For further details, see a full explanation of APP 9 at http://www.oaic.gov.au/privacy/privacy-resources/privacy-guides/australian-privacy-principles-and-national-privacy-principles-comparison-guide

APP 10 – Quality of Personal Information

1. Home Caring Group will:
   1. Ensure that personal information collected, used or disclosed is accurate, complete and up to date
   2. Protect the personal information it holds from misuse and form unauthorised access, modification or disclosure
   3. Permanent de-identify personal information that is no longer needed (including archiving).

APP 11 – Security of Personal Information

1. Home Caring Group will ensure that:
   1. Personal information is protected from misuse, loss, unauthorised access, modification and inappropriate disclosure
   2. Personal information is stored in a manner that reasonably protects from misuse, loss, unauthorised access, modification and inappropriate disclosure
   3. Ensure staffs’ electronic data is kept within a secure network and that staff only access data necessary to perform their role
   4. When personal information is no longer needed, the information will be destroyed or permanently de-identified.
   5. The Documentation and Record Keeping Policy and associated procedures set out how we manage particular types of records and ensure we comply with the various legislative requirements.

APP 12 – Access to Personal Information

1. Staff have the right to access personal information held about themselves
   1. Requests for access will be provided in writing to the Manager
   2. Identification may be required from the person requesting the information.
   3. Individuals have the right to ask for access to personal information that we are holding about them, and we will give access to that information within a reasonable period without charge.
   4. An exception to this will be if it would not be lawful to grant access to the information, if giving access would have an unreasonable impact on the privacy of others, pose a serious threat to the health or safety of others, or any other exceptions listed under APP 12.
   5. Any requests received from an individual to access or correct personal information held by Home Caring Group must be passed on to and dealt with by the Manager.

APP 13 – Correction of Personal Information

1. Home Caring Group will ensure personal information held is accurate, up to date, complete and relevant.
   1. Staff or third parties will be asked to clarify information on an annual basis.
   2. Personal records will be updated as soon as practicable.

Related Legislation and/or guidelines

• Children and Young Persons (Care and Protection) Act 1998 (NSW)
• Children and Young Persons (Care and Protection) Regulation 2012 (NSW)
• Privacy and Personal Information Protection Act 1998 (NSW)
• Privacy Act 1988
• Privacy Amendment (Enhancing Privacy Protection) Act 2012
• Health Records and Information Privacy Act 2002 (NSW)
• Aged Care Quality Standards 2019
• NDIS Quality & Safeguards 2018

Related policies

• Privacy & Confidentiality policy
• Documentation and Record Keeping policy
• Consent policy
• Human Resources Management policy

HUMAN RESOURCES MANAGEMENT POLICY

POLICY STATEMENT:

Home Caring Group is committed to achieving its business objectives through its people. The organisation accepts its ethical, corporate and social responsibilities and recognises its obligation to conduct its activities in full knowledge of, and in compliance with, the requirements of applicable employment legislation and Approved Codes of Practice. The principal human resources (HR) objectives of the business include but not limited to:

• All employees shall have equal opportunities for employment and advancement and are selected and recruited based upon their attitude, skill, competency, merit and aptitude;
• The employment relationship is based on mutual trust, fairness and equality of opportunity for all
• The dignity of all employees is respected by their managers and fellow employees;
• No employee is subjected to discrimination or bullying of any kind;
• All employees are trained to carry out their role competently, in compliance with relevant legislation and guidelines, and are supported to develop to their full potential;
• The HR representative provides professional advice, guidance and practical support in employment matters to all levels of the business;
• Performance management is fair and equitable with avenues for grievance to resolve dispute.

PROCEDURE:

Staff recruitment and selection

1. When preparing to fill an existing vacancy, the Manager will undertake Job Analysis by reviewing the existing position description to determine if any changes are required.
2. When a new position is required, the Manager shall design the new position, document the position requirements in the position description and seek approval from MD.
   1. The position description determines the way work is organised and performed and considers the total work environment and work management practices.
   2. These can be broken down into the position purpose, key responsibilities and contribution, key challenges and problem solving, decision making/authority to act, communication/working relationships, reporting relationships, leadership competencies and the skills, knowledge and experience (both essential and desirable) required of the position.
   3. When creating a position description, it is necessary to understand the inherent requirements of the position to determine the tasks and accountabilities required.
   4. Once determined, the selection criteria need to be developed; that is, a consideration of how candidates are going to be assessed for their skills, knowledge and experience against these requirements.
3. Vacancies will be advertised both internally and externally.
   1. Where there is a fixed (maximum) term contract position for less than 6 months then the recruitment process may be adapted to suit the short-term needs of the vacancy.
   2. Where a position has been filled as a fixed (maximum) term contract and there is a decision to make this position permanent, then this position may be advertised internally and/or externally.
4. All interviews will have the Manager and/or HR Officer on the panel and conducted according to interview questions.
   1. Where being an Indigenous Australian is a genuine occupational qualification for a position under s.14 of the Anti-Discrimination Act 1977 (NSW) or when an applicant has identified as Aboriginal at application stage, then an Aboriginal staff member will be on the panel whenever possible.
   2. For consistency and fairness, the panel will remain the same throughout the recruitment process as far as reasonably practical. Interview questions will remain the same throughout the process.
   3. All reasonable steps will be taken to maintain the privacy and confidentiality of the applicants.
5. Two professional referees will be required for all preferred applicants.
   1. Professional references are to come from previous employers and, ideally, direct managers.
   2. In the case of new graduates, staff members entering the workforce or staff members who have been absent from the workforce, alternatives will be considered.
   3. Reference checks will be completed by the hiring manager or delegate
6. Selection will be based on merit and determined through an assessment of an applicant’s qualifications, knowledge, skills, experience, standard of work performance and personal qualities relevant to the selection criteria for the position and compared to the experience and attributes of other applicants.
7. Home Caring Group will take all reasonable steps to identify and eliminate unlawful direct, indirect, and systemic discrimination from its structures and practices to promote equality of opportunity for potential and current staff members.
8. When a closing date has been advertised, an offer of employment will not be made until after the advertised position has closed.
9. All selected applicants will have National Police Check and WWCC clearance in relevant state before commencing work with Home Caring Group
   1. Home Caring Group reserves the right to apply and verify for authorisation from the Office of the Children’s Guardian to have work which is non- child-related deemed to be child-related for the purposes of requiring a Working with Children Check.
10. A conflict of interest can arise where a staff member makes or participates in employment decisions affecting another person with whom the staff member has a personal relationship, such as a near relative, spouse, partner, close friend or personal associate.
    1. The staff member will declare a conflict of interest and where possible should not be involved in the decision making.
    2. Conflicts of interest will be considered when selecting panel members. For example, if a possible panel member is related to the applicant or has referred/recommended the applicant to apply, a replacement panel member will be found.
    3. A conflict of interest may also arise if there is a direct reporting line between a manager and their current staff member (internal applicant) and a manager and a relative; therefore, reporting lines of this nature will be avoided at all times.
       

Staff Orientation

11. The Orientation process will take approximately 5.5 hours. It is preferred that this process takes place between 1-4 weeks after the interview date.
    1. It is the responsibility of the Manager to ensure the following procedures are followed for all new staff.
    2. New staff will be allocated reading time to review the policy manual in detail. Specific copies of policies are to be provided on request.  In particular new staff must initially read the following policies:
       1. Code of Conduct and Ethics
       2. Duty of Care

• Complete NDIS Worker Orientation Module

1. Aged Care Quality Standards 2019
2. Lines of Responsibility
3. Abuse& Neglect

• Work Health and Safety
• Confidentiality and Staff Complaint

1. Opportunities are to be provided for new staff members to discuss the implications of these policies in relation to their roles and job descriptions with their immediate supervisor.

