FOI 21/22-1299
For teams of over six people, we would provide instruction and material to split the team
into groups and work through information as a mini team. This can be undertaken face to
face or via MS Teams.
LEARNER
The contents of the Learner pack will be modified to suit topics and will contain all SOP’s,
Task Cards, Rating Tools etc. for relevant to topic. We will provide learners with activities
grounded in the Learning Keystones most suited to that subject matter e.g. Problem Solving,
Memory and Recall etc.
Week two: Individual Coaching Sessions
TEAM LEAD
Team Leader will have identified team members who would benefit from One to One
coaching session. Using the Team Leader coaching pack, Team Leader will hold individual
coaching conversations (following any observations from week one e.g. issues, insights) by
implementing the guidance in the Coaching Pack and Coaching Tool template and tools.
Week three: Peer to Peer Learning
TEAM LEAD
Team Leader will assign buddies to team members and arrange a shadowing session in line
with the topic e.g. completing a severity indicator tool.
TL are also encouraged to buddy up with another TL to discuss challenges and provide
support
LEARNER
The learners will buddy up and participate in a shadowing session
Week four: Communities of Practice
TEAM LEAD
Performance Coach will lead TL Community of Practice once a month where TL can receive
support and guidance as part of a Community of Practice reinforcing the Coaching
embedment strategy.
LEARNER
Team Members can engage in an online community of Practice: Yammer to share
accomplishments, ask questions and provide support to colleagues.
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DOCUMENT 3
FOI 21/22-1299
From:
s22(1)(a)(ii) - irrelevant material
Sent:
Tuesday, 5 April 2022 11:50 AM
To:
s22(1)(a)(ii) - irrelevant material
Subject:
FW: HoP Meeting outcomes [SEC=OFFICIAL]
Follow Up Flag:
Follow up
Flag Status:
Flagged
From: s22(1)(a)(ii) - irrelevant material
>
Sent: Wednesday, 7 April 2021 7:51 AM
To: s22(1)(a)(ii) - irrelevant material
>
Subject: FW: HoP Meeting outcomes [SEC=OFFICIAL]
fyi
From: s22(1)(a)(ii) - irrelevant material
Sent: Wednesday, 16 December 2020 4:42 PM
To: s22(1)(a)(ii) - irrelevant material
Subject: HoP Meeting outcomes [SEC=OFFICIAL]
Hi s22(1)(a)(ii) - irrelevant material,
This morning I had a meeting with s22(1)(a)(ii) - irrelevant material around next steps for the Hour of Power (HoP)
feedback is as follows ….. most are minor adjustments, which is great.
Also, apologies for the long email and please let me know if you need to chat through.
1. Name of HoP
-
Name to be changed to aid with establishing a new perception and experience
-
I did float Monthly Improvement Training (MIT) – thanks s22(1)(a)(ii) - irre, ho wever s22(1)(a)(ii) t
- irrelev
h ought this was too
similar to the monthly packs
-
Request was for our team to propose some possible naming options. There was a leaning towards how
we could create a name out of ‘development, coaching, continuous improvement, learning, quality’ and
how we could leverage the ‘Leading a Coaching Culture’ more as this will be received positively across
the business
2. Page 2
-
Program overview – focus to also include ‘providing an opportunity for staff to develop and learn’
-
Replace ‘Training Plan’ perhaps with coaching / learning plan
-
Replace ‘ Training Requirements’ with learning requirements
o Feedback was very clear to replace the word Training
3. Page 2
-
State that there is no additional time required that the ‘training plan’ forms part of current meetings
which are already happening
-
4 week training plan – to reflect 1 hour per week (no need to divide this up into increments)
-
There is also a requirement to evaluate and provide feedback after each week, at the end of 4 weeks
and then again at the 3 month mark
4. Community of practice
1
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FOI 21/22-1299
- There will be a requirement for our deployment resources to model how these are to be conducted and
then hand over to Team Leaders to run on an ongoing basis
5. Other
- ‘Data framework and prioritisation matrix brings good rigour into the process’ – excellent work
- It was also agreed that there would be a minimum of 2 National topics per quarter and local topics
would be negotiated through the council
- s22(1)(a)(ii) w
- irr
as discussing the Council further with s22(1)(a)( t o r
eso
lve whether this would be merged with Deep
Dive or a standalone Council
- There has also been an allocation from a key contact perspective for the following areas for input into
HoP content:
o OG and SOPs
s22(1)(a)
o National / organisational initiatives s22(1)(a)( i)
o Continuous improvement, quality s22(1)(a)(
Happy to chat through the above,
Thank you
s22(1)(a)(ii)
s22(1)(a)(ii) - irrelevant material
Director Performance, Learning and Change
Performance Management and Quality
Operations and Support Division
National Disability Insurance Agency
s22(1)(a)(ii) - irrelevant material
2
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FOI 21/22-1299
Overview
1. Topic Selection
2. Methodology
3. Launch
4. Communication's / Change
2
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FOI 21/22-1299
Data Analysis and Insights – R&N Justification Comment Solution
based "Quick Win" Hypothesis
The above figures are taken from the November National Summary (ELT) Reporting from the Quality Branch Quality Assurance (QA) Stream.
These figures il ustrate that based upon data insights, we can identify that in 66.9% of plans audited the funded supports in the plan were reasonable and necessary (R&N).
Of the 66.9% where the funded supports were identified as R&N, 35% did not contain justification comments that adequately demonstrated that the supports were R&N.
Additional y, 79% of records did not contain evidence that an R&N discussion had taken place and of those 76% were determined to meet R&N
This can be identified as an opportunity for a solution based quick win if the Agency can implement a training solution to address the 35% where conformance was not achieved and sustain the 65%
where adequate performance was observed.
QA wil provide as part of their remit case study examples of “Good Better Best” to assist with validating their findings for external consumption and for development of resources if/as required.
These insights identified through the End-to-End Audit process and validated by Quality Operations are recorded in the National CI Register for action by the Quality Branch Account Management
Team. This further reinforces our uptake of the recommendations made by the ANAO of establishing mechanisms to track and inform continuous improvement activities
Account Management wil communicate these results to National Delivery as an area of focus and play their role as an enabling function and obtain key Intel into reported and emerging trends.
From this point themes wil be assessed through the Prioritisation Matrix, assigned a level of priority as per the business rules and decided by the Prioritisation Council as to final scheduling and priority.
Once ratings have been applied and agreed these wil flow to Learning and Development for rol out of pre existing fit for purpose learning architecture or development of new and reusable resources.
7
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