DOCUMENT 20
[Image not converted to Markdown – “Document Image” – check the source PDF page for the actual content]
Communications and Engagement Plan
Promoting end-to-end services of the Performance Management and Quality Branch
Scope and strategic advice
Business objectives
- To contribute to the sustainability of the NDIS, in line with Aspiration 6 of the Corporate Plan 2020 — 2025.
- To support improvements to participant experience and monitor the achievement of Participant Experience Delivery (PED) KPIs under the Corporate Plan 2020 — 2025 around access, planning and participant experience by:
- providing quality assurance
- encouraging practice change through analysis, education and coaching
- delivering operational and performance insights to enable business partners to identify risks and take action
- To achieve a high-performing NDIA (and in turn improve participant experience) by promoting best practice service delivery across PED Branches and Partners in the Community (PITCs) and identifying opportunities for improvement, in line with Aspiration 5 of the Corporate Plan 2020 — 2025.
- To uplift NDIA and PITC capabilities and maintain strong staff engagement, in line with strategic goal 5.1 of the Corporate Plan 2020 — 2025.
- To enhance the efficiency and effectiveness of NDIA processes and systems through assurance and performance reporting, in line with strategic goal 5.2 of the
Audience analysis and risk
Agency
- PED leadership (ELT) need to be informed and able to use PM&Q capability to monitor KPIs, PSG, adherence to SOPs, and manage emerging issues to inform senior management decisions.
- PED Branch managers and state managers need tailored, up-to-date information to understand relevant KPIs and progress being made across PED to inform management decisions and team updates.
- PED frontline staff need relevant, easily digestible information with clear calls to action for day-to-day work and decision-making to meet the PED KPIs and best practice service delivery.
Partners in the Community
- Local Area Coordinators (LACs) and Early Childhood Early Intervention (ECEI) partners need relevant, timely, easily digestible information with clear calls to action for day-to-day work and decision-making to meet partner KPIs and feed into PED KPIs, supporting best practice.
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Scope and strategic advice
Corporate Plan 2020 — 2025
- To provide PED business areas and PITCs with insights and recommendations for continuous improvement, supporting participant experience and Scheme sustainability.
2. Communications and Engagement objectives
-
To provide Agency staff and partners with guidance around the streamlined services offered by the newly restructured Performance Management and Quality (PM&Q) Branch
-
To encourage Agency staff and partners to access the services offered by the PM&Q Branch and consider PM&Q services (such as deep dives and education) in their regular ways of working
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To promote Partners in the Community (PITCs) awareness of how PM&Q contributes to the aspirations and strategic goals of the Corporate Plan 2020 — 2025.
Audience analysis and risk
3. What is current state/future state
Current state
The PM&Q Branch has recently been restructured to include the former Quality Branch, Business Intelligence team (from the Office of the Scheme Actuary), and some Learning and Development and Change Management staff.
The effect of this restructure on PED has not yet been communicated to the business, which means that Branches across PED are not taking full advantage of the services offered by the PM&Q Branch as part of a BAU approach.
Through their assurance work, the PM&Q Branch is responsible for measuring performance for some PED KPIs and the Participant Service Improvement Plan.
9. Communications and engagement risks
- Risk: That the development of the communications plan concurrently alongside business unit procedures causes inaccuracies or confusion
o Mitigation: That the communications plan is finalised after all relevant PM&Q procedures are finalised, prior to actioning the communication activity schedule
o Mitigation: That the communications plan receives final sign off at the SES1 level to ensure alignment with PM&Q procedures
o Mitigation: That the progress of the communications plan is added as a standing agenda item at PM&Q Branch Operations meetings
- Risk: That staff and PITCs finds PM&Q Intranet resources
Scope and strategic advice
The Branch undertakes qualitative reviews focusing on Scheme sustainability. These ‘deep dive’ projects help internal stakeholders to understand particular issues, cohorts, or cost pressures, and provide recommendations and insights to improve systems, processes and practices.
The Branch delivers high-level insights, data and risk analysis to senior PED leadership and shares operational and performance insights to business areas across PED such as data and trend analysis, business impact, risk and recommendations — with a focus on PED KPIs, sustainability metrics and pulse metrics.
The Branch ensures operational insights cascade across PED businesses to link executive priorities to frontline activities.
Future state
PED Branches understand and access the complete, end- to-end service offered by PM&Q (as outlined in the PM&Q accountability statement), comprised of analysing data and conducting file reviews of participant plans; sharing insights; providing education and coaching; and fostering practice improvement.
The PM&Q Branch will have the visibility they need to efficiently and effectively respond to business needs and guide, educate and facilitate continuous improvement in business practices across PED Branches.