Disciplinary action

12. Disciplinary Matters may include but not limited to:
    1. Poor sick leave record
    2. Unacceptable work (ie work that is consistently below standard)
    3. Punctuality
    4. Poor standard of dress
    5. Attitude to work, staff, clients
    6. Failure to carry out reasonable requests
    7. Activities in conflict with the Code of Conduct and Ethics and/or policy and procedures
13. All disciplinary matters are to be dealt with promptly by the Manager. Employees are fully informed of the issues causing concern.
14. Discipline Process which is clearly documented in staff files includes:
    1. Verbal warning
    2. 1st formal warning
    3. 2nd formal warning and/or final warning
    4. Dismissal
15. In relation to work performance, absence from duties and productivity etc it would be expected that the Case Manager would be alerted to an issue as it arises. Discussion of the problem might therefore begin with counselling and an objective setting or action planning process.
16. If an employee does not alter their behaviour or performance after being advised of the acceptable standards and expectations of them it will be necessary to adopt a more formal approach such as a formal written warning and/or Disciplinary interview.
17. A disciplinary interview is a fact-finding interview conducted with a staff member against whom there is a likely-hood of disciplinary action being taken.
    1. The purpose of the interview is to ascertain the staff member’s version of any alleged fact or facts and to elicit any explanation or mitigating circumstances from them.
    2. The disciplinary interview is to be used to assist in making the decision if to take disciplinary action or to recommend that such action be taken.
    3. When it is decided that a Disciplinary Interview is to be conducted the employee concerned should be given where possible 24 hours’ notice and where practical that notice be in writing.
    4. The employee concerned is to be advised of the nature and purpose of the interview and that they may have a union rep or other appropriate person present as an observer.
    5. The observer’s role is to safeguard against unfair practices and to provide a witness should a complaint of unfairness be raised after the interview; the observer has no right to participate in the interview as an advocate for the employee.
    6. The interview should be accurately recorded and documented.
    7. The person being interviewed has the right to remain silent but if they choose not to respond to a question which relates to their activities as an employee and which is reasonable and fair, after being directed to do so, there may be grounds for disciplinary action on that basis.
    8. During the interview agreement may be reached on a course of action to correct the employee’s behaviour.
    9. The transcript of the interview is to be given to the employee to read and sign a copy of the interview but if they decline the request and refusal should be noted.
    10. Where disciplinary action is taken the complaint and its resolution are to be noted on the employee’s personal file. They may add their comments.
18. The following are grounds, which may justify dismissal.
    1. Being under the influence of alcohol/drugs and/or consuming alcohol/drugs on duty
    2. Gross insubordination
    3. Wilful disobedience of a lawful and reasonable command
    4. Disorderly conduct or misconduct
    5. Theft of staff or client’s property
    6. Any action endangering the safety of the clients, children, visitors and other staff members
    7. Unauthorised use of confidential information (client or staff personal information)
    8. Falsification of records (client files, medical certificates etc)
    9. Commission of a crime
19. Any action must have these elements:
    1. Serious and Wilful
    2. Be a repudiation of employee’s contractual obligation.
20. In respect of issues that might lead to the dismissal of an employee it is essential that the Directors interview the employee to ascertain the employee’s comments on the issue.
21. Where it is proven that there has been serious or gross misconduct of by an employee Home Caring Group may terminate the employee immediately.
22. If dismissal is not warranted the appropriate disciplinary action is followed

Staff exit and interview

23. The Manager will notify the Administration Staff of the date of departure of the staff member and request the Administration Staff to calculate any outstanding entitlements and monies owed to the staff member
24. A staff member may request the Case Manager or Manager to act as a referee on their behalf when they give notice of intention to terminate their employment/engagement.
    1. Home Caring Group does not supply written references
    2. A Statement of Employment / Separation certificate will be issued to any staff member upon request. The Statement of Employment will include the following information:
       1. Name and address of the worker,
       2. Position title,

• List of core duties,

1. Length of service,
2. Contact details for further information.

25. A copy of the following documentation relating to termination of employment should be attached to the relevant staff member’s personnel file:
    1. Letter advising of intention to terminate employment with Home Caring Group; or
    2. Letter advising staff member that their employment will be terminated;
    3. Exit interview documentation, including ID Badge & Staff Manual;
    4. Statement of Employment / Separation Certificate if requested.
    5. When the above information is filed, the file will be archived and retained in secure storage with limited access.
26. The Manager is responsible for ensuring that the following tasks are completed prior to a staff member leaving the organisation.
    1. Keys are returned (if applicable) and signed back in by the staff member leaving.
    2. Staff Identification Badge to be returned and entered into company database as returned.
    3. Any property in the possession of the staff member is returned in good condition
    4. Client and administrative files are up to date prior to the staff member leaving.
    5. The staff member writes comprehensive, effective and useful hand-over notes (if relevant) containing:
       1. Relevant professional relationships,
       2. Details of ongoing projects and work that is not completed,

• Work diaries including networks contact details,

1. Details of upcoming work and/or projects within the next months,
2. Outlines of relevant networks, forums and meetings,
3. Update on reports within the next months,

• Any other relevant information.

1. Where appropriate and possible, arrangements are made for the staff member to provide a verbal hand-over report prior to leaving or to return to brief the replacement staff member when employed.

27. All staff leaving Home Caring Group will be offered an exit interview.
    1. The nature of the interview will be negotiated between the Manager and the person leaving the company
    2. The person leaving may, for example, prefer either a structured session, with specific questions or a non-structured discussion.
    3. The exit interview is to be conducted after the person formally resigns or their employment termination notice is given.
    4. The HR officer will conduct the interview and provide feedback to the Operations Manager.
    5. A minimum of an hour should be set aside to conduct the interview, which is to be uninterrupted.
       1. The exit interview should be conducted in an informal and confidential environment, encouraging an objective and honest discussion with the person about his/her time at the Company and any legitimate concerns they had that affected their ability to perform or enjoy their work.
       2. At the beginning of the interview, the interviewer should explain the purpose of the exit interview and assure the employee of the confidentiality of the discussion.

• The interviewer should also discuss the various housekeeping tasks associated with leaving the organisation eg. when and to whom to return keys, how and when they will receive their final eligible termination payment etc.

1. The interviewer is to make notes of the key issues as the interview progresses and give feedback to the interviewee.

1. Once the exit interview is over, relevant organisational issues should be summarised in a manner respecting the confidentiality of the interviewee for review by the Company Directors.
   1. The exit interview notes and summary are to be filed in the staff member’s personnel file.
   2. The information shared in the exit interview process will remain confidential and will not be disclosed or given to anyone other than the interview participants.

Related Legislation and/or guidelines

• Anti-Discrimination Act 1977 (NSW)
• Fair Work Act 2009
• Social Community, Home Care and Disability Service Industry Award (SCHADS)
• National Employment Standards
• Aged Care Quality Standards 2019
• NDIS Quality & Safeguards 2018

Related policies

• Code of Conduct and Ethics policy
• Leave/Long service leave policy
• Staff supervision and support policy
• National Police Check and Working with Children check policy

INJURY MANAGEMENT AND RETURN TO WORK POLICY

POLICY STATEMENT:

Home Caring Group is committed to ensuring prompt, safe and durable return to work of an injured worker. It includes treatment of the injured worker, rehabilitation back to work and management of the workers compensation claim.  Home Caring Group understands that it is good practice to ensure a planned, safe and timely return to work following a work-related injury or illness..

PROCEDURE:

1. If an employee is injured at work, the employee will be advised to:
   1. Seek medical assistance
   2. Contact the office or After Hours immediately
   3. Document the Accident / Incident / Hazard on the report form and forward it to the Manager within 24 hours and where relevant provide further documentation in the appropriate file
   4. Obtain a Work Cover Medical Certificate from the Doctor who treated the employee at the time of the injury.
      1. Please Note: the Doctor who treated the employee at the time of their injury can only issue the Medical Certificate
      2. Forward the Medical Certificate immediately to Manager for further processing

• Wait for further instructions from Manager

2. The Manager must notify the Insurance Company and CFO within 48 hours of injury and:
   1. The Manager will record the injury in the Register of Injuries.
   2. The Manager will process a workers’ compensation claim if applicable.
   3. The Manager will implement and monitor a return to work plan for the Injured Worker, where applicable, in consultation with the Insurance Company, the injured worker and the treating doctor
3. Injured employees are returned to work as soon as they are medically fit to do so through the implementation of an individualised Return To Work Plan developed by the rehabilitation case manager in collaboration with the Nominated Treating Doctor, the injured staff and the injured employee’s manager
   1. The provision of suitable duties is an integral part of an injured employee’s return to work plan, consistent with medical advice, and is meaningful, productive and appropriate for the injured employee’s physical and psychological condition
   2. Participation in an injury management program does not in itself prejudice or disadvantage an injured employee
   3. Refer to CFO and OM to resolve any disagreements about the return to work program, suitable duties or other related matter
   4. All injury management information is treated confidentially in accordance with Work Cover NSW and other state requirements.
   5. Processes are in place to consult with staff and, where applicable, unions to ensure that the return to work program operates as smoothly as possible.
   6. Processes are in place to continually monitor, evaluate and report on current performance of injury management practices; and continually strive to improve injury management performance
4. Managers and employees are informed of their rights and responsibilities under the NSW Workers Compensation Act (NSW) 1987 and Workplace Injury Management and Workers Compensation Act 1998; and the processes to follow in the event of a work-related injury or illness; other states will be in accordance with relevant state legislation;
5. A copy of the “If you get injured at work” poster is displayed in all workplaces
6. Appropriate first aid is provided to treat work related injuries and illnesses in a timely manner
7. Refer to CFO and OM if staff member capacity declines

Related Legislation and/or guidelines

• Fair Work Act 2009 (Cth)
• Workplace Injury Management and Workers Compensation Act 1998
• Workers Compensation Act 1997
• Guidelines for Workplace Return to Work Programs: September 2010 – WorkCover NSW

Related policies

• Privacy & Confidentiality policy
• Emergency First Aid policy
• Accident, Incident, hazard Response reporting and investigation policy
• WHS & General Safety policy

LEAVE AND LONG SERVICE LEAVE POLICY

POLICY STATEMENT:

Home Caring Group complies with National Employment Standards and Award conditions.

PROCEDURE:

1. Staff are entitled to annual leave in accordance with the National Employment Standards (NES), unless otherwise stated in the contract of employment.
   1. Staff are encouraged to take all holiday entitlement in the current year.
   2. Staff must complete the annual leave request form and have it signed by management before making any firm holiday arrangements.
   3. Annual leave dates will normally be allocated on a “first come, first served” basis whilst ensuring that operational efficiency and appropriate staffing levels are maintained throughout the year.
   4. Dependent on staff position, at least four weeks’ notice of intention to take annual leave of a week or more and one week’s notice is required for odd single days.
   5. Annual leave pay will be at normal basic pay unless shown otherwise in the contract of employment.
2. Home Caring Group may choose to shut down over the Christmas/New Year period.
   1. If we do, staff are required to reserve sufficient days from annual leave entitlement to cover the Christmas/New Year shut-down period.
   2. If sufficient leave entitlement to cover this period is not available, it will be given as unpaid leave of absence.
3. Staff are entitled to public holidays in accordance with the National Employment Standards, unless otherwise stated in individual contract of employment
4. Staff are entitled to personal leave in accordance with the National Employment Standards, unless otherwise stated in individual contract of employment
   1. Personal leave conditions include, but not limited to:
      1. Because the staff member is not fit for work due to a personal illness or personal injury; or
      2. to provide care or support to a member of immediate family, or a member of staff member’s household who requires care and support because of:

• a personal illness or injury affecting the member; or

1. a sudden or emergency affecting the member.

5. Staff must notify their supervisor by telephone on the first day of incapacity or at the earliest possible opportunity and, in any case, by no later than 4 hours before your usual start time.
   1. Text messages and e-mails are not an acceptable method of notification.
   2. Other than in exceptional circumstances notification should be made personally to your Manager.
   3. You should try to give an indication of expected return date and notify the Manager as soon as possible if this date changes.
   4. The notification procedures should be followed on each day of absence, unless covered by a doctor’s medical certificate.
   5. If incapacity extends to more than seven days staff are required to notify us of continued incapacity once a week thereafter, unless otherwise agreed.
   6. A doctor’s certificate or statutory declaration is required for all personal leave, unless otherwise agreed by the Employer in specific circumstances.
6. If staff have been suffering from an infectious or contagious disease or illness such as rubella or hepatitis, they must not report for work without clearance from their doctor.
   1. On return to work after any period of personal leave, staff may be required to attend a return to work interview to discuss the state of health and fitness for work. Information arising from such an interview will be treated with strictest confidence.
7. Staff are entitled to other leave such as time off, community service leave, compassionate leave, parental leave in accordance with the National Employment Standards, unless otherwise stated in your individual contract of employment
8. Staff are entitled to long service leave who are full-time, part-time or casual.
   8. If staff have been working continuously for Home Caring Group for ten years they are entitled to two months (8.67 weeks) paid leave, to be paid at ordinary gross weekly wages under the NSW Long Service Leave Act 1955.
   9. Shift work and penalty rates are not included. Employees are then entitled to one month of paid leave for each additional five years of service.
   10. Long service leave of two months leave (8.67 weeks) can be taken in one continuous period of leave or if the employer and employee agree, in two separate periods.
   11. An employee cannot choose to be paid their long service entitlement instead of taking the leave. The long service entitlement must be taken as leave.
   12. Payment for long service entitlement is only paid on termination of employment.
   13. The long service leave must be granted as soon as practical after it becomes due, considering the needs of the business and agreement documented.
   14. The employer must give the employee one month’s notice of the commencement date of the long service leave.
   15. If the employer and employee both agree, the leave may be postponed to a convenient date for both parties.
9. The NSW Industrial Relations website provides a service to assist employers and employees to calculate long service leave entitlements at industrialrelations.nsw.gov.au
10. For further information contact NSW Industrial Relations website address industrialrelations.nsw.gov.au; or your relevant state or territory body

Related Legislation and/or guidelines

• National Employment Standards
• Fair Work Act 2009
• NSW Long Service Leave Act 1955.

Related policies

• Privacy & Confidentiality policy
• Human Resources management policy
• Return to Work policy

PROFESSIONAL LEARNING AND DEVELOPMENT POLICY

POLICY STATEMENT:

Home Caring Group believes that staff development and learning should be an integral part of the organisation’s strategic planning so that staff can perform their individual jobs effectively and, in doing so, ensure that the organisation achieves its objectives and complies with all regulations and contractual obligations to our head contractors / brokerage partners.

The central aim is therefore to provide an environment where continuous development can take place and where staff are supported and enabled to meet the changing demands and priorities of our clients and head contractors / brokerage partners. To achieve this aim, learning and development needs is regularly reviewed and staff will be encouraged to play an active part in identifying their own learning needs, selecting appropriate learning methods and in assessing the outcomes and effectiveness of their learning.