4. What does success look like?
PM&Q measurements — short-term
- Positive feedback received from stakeholders
PM&Q measurements — long-term
- Improved practice and adherence to SOPs across PED,
Audience analysis and risk
difficult to understand or access, which compromises success
o Mitigation: Plain English resources are presented in an audience-focused format and structure
Risk: That the communications plan causes damage to the reputation of the PM&Q Branch by only highlighting negative stories arising from reviews
o Mitigation: That key messages and content contain positive, ‘good news’ stories to highlight good practice, as well as highlighting opportunities for improvement
Risk: That PM&Q Branch processes highlighted in the communications plan cause internal confusion or disagreement during a time of change and transition for the Branch
o Mitigation: That the proposed implementation strategies are aligned throughout the Branch by PM&Q leadership
o Mitigation: That Operations Team (Branch Improvements) resources are allocated as needed to the implementation, monitoring and review of the approved communications plan
o Mitigation: That the implementation of the communications plan is added as part of the Branch performance goals and routinely monitored.
Scope and strategic advice
- Measured through PED KPIs
- Improved plan quality, identified through deep dive reviews, activities to satisfy the Partner Quality Framework, and end-to-end quality reviews
- Increased proportion of team members maintaining good practice, measured through learning and development metrics, such as level 1 learning measures
- Increased use of 360 dashboards routinely to support achievement of KPIs and focus on scheme sustainability
- Measureable improvements are observed against PED and Participant Service Guarantee KPIs and pulse metrics, and linked to PM&Q activities and support.
Communications measurements
- 50% increase in visits to PM&Q Intranet pages for Q3 FY21 (from Q1 FY21)
- Engagement rates on Express staff profiles exceed benchmarks.
Audience analysis and risk
5. Key milestones
- Communications plan is signed off at the SES1 level
- Intranet content goes live
- Internal communications collateral is approved
- Communications plan is fully implemented
- Communications plan is evaluated.
10. Feedback and evaluation process
- Request quantitative analytics (in line with success measurements) as required
- Request qualitative feedback from PM&Q Branch key contacts
- Compile findings into evaluation document and coordinate approvals.
6. Key contacts
redacted: Senior Strategic Communications Officer, Community Engagement and Communicationsredacted: Assistant Director of Operations (Branch
11. Approvals
redacted: Assistant Director of Operations (Branch Improvements), PM&Q Branch- Assistant Director, Community
Scope and strategic advice
Audience analysis and risk
Improvements), PM&Q Branch.
Engagement and Communications Director of Operations, PM&Q Branch
Acting Director, Community Engagement and Communications
Branch Manager, PM&Q Branch
Branch Manager, Community Engagement and Communications Branch.
Key messages
Overarching — talking about the Branch
-
The Performance Management and Quality (PM&Q) Branch empowers teams across Participant Experience Delivery (PED) and Partners in the Community (PITCs) with insights, analysis and learning and development to support delivery of a quality participant experience and a sustainable Scheme.
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The Agency has recently combined the expertise of staff who specialise in quality assurance, business intelligence, change management and learning and development to create a complete service offering which supports a sustainable, high-performing NDIA.
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The specialised services offered by the PM&Q Branch will give PED staff the learning and development they need to deliver their KPIs under the NDIA’s Participant Service Guarantee and Participant Service Charter.
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Through their review and analysis work, the PM&Q Branch plays a key role in delivering a financially sustainable Scheme under the Agency’s Corporate Plan 2020 — 2025.
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By combining their review work with a learning and development approach, and by giving you a dedicated contact point, the PM&Q Branch is working to uplift NDIA frontline capabilities while enhancing the efficiency and effectiveness of processes and systems.
Tactical — for PED Staff
-
Following a recent restructure, the Performance Management and Quality (PM&Q) Branch has been refocused to make better use of insights from our assurance activities and data analysis, before helping you embed key learnings across your wider team through learning and development.
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NDIA staff can now access a complete, end-to-end service offering of review, analysis, insights and education from the PM&Q Branch.
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The PM&Q Branch uses an account management model — which means you will have a single point of contact within the PM&Q Branch who will be your go-to person throughout the end-to-end process.
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Communications and Engagement Schedule
As PED staff, you can reach out to the PM&Q Branch if you:
- Notice you’re not always hitting your team’s KPIs and want to figure out why.
- Want to improve your team’s performance by understanding root cause impacts.
- Come across any unforeseen cost pressures or gaps.
- Want to help your team transition to an improved process or way of working — such as to deliver on a KPI or implement an improvement suggested during a deep dive review.