PROCEDURE:

1. Learning and development may include, but not limited to:
   1. On the job learning / learning from others in the organisation
   2. Internal workshops / learning for groups or teams
   3. Self-paced learning / open learning books, videos
   4. Off-job courses run by our approved training providers
   5. Secondments and placements / visits to other organisations
   6. Study tours – especially partnership with other lead organisations
   7. Mentoring
2. Home Caring Group Managers will ensure that staff have access to resource material and information relevant to their work to ensure current best practice is maintained.
   1. Resource material is also collected from staff attendance at attending external training course, seminars or conferences.

New staff

3. Induction of new employees is the responsibility of Brand Managers. All new staff will participate in an orientation program that ensures they are familiar with all aspects of the organisation, its policies and procedures and their rights, responsibilities and duties. The initial orientation program includes the:
   1. Staff handbook.
   2. Manual handling.
   3. Infection control and universal precautions
   4. Medication Safety
   5. WHS and Risk principles
   6. Protection of Human Rights & Freedom from Abuse & Neglect.
   7. Child protection training including reportable conduct
   8. HR – including complaints handling and Code of Conduct
   9. Person Centred Approach
4. Mandatory training is run regularly and the expectation is that all staff attend.
   1. It is policy that all staff must hold a current First Aid Certificate. The company can provide information on where staff can renew this.
5. Administration staff will record qualifications and training information for new staff in a training data base to assist in determining staff capabilities and competencies. To ensure staff are linked with clients according to their skills and the client’s needs and aspirations.
6. All new staff will be linked where possible, with experienced staff (peer support) as part of their orientation to the client with which they are employed.

Identifying training and development needs

7. An annual learning and development plan is developed in consultation with all managers to ensure all mandatory and skill based training is implemented to support the delivery of high quality services.
8. The staff appraisal process is one of the main methods used to encourage and support staff in identifying their training and development needs and the responsibility of line managers.
   1. Training and development needs related to Staff who has poor performance where the behaviour does not meet the expected performance outcomes
   2. Training and development needs related to employee misconduct
   3. Line managers need to ensure clear documentation and reasons in the staff file pertaining to point a and b.
9. Staff meetings are also a major tool for identifying staff development needs, and providing ongoing training to follow up Staff Orientation
   1. Staff will receive ongoing training in behavioural, medication and nutrition issues, relevant for the implementation of care plan strategies, including techniques for observation and recording.
   2. Staff will receive ongoing training in skills that provide a personalised and positive care environment in line with current best practice, including working with challenging behaviours of children/young persons, risk assessment, client competencies and group management skills.
   3. Ongoing training on implementation of individual client care plans will be facilitated at meetings by the meeting convenor.
   4. Staff will be given the opportunity by the staff meeting convenor to use staff meetings as a forum for discussing practice and theory relevant to their work (e.g. planning and evaluation skills)
10. Legislative requirements also dictate what training and development needs to be provided to staff.
    1. The Company Directors will stay abreast of any funding or legislative changes and a skills audit will be conducted at least annually to ensure that the skill levels of staff are current and relevant.
    2. Where inadequacies exist, Managers must ensure training is organised to rectify the situation within required time frames.
    3. Using the audit as a guide a training timetable will be set for the following year.
11. Individual staff learning needs will be identified with the Line manager during regular supervision sessions and appraisal process.
    1. Collective learning needs may be identified within staff groups or teams and discussed with the appropriate Brand manager.
    2. Each Brand manager has the lead responsibility for the development of their staff, for assessing their learning and development needs and identifying suitable learning methods.
    3. Administration staff will record all training activity and evaluation activities.
    4. All staff will be encouraged to keep a record of their own learning.

Learning requests

12. All learning requests will be considered but approval is dependent on the availability of learning resources and factors such as, but not limited to:
    1. budgetary constraints,
    2. work commitments and learning priorities necessary to fulfil the organisation’s objectives.
    3. To what extent to which skills acquired through learning can be applied within the organisation, within a reasonable time period.
13. Individual staff members may be interested in obtaining accreditation or a nationally recognised qualification, staff will need to discuss this with their Manager who can provide appropriate advice, support and assistance.
14. Where Home Caring may contribute towards enabling an employee to study for a qualification to meet Home Caring forward plan commitments with the approval of the Executive Manager, reimbursement of costs by the employee will be required in the following situations:
    1. All fees would be reimbursed to Home Caring Group if the employee left during the period of study or did not complete the study programme
    2. 50% of fees would be reimbursed to Home Caring Group if the employee left within a period of 12 months following completion of the period of study
    3. Monies owed to Home Caring will be deducted from the employee’s salary payment or other money due to the employee

Related Legislation and/or guidelines

• Children and Young Persons (Care and Protection) Act 1998 (NSW)
• Children and Young Persons (Care and Protection) Regulation 2012 (NSW)
• Fair Work Act 2009
• Industrial Relations Act 1996 (NSW)
• Social Community, Home Care and Disability Service Industry Award (SCHADS) 2010
• National Employment Standards
• Aged Care Quality Standards 2019
• NDIS Quality & Safeguards 2018

Related policies

• Code of Conduct and Ethics policy
• Reportable conduct policy
• Quality assurance management policy
• Risk assessment and controls policy
• Internal audit policy

RECORD KEEPING FOR STAFF POLICY

POLICY STATEMENT:

Home Caring Group believes that high quality documentation and record keeping supports good decision making and is a critical element of supporting staff growth and wellbeing. The methodical creation, storage, maintenance, access and disposal of information and records are critical to the quality of services and productivity of Home Caring Group.

PROCEDURE:

1. Staff must be given information about their rights to access personal information and will be supported to access their personal information file.
2. Staff are given information as to where their records will be stored and how to access them at induction.
3. To assist in consistent creation of records, the capture of essential information and the management of records over time, Home Caring Group has developed paper and electronic templates that sit within specific procedures and work instructions.
   1. Managers should ensure that they create official records of all decisions and actions made during their work. For example, file notes of telephone conversations and minutes of all official meetings.
   2. Records will be filed in the staff member’s file immediately after creation.
4. Whenever new databases and automated systems are being designed, the Operations Manager and/or MD must be consulted to determine what records should be created and captured by the system and the record keeping rules and tools that need to be accommodated.
5. Physical records will be kept at local offices and will be filed in the staff members file
   1. Physical records are securely stored, protected from damage and in accordance with the Privacy Act Principles
   2. Records will be updated as close to real time as possible
   3. Physical records and documentation include but not limited to supervision notes
   4. Physical records that are no longer current working files, but fall within legislative record keeping requirements, will be stored at Home Caring Group’s head office.
6. Electronic records, including emails, will be retained in their original electronic format.
7. Records are available to all authorized staff that require access for them to conduct their work with Home Caring Group.
8. All records are retained by administration for at least the minimum retention period required to meet legislative, regulatory and business requirements.
9. Records must be disposed of in a secure manner, using services such as secure destruction or using secure recycling bins.
10. Staff leaving Home Caring Group will ensure that all documents saved on email accounts, network drives, hard drives, mobile devices etc. will be transferred to their manager or incoming staff member prior to leaving.
11. Home Caring Group Operations Manager will conduct random audits of files to ensure that documentation meets legal and practice requirements in line with this policy.
12. Home Caring Group Operations Manager will provide training and supervision to support managers to comply with this policy and will reflect on individual staff members’ documentation in supervision.

Related Legislation and/or guidelines

• Privacy Act 1988

Related policies

• Privacy & Confidentiality policy
• Human Resources Management

REPORTABLE CONDUCT POLICY

POLICY STATEMENT:

Home Caring Group is committed to providing a safe work environment for all employees, service users, students, volunteers, contractors and visitors.  We believe that all people within the workplace have a right to be treated with respect and dignity and should be able to conduct their work without discrimination, harassment and bullying of any kind.

PROCEDURE:

1. Reportable conduct is considered as:
   1. any sexual offence, or sexual misconduct, committed against, with or in the presence of a child (including a child pornography offence or an offence involving child abuse material), or
   2. any assault, ill-treatment or neglect of a child, or
   3. any behaviour that causes psychological harm to a child
2. Any person including a child or young person can report an allegation of possible Reportable Conduct against staff member, Managers, directors, students, casuals, contractors or volunteers if it is believed that possible reportable conduct has occurred against any child or young person, whether or not that child or young person is the care recipient of Home Caring Group services.
3. An employee may become aware of allegations of possible reportable conduct when:
   1. a child or young person or other person complains about the conduct of another employee;
   2. a client or other person makes a disclosure to an employee during providing a service; or
   3. the employee observes conduct by the employee concerned that may amount to reportable conduct or is told something by the employee concerned which gives rise to a suspicion of misconduct.
4. If staff become aware of possible reportable conduct you should listen carefully to any allegations made, do not comment or ask further questions and follow the below procedure
   1. note the date, time, name of alleged victim and name of alleged perpetrator.
   2. Immediately contact the Brand Manager to notify of the report
   3. If you are unsure if it is reportable conduct still contact the Manager who will make that decision.
   4. If the Manager is not available, contact the Operations Manager
   5. Depending on who you contacted follow the directions of the Manager/ Operations Manager
   6. Do not under any circumstances, discuss the matter with anyone else until directed by the Manager/ Operations Manager
   7. Do not under any circumstance commence any form of investigation including asking further questions of the people involved.
5. The Manager will investigate the Investigate the allegation of possible reportable conduct in line with the requirements of the Ombudsman Act 1974 and provide a report to the Operations Manager

Reportable Conduct training

6. All staff receive training on child protection, child safe practices and reportable conduct
7. All staff must be aware of what actions constitute a violation of a child’s rights, alleged maltreatment that endangers a child’s safety, welfare or wellbeing and reportable conduct.
8. All staff must attend all mandatory training and engage in supervision with their line manager

Related Legislation and/or guidelines

• Sex discrimination Act 1984 (Cth)
• Disability Discrimination Act 1992 (Cth)
• Children and Young Persons (Care and Protection) Act 1998 (NSW)
• Children and Young Persons (Care and Protection) Regulation 2012 (NSW)
• Child Protection (Working with Children) Act 2012
• Ombudsman Act 1974
• National Quality and Safeguards Commission 2018
• Aged Care Quality Standards 2019

Related policies

• Privacy & Confidentiality policy
• Abuse & Neglect policy
• Children’s rights policy
• Safeguarding people with disabilities policy
• Protecting children and young people policy
• Incident management policy

SEXUAL HARASSMENT POLICY

POLICY STATEMENT:

Home Caring Group ensures that all employees are treated equitably and are not subject to sexual harassment or intimidation. Home Caring Group ensure that any complaints are treated seriously and sensitively within the Anti-discrimination and Sex discrimination legislations.

PROCEDURE:

1. Sexual harassment is considered any form of sexual attention that is unwelcome or unwanted and which makes a person feel offended, humiliated or intimidated.
   1. It may be unwelcome touching or other physical contact, remarks with sexual connotations, smutty jokes, requests for sexual favours, leering or the display of offensive material such as pictures, posters or computer graphics.
   2. Sexual harassment can be carried out verbally or by electronic means (mobile phone texts, emails, social media including but not limited to Facebook, Twitter & Tinder)
   3. Sexual harassment has nothing to do with mutual attractions. Such friendships are a private matter.
   4. Sexual harassment may be a single incident – it depends on the circumstances. Obviously, some actions or remarks are so offensive that they constitute sexual harassment in themselves, even if they are not repeated.
   5. Other single incidents, such as an unwanted invitation (to go on a date, for example) or compliment, may not constitute harassment if they are not repeated.
   6. It is unlawful to sexually harass another person

2. If staff feel that they have been sexually harassed, staff can make complaints to their Manager and/or Operations Manager who will investigate according to the Staff Complaints, Grievance and Resolution policy.
   1. Staff can also make a complaint to the Australian Human Rights Commission https://www.humanrights.gov.au/our-work/sex-discrimination/guides/sexual-harassment

Related Legislation and/or guidelines

• Sex discrimination Act 1984 (Cth)
• Sex and Age Discrimination Legislation Amendment Act 2011
• Anti-Discrimination Act 1977 (NSW)
• Fair Work Act 2009 (Cth)
• Workplace Gender Quality Act 2012 (Cth)
• Privacy Act 1998
• NDIS Quality & Safeguards 2018
• Aged Care Quality Standards 2019

Related policies

• Privacy & Confidentiality policy
• Reportable Conduct policy
• Human Resources management policy
• Staff complaints, grievance and resolution policy
• Protecting children and young people policy
• Protecting older persons policy

SMOKING, ALCOHOL AND ILLEGAL SUBSTANCES POLICY

POLICY STATEMENT:

Home Caring Group is committed to minimising harm caused by tobacco, alcohol and other drugs to its workers and others in the workplace.

PROCEDURE:

1. Smoking, the consumption of alcohol and/or the use of illegal drugs is strictly prohibited:
   1. within any workplaces owned or leased by Home Caring Group
   2. during paid work time. Workers may choose to smoke in scheduled break times in designated smoking areas only
   3. within any vehicles owned or leased by Home Caring Group and in private vehicle during working hours.
   4. In the home of the client, travelling with the Client in a motor vehicle, accompanying the Client on a social outing or whilst at appointments
2. The sale/distribution of alcohol and/or prohibited drugs within any workplaces accessed by Home Caring Group workers is prohibited.
3. It is prohibited for workers to be under the influence of drugs and unable to perform their duties safely and professionally.
   1. Staff MUST cancel shifts if they have consumed either alcohol or an illegal drug before work. Home Caring Group reserve the right to dismiss staff instantly if found in breach of this policy.
   2. Staff must cancel their shift if they are unable to drive due to prescribed medication.
4. The client will be asked not to smoke in confined spaces while staff are in attendance.
5. Should the client be found in possession or use of illegal substances or drugs staff are to request them to refrain from using the illegal substance.
   1. If the client refuses to follow your request, staff are to leave the specific area the client is in (not leave the premises, just the room) and report to the Manager or After-Hours Operator immediately for further direction.
   2. If Staff feel physically threatened in any way they should immediately leave the premises and contact the Manager or after-hours coordinator to report the incident
   3. Staff must complete incident reports and return to coordination team on the following working day.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• NDIS Quality & Safeguards 2018
• Aged Care Quality Standards 2019

Related policies

• Reportable Conduct policy
• Human Resources management policy
• Staff complaints, grievance and resolution policy
• Protecting children and young people policy
• Protecting older persons policy

STAFF COMPLAINTS, GRIEVANCE AND RESOLUTION POLICY

POLICY STATEMENT:

Home Caring Group is committed to supporting and assisting staff to resolve all grievances and disputes. Management aims to respond promptly and fairly to complaints and grievances and use recognised conflict resolution processes, ensuring matters are dealt with in confidence and with sensitivity.

PROCEDURE:

1. All staff are made aware of their right to provide feedback or make a complaint to any member of the Management Team without fear of negative comments, retaliation or retribution.
   1. Staff are made aware upon commencement of employment and periodically throughout the year
2. When a grievance is first raised, the complainant should:
   1. Firstly, attempt to resolve the conflict with their colleague by addressing the issue in a non-blaming self-responsible manner rather than attacking their colleague.
   2. If the Complainant is unsure about this process, they will seek advice from the Case Manager and/or Manager before acting
   3. If no resolution is reached or the outcome is unsatisfactory, the Complainant must contact the Case Manager and/or Manager and make an appointment to discuss the next steps involved in the process
   4. Staff may bring a support person to the meeting.
3. Under no circumstances will staff discuss the problem with clients or other staff members
4. The meeting will involve the Manager:
   1. Interviewing the Complainant
   2. Interviewing all other parties to the Complainant
   3. Report back to the Complainant when all information has been documented and there is a proposed resolution action
   4. Consult with the Complainant and decide what action is to be taken to resolve the conflict.
   5. This process will be treated confidentially and will be thoroughly documented.
5. If staff feel that their concerns are not addressed adequately, they will be encouraged to contact:
   1. Fair Work Australia
   2. Relevant union
   3. Other relevant bodies
6. Disciplinary action will be taken if staff do NOT conduct themselves appropriately in this due process and are, but not limited to being:
   1. Verbally, physically abusive to their colleagues
   2. refuse to seek advice regarding Conflict Resolution from management to achieve the standard set by Home Caring Group
   3. disregard the Company’s Complaints Policy and Procedure by taking matters into their own hands or;
   4. react negatively or seek retribution for a complaint made against them

Related Legislation and/or guidelines

• Discrimination Act 1975 (Cth)
• Sex Discrimination Act 1984 (Cth)
• Human Rights and Equal Opportunity Commission Act 1996 (Cth)
• Disability Discrimination Act 1992 (Federal)
• Anti-Discrimination Act 1977 (NSW)
• Sex Discrimination Act 1984 (Cth)
• Equal Employment Opportunity Act (NSW) 1997
• Work Health and Safety Act 2011 (NSW)
• Fair Work Ombudsman, Dispute Resolution Guide – https://www.fairwork.gov.au/how-we-will-help/templates-and-guides/best-practice-guides/effective-dispute-resolution

Related policies

• Privacy & Confidentiality policy
• Code of Conduct and Ethics
• Human resources management
• Professional learning and development policy

STAFF SUPERVISION AND SUPPORT POLICY

POLICY STATEMENT:

• Home Caring Group is committed to providing a work environment where all staff are treated fairly and with respect, encouraged to perform to the best of their ability, given appropriate support and supervision, and valued for the work they contribute.Home Caring Group regards regular staff supervision as an essential process for providing quality services, fostering reflective practice and supporting staff wellbeing and professional development.

PROCEDURE:

1. Staff supervision is to be provided to all staff and focuses on assisting staff in the following areas, but not limited to:
   1. Client care plan development, implementation, and evaluation.
   2. Acknowledging and celebrating the strengths and successes of the individual staff member,
   3. Identifying, providing, and ensuring access to relevant training and staff development opportunities, and evaluating effectiveness,
   4. Clarifying and assisting to develop appropriate work practices, including discussion of appropriate theory principles
   5. Assisting workers to find solutions to work based issues and problems,
   6. Staff debriefing.
   7. Adherence to code of conduct and ethics and policies and procedures
2. Team meetings will be the main structure to facilitate supervision for care staff.
   1. The designated supervisor will convene these meetings and facilitate the Agenda to focus on the above supervision points, at an accessible venue, setting aside at least one hour per meeting to supervision.
   2. In addition to providing supervision, the team meetings will be a forum to build working relationships between the team members, focussed on providing consistent service to clients according to agreed care plans.
3. Staff supervision will be organised between the staff member and the designated supervisor
   1. The frequency of these supervision meetings depends on the requirements of the position being supervised.
   2. Where possible, these meetings should be scheduled in advance, allowing both parties to spend focused time at the supervision meeting and to do any preparation work, if required.
   3. When there are no issues to discuss it is still valuable to have these scheduled meetings to enable both parties to ‘touch base’
   4. When it is deemed necessary, supervision can be accessed on an ‘ad hoc’ basis in addition to the above
   5. Cancellation of scheduled supervision sessions can occur due to the following circumstances:
      1. Illness – supervisor or staff member
      2. Client crisis presentation

• Conflicting organisational meeting times that cannot be rescheduled.

4. All supervision meetings are to take place in appropriate locations, in privacy when sensitive issues are to be discussed.
   1. If a supervision is to occur outside of Home Caring Group premises, the Manager must document location and estimated time of return on the Sign In Sign off book
   2. Emergency protocols are activated if a Manager does not return at the estimated time and has not contacted the office to notify.
   3. Where face to face meetings are not practical, support will take place via phone calls.
5. Documentation of supervision sessions will be made and securely filed in the staff member’s file if a concern is raised relating to the safety of a staff member, client or other individual and records need to be reviewed.
6. Supervisors and staff will utilise the attached Supervision Notes template for all supervision sessions.
7. If a dispute between the staff and supervisor occurs during supervision, the steps detailed in the Staff Grievances Policy should be followed.
8. Supervision and support will be evaluated annually (pro-rata 1 EFT) at staff appraisals.

External supervision

9. If circumstances arise where internal supervision arrangements are not enough to meet the staff member’s needs, or if the appraisal process identifies a need for external professional supervision, their designated supervisor will explore various options for this supervision.
10. All external supervision options will need to consider budget considerations.
    1. Where possible, options that involve no cost to the Company should be explored first, but if these are not available, other paid professional supervision options should be explored, if funding permits.

Related Legislation and/or guidelines

• Fair Work Act 2009 (Cth)
• NDIS Quality & Safeguards 2018
• Aged Care Quality Standards 2019

Related policies

• Professional learning and development policy
• Human Resources Management policy

WORKPLACE SURVEILLANCE POLICY

POLICY STATEMENT:

Home Caring Groupmay carry out workplace surveillance in the form of monitoring to ensure the health, safety and welfare of all staff.  Home Caring Group is committed to meeting the obligations under the Workplace Surveillance Act 2005.

PROCEDURE:

1. Monitoring activities may include:
   1. Telephone monitoring for administrative purposes
   2. Camera monitoring where cameras have been installed for security purposes and visible to the persons
   3. Computer monitoring such as email accounts, internet usage and storage
   4. Tracking monitoring such as mobile telephones, GPS and fuel cards
2. Monitoring activities can only be viewed by Executive management and only approved by the Board, these activities may result in a collection of records and information such as:
   1. Computer logs
   2. Images
   3. Back ups
   4. Archives
3. Home Caring Group may use or disclose Surveillance information for the purposes authorised under the Act only. These specifically include:
   1. for legitimate purposes related to the employment of Employees;
   2. for the legitimate business activities, including internal inquiries and investigations of alleged unlawful activities or activities that are alleged to be in breach of any policy or code of conduct
   3. for use or disclosure in any legal proceedings (including an inquiry by the Independent Commission Against Corruption or the NSW Ombudsman) to which the Company is a party or is directly involved;
   4. disclosure to a member or officer of a law enforcement agency for use about the detection, investigation or prosecution of an offence
4. All staff are made aware of this policy during orientation and induction.

Related Legislation and/or guidelines

• Work Health and Safety Act 2011 (NSW)
• Workplace Surveillance Act 2005 (NSW)
• Surveillance Devices Act 2007 (NSW)
• Criminal Records Act 1991 (NSW)
• Privacy Act 1988 (Cth)

Related policies

• Code of Conduct and Ethics policy
• Security of Information policy
• Computer and mobile usage policy
• Privacy and Confidentiality policy
• Notifiable Data Breach policy

COMMUNITY UNDERSTANDING AND ENGAGEMENT POLICY

POLICY STATEMENT:

Home Caring Group understands and engages with the community in which it operates and reflects this in-service planning and development.  Home Caring Group has many values that underpin its approach and commitment to Community understanding and engagement:

• We acknowledge our community’s desire to participate in decisions that affect them and will provide a means for incorporating their values, interests, needs and desires into the decisions that affect their lives.
• We believe we can be a more efficient, responsive and successful organisation if we seek the community’s input on future, strategies and projects.
• We believe effective community engagement facilitates understanding and improves decisions. Our community engagement activities will be based on values including trust, inclusion, respect, commitment, flexibility and mutual understanding.

PROCEDURE:

1. Brand managers and/or their delegated representatives are responsible for engaging with local community and providers. Activities may include, but not limited to:
   1. Attendance at local interagency and network functions
   2. Marketing and promotional activities within local community
   3. Case conferencing and collaboration to meet clients’ needs
   4. Referrals to specialist services to meet clients’ needs
   5. Capacity building activities with groups of clients of Home Caring Group
2. Corporate services executive staff are responsible for engaging the community at a metropolitan, regional and state levels. Activities may include, but not limited to:
   1. Memberships with peak organisations eg. Leading Aged Services Australia, Dementia Australia, National Disability Services Australia
   2. Marketing and promotion activities at a metropolitan, regional and state levels
   3. Representation at Sector conferences
   4. Liaison and representation with government departments

Related Legislation and/or guidelines

• The Aged Care Act 1997
• NDIS Quality & Safeguards 2018
• Aged Care Quality Standards 2019

Related policies

• Quality improvement framework policy
• Social media policy
• Governance and Central management policy
• Leadership and accountability policy

MARKETING POLICY

POLICY STATEMENT:

Home Caring Group ensures that all communications and marketing is conducted at an appropriate and consistent level of accuracy and image is portrayed. Promotional material includes but is not limited to, all material produced, distributed or transmitted in print or electronically including radio, television, videotapes, internet, email, social media.

PROCEDURE:

1. Home Caring Group recognises that marketing is different from advertising and that advertising is just one component in a planned marketing campaign.
2. Other marketing tools include:
   1. Newsletters and publications.
   2. Internet site.
   3. Stationary – paper, envelopes, etc.
   4. Speeches or presentations.
   5. Word of mouth communication,
   6. The ‘look and feel’ of your organisation
   7. Publicity, media and promotions.
   8. The projects you work on.
3. All Managers are responsible to develop and implement their own Marketing Plans which should include, but not limited to:
   1. Marketing Plan summary
   2. The business overviews
   3. Goals and objectives
   4. Market details eg. Advertising & sales strategies
   5. The finances
   6. Supporting documentation
4. Approval for finances and related material can only be approved by Operations Manager and/or Managing Director
5. A successful marketing plan can lead to:
   1. Defined niche in the market place
   2. Introduces the organisation
   3. Builds sustainability, reduces risks and increases accountability

Related Legislation and/or guidelines

• –

Related policies

• Community Understanding and Engagement policy
• Social media policy
• Annexure – Sales and Marketing manual

COMPLAINTS BY CHILDREN AND YOUNG PEOPLE POLICY

POLICY STATEMENT:

Home Caring Group is committed to managing complaints in a responsive, efficient, effective and equitable manner. People with parental responsibility, nominated person, family members, staff, significant persons also have the right to make a complaint on behalf of a young person. Home Caring Group believes that all people must be fully informed of how they can make complaints and will make available different channels for complaint. Home Caring Group treats each person making the complaint fairly and create a safe environment to do so, to ensure that complainants are not discriminated against for making a complaint

PROCEDURE:

Responding to Informal Complaints

1. Staff are likely to be the first ones to hear a concern or complaint from a young person, family member or significant other, and it is the job of all workers to respond to these complaints in a supportive and consistent manner.
2. Many concerns can be addressed immediately if staff take the time to stop, listen, and respond. This may this reduce the need for complainants to escalate their concerns into formal complaints, and models that staff are ‘here to help’.
3. If a young person or someone else raises an informal concern or complaint with staff, then staff should:
   1. listen and allow the complainant an opportunity to raise their concerns and feel that they are being taken seriously, no matter what the issue is
   2. respond if the issue can be resolved there and then, do so.
   3. If not, staff should tell the complainant that their concerns will be followed up by the Manager.
   4. The staff must make a note in the young person’s case file and in the appropriate electronic database systems of the issues raised, and what was done to assist in resolving the issue.
   5. Case Manager should check that the complainant is satisfied with the response if they are not then staff should let the complainant know that they can fill in a formal complaint form.

1. If the complainant wants to fill in a complaint form, staff should assist them to do so.
2. Under no circumstances should staff try to talk a complainant out of making a complaint, or threaten them that something will or will not happen if they do make a complaint

• Staff must inform the complainant what happens next by explaining the process to the complainant.

Responding to Formal complaints

1. If a complainant wants to fill in a complaint form, staff should assist them to do so. This may mean that the complainant needs assistance with reading or understanding the form, or with completing the form.  However, the information on the form must be in the words of the complainant. The complaint form must be submitted to the Manager within 1 working day.
2. The Manager receives a notification from a staff member that a child or young person has made a complaint and:
   1. Checks that the complaint form has been completed.
   2. Check that the child and young people are safe.
   3. Considers cultural and linguistic needs of the young person and their natural networks
   4. Make contact with the child or young person complainant within 2 business days.
   5. Give the child or young person a written acknowledgement of the complaint whether by email, text or letter.
   6. Continually maintain communication with the child or young person complainant throughout the complaints process.
   7. Plan and implement an investigation into the complaint including gathering information and completing a risk assessment.
   8. Make referrals to external complaints agencies where required
   9. Negotiate with the child or young person complainant potential outcomes and actions. Continue this process until the child or young person complainant is satisfied.
   10. If the child or young person complainant is happy with the outcome provide them with the outcome and action plan in writing.
   11. Log the complaint and outcome in the complaints and feedback register.
   12. Coordinate with relevant people and the child or young person complainant to ensure that the plan and timetable are followed implemented as agreed

1. During the investigation process, the manager must consider the following:
   1. Was policy and procedure followed?
   2. Was legislation followed?
   3. Was the young person, or other complainant, given a reasonable explanation as to why something did or did not happen?
   4. Has everything that happened before and after the complaint been appropriately documented?
   5. Does the complainant need more information?
   6. Does the complainant require an apology?
   7.  Does a previous decision need to be changed?
   8. Do any policies or procedures need to be changed?
   9.  Should disciplinary action be taken against any staff?

Related Legislation and/or guidelines

• Children and Young Persons (Care and Protection) Act 1998
• Children and Young Persons (Care and Protection) Regulation 2012
• Children Protection (Working with Children) Act 2012
• Ombudsman Act 1974
• NDIS Quality & Safeguards 2018

Related policies

• Privacy & Confidentiality policy
• Advocacy policy
• Children’s Rights policy
• Human Rights policy
• Safeguarding people with disabilities policy
• Compliments & Complaints Management and Handling policy

COMPLIMENTS & COMPLAINTS MANAGEMENT POLICY

POLICY STATEMENT:

Home Caring Group believes that care recipients, their families and representatives, visitors, staff and volunteers can provide feedback or raise a complaint about any aspect of our service, the care we provide or the operation of our programs.  Home Caring Group views compliments and complaints within a continuous improvement framework relating to the improve the quality of care and services provided. Our compliments and complaints process is guided by the NDIS Quality & Safeguards Commission {National Disability Insurance Scheme (Complaints Management and Resolution) Rules 2018} and Aged Care Quality & Safety Commission.  Home Caring Group has an open disclosure approach to managing complaints.  Compliments received tell us what we’re doing right. Complaints received are seen as an opportunity for improvement. All feedback is taken seriously.

PROCEDURE:

1. Information is made available to all clients and stakeholders about mechanisms to communicate feedback, comments and complaints. This information is available:
   1. Client handbooks
   2. Service Agreements
   3. Initial and ongoing review meetings
   4. Client newsletter
   5. As requested by clients
2. Information to be included includes:
   1. How to make a complaint or provide feedback
   2. Right to make a complaint without fear of retribution
   3. The complaints process, confidentiality, timelines and management of feedback
   4. How to make an anonymous complaint
   5. The process for pursuing the complaint through an external body such as the NSW Ombudsman or other relevant state body
   6. Details of other external bodies may also be provided to service users including the Aged Care Quality & Safety Commission or NDIS Quality and Safeguards Commission
   7. The process to arrange for an interpreter or advocate when providing feedback
3. All employees and Board members are able to receive feedback or a complaint in writing or verbally from service users or stakeholders. If a verbal feedback or complaint is received the staff or Board member completes the relevant Complaint for mand forward the complaint to the relevant Manager
   1. The Manager is to review the information and coordinate a response
4. Depending on the nature of the feedback, one or more of the following actions may be appropriate:
   1. Raise the information at a regular staff and/or Board meeting
   2. Record the information in the relevant staff, client or project file. The Operations Manager includes the feedback in reports to the Board of Directors and funder.
   3. If the comment or suggestion for improvement, it may be appropriate to contact the individual who gave the feedback to communicate any changes made as a result of their suggestion. This will contribute to a positive relationship between the organisation and its clients and stakeholders.
5. The details of the complaint must be detailed in the Complaints register, including:
   1. the date the complaint was made, name and contact details of complainant, nature of complaint, staff involved (if any), action taken and results.
   2. The complaints register is monitored by Executive team and reviewed at quarterly Quality subcommittee meetings.

Responding to a Complaint

6. A letter will be sent to the complainant (or the complainant’s nominee) within 5-7 working days of the complaint being received. The response details what is being done to investigate and resolve the complaint.
7. In responding to complaints, the Manager must:
   1. Acknowledge the complaint – acknowledge the concerns and experiences of someone making a complaint, particularly if the issue has caused distress or considerable inconvenience.
   2. Attempt to resolve the complaint directly with the complainant – clarify the specific issue that the individual is complaining about and their desired outcomes. It may be necessary to contact the complainant to ask for more information.
   3. Detail how the complaint will be investigated – provide clear timeframes and the contact details for an appropriate person that can be contacted by the complainant if necessary.
   4. Consider the sensitive and/or confidential nature of a complaint and the privacy of the individual making the complaint – staff carefully consider what information is recorded and to whom within the organisation the information is communicated to. When completing a Complaints Form, only record factual information that can be supported by evidence or note that the information is not yet substantiated
   5. Consider whether the compliant needs to be managed in a particular way either because the person making a complaint has specific rights of review or because the complaint includes allegations that must be reported to an external body. For example, criminal allegations should be reported to the Police.
   6. Reassure the complainant that making a complaint will have no negative consequences or repercussions on their service provision
   7. Inform the complainant they can selected which staff member is their primary contact regarding the complaint and ask if they wish to nominate a particular person
8. The Manager must aim to investigate and resolve all complaints within a month of receiving the complaint.
   1. If this timeframe cannot be met, the complainant will be informed of the reasons why and of the alternative timeframe for resolution.
9. The Manager must aim to keep the complainant informed at all stages of the decision-making process concerning their complaint and the reasons for those decisions.
10. A register of complaints and files containing details of all complaints, actions and resolutions are filed securely in the Management Dropbox.

Complaints Involving Staff Members

11. Complaints involving staff members should be forwarded to the Manager who will coordinate a response to the complaint in conjunction with the staff member’s supervisor.
12. Staff are to be kept informed at all times about any client complaint involving th
13. Complaints by clients about staff will not be seen as negative comments about the staff, but as comments on the service provided by the organisation.
    1. Staff play a vital role in supporting service users to complain and will not to be penalised for doing so.
    2. Staff will be positively recognised for advocating on behalf of a service user, including when the service user makes a complaint.
    3. Staff will not be penalised as a result of a client complaint unless malpractice has occurred.
14. Responding to the complaint may involve:
    1. Investigating the complaint and providing the staff member with an opportunity to respond to issues raised
    2. Attempting to mediate the dispute (if appropriate) and/or attempt to resolve the matter
    3. Taking further action necessary to resolve the issue (e.g. external mediation and dispute resolution services)
15. Any disciplinary action against a staff member arising from a complaint will be taken in accordance with the Performance and Development Policy.
16. Any action against a staff member for reportable conduct will be taken in accordance with the Protecting Children and Young Person policy.
17. Complaints involving the Operations Manager should be referred to the Managing Director and/or Board.
18. The process for complaints involving the Operations Manager is the same as for complaints involving other staff, except the Managing Director and/or Board facilitates the resolution.

Complaints Involving Board Members

19. Complaints concerning a Board member or a member of a Board subcommittee should be referred to the Board Chair.
    1. The Chair, or an approved delegate, will attempt to resolve the issue to the satisfaction of the complainant.
    2. Where the Chair is the subject of a complaint, the complaint should be referred to another member of the Board.
20. A response to the complaint may involve:
    1. Investigating the complaint and providing the Board Director or member of a Board subcommittee with an opportunity to respond to issues raised
    2. Attempting to mediate the dispute (if appropriate) and/or attempt to resolve the matter to the satisfaction of the outside party
    3. Take further action necessary to resolve the issue (e.g. external mediation and dispute resolution services)
    4. If appropriate, raising the complaint at a Board meeting to determine a suitable course of action to resolve the issue.
21. Action taken arising from a complaint about a Board member or a Board subcommittee member will be taken in accordance with the Constitution, the Board policy and procedures and the Board code of conduct.

Complaints Resolution and Follow Up

22. Within two months of the complaint being resolved, the organisation will follow up with the complainant to review their satisfaction with the actions taken.
23. Feedback information (both positive and negative) is to be considered in operational planning as well as implementation and review activities in the areas of governance, risk management, client services, project management and workplace health and safety.

Monitoring and Reporting Information about Complaints

24. Information regarding complaints is collated and provided to the Board of Directors at each regular Board meeting unless the Operations Manager considers that it is to be communicated to the Board urgently.
25. The Board should include a standing agenda item on complaint handling at all Board meetings.
26. The Operations Manager analyses complaints for trends and provides recommendations for action to be taken. Recommendations are discussed at Board and/or staff meetings.

Provision of staff training in complaints handling

27. All staff, management and volunteers receive information and training as part of their induction on complaints handling.
    1. Refresher training will be provided every three years.
28. Information is made available to all staff about mechanisms to communicate feedback, comments and complaints. This information is available:
    1. Staff handbooks
    2. Supervisions
    3. Staff newsletter
    4. As requested by staff

Related Legislation and/or guidelines

• Attendant Care Industry Standards 2013 – (ACIS 2013)
• National Standards for Disability Services (2014)
• Aged Care Quality Standards 2019
• Associations Incorporations Act 2009 (NSW)
• Privacy Act 1988 (Commonwealth)
• CommunityServices (Complaints,ReviewsandMonitoring)Act1993(NSW).
• Ombudsman Act 1974
• NDIS Quality and Safeguards Commission
• National Disability Insurance Scheme (Complaints Management and Resolution) Rules 2018

Related policies

• Quality improvement framework policy
• Privacy and Confidentiality policy
• Reportable Conduct policy
• Staff supervision and support policy
• Human Rights policy
• Complaints by Children and Young People policy