PM&Q will tailor their learning and development program to your team, to make sure you have the best chance of using key learnings to deliver a quality experience and outcomes for participants.
By accessing PM&Q’s services, you will be taking an important step toward enhancing the way you service participants.
Send a request to redacted: s22(1)(a)(ii) - irrelevant — your request will be assigned to a dedicated account manager who supports your business area.
pm&Q may also get in touch to conduct a proactive service delivery review and help you identify opportunities for process improvement.
Tactical — for PITCs
As Partners in the Community (PITCs), you play a key role in delivering a quality participant experience and the Performance Management and Quality (PM&Q) Branch will continue to support you.
As PITCs, you will still receive the review, analysis and insights services provided by the PM&Q Branch.
The PM&Q Branch will continue to review your partner plans and give you the advice and support you need to maintain good practice processes and systems.
Go live coordinator: redacted, Senior Strategic Communications Officer
Business readiness schedule
These are actions that build awareness with impacted business areas in NDIA and PITC before internal communications start.
| Target audience | Activity | Purpose | Outcome | Responsibility | Completion date | Comments |
|---|---|---|---|---|---|---|
| Agency staff and PITCs | Audit existing Intranet resources and | Scope what needs to be done | Strategic Communications and PM&Q Branch are fully aligned on the | redacted: s22(1a){i) - irrelevant material |
November 2020 | to conduct initial scoping |
Activity
| Target audience |
|---|
| Agency staff and PITCs |
| Purpose |
| Align on content scope of Intranet meeting changes updates required with |
| Outcome |
| Draft and user test content for Intranet pages Intranet resources which provide users with the information they need |
| Responsibility |
| Completion date |
| November 2020 to April 2021 |
| Comments |
| Fully aligned oe) one |
Go live with Intranet resources
| Target audience | | Agency staff and PITCs | | Purpose | | Align Intranet resources to key messages with a focus on the user | | Outcome | | High quality, user-focused resources are housed on the Intranet, aligned to communications plan | | Responsibility | | Digital Delivery team | | Completion date | | April 2021 |
Create satisfaction survey
| Target audience | | Agency staff and PITCs | | Purpose | | Allow PM&Q staff to measure satisfaction and track sentiment over time to inform PM&Q Branch decision-making following reviews | education | | Outcome | | High-quality data around business satisfaction over time with question suggestions provided by | | Responsibility | | =2@@ === | | Completion date | | April 2021 |
Update PM&Q Branch meeting
| Target audience | | PM&Q Branch | | Purpose | | Inform the Branch of supported communications plan goals and deliverables | | Outcome | | Branch is aware | | Responsibility | | = == | | Completion date | | April 2021 |
Internal communications and engagement schedule
| Date | Target audience (Who’s it going to?) | Activity (What is it? How are you doing it?) | Purpose (Why are we doing it?) | Outcome (What do we expect from it?) | Responsibility (Who’s doing it?) | Completion date | Comments |
|---|---|---|---|---|---|---|---|
| Week of 3 May 2021 | Agency staff and PITCs | Create a ‘good news’ case study based on a previous PM&Q review, to be housed on the PM&Q Intranet | Demonstrate the value how PM&Q can help them improve their processes and performance | Staff understand | redacted |
||
| Week of 3 May 2021 | Agency staff and PITCs | Create talking points document containing key messages and a Q&A | Talking points are live on the PM&Q Intranet | redacted |
|||
| Week of 10 May 2021 | PED SES (including National Delivery, Operations and Support and Partner and Contact Centre Divisions) | Send targeted email of PM&Q restructure and how to access services | Inform PED SES of PM&Q restructure and how to access services | PED SES are better informed of the services offered by PM&Q and how to access services | written by |
||
| Week of 10 May 2021 | Agency staff and PITCs | Include Weekly Huddle item | Inform staff of PM&Q restructure and encourage them to access services | Staff are better informed of the services offered by PM&Q and how they can access services | redacted |
Do not draft until Intranet changes are finalised | |
| Week of 10 May 2021 | Agency staff and PITCs | Post Intranet notice | Inform staff of PM&Q | Staff are better informed of the | redacted |
Do not draft until Intranet |
8
Fol 21/22-1299
| Date (When?) | Target audience (Who’s it going to?) | Activity (What is it? How are you doing it?) | Purpose (Why are we doing it?) | Outcome (What do we expect from it?) | Responsibility (Who’s doing it?) | Completion date (Is it done?) | Comments |
|---|---|---|---|---|---|---|---|
| Week of 10 May 2021 | Agency staff and PITCs | Submit Express staff profile | restructure and encourage them to access services | services offered by PM&Q and how they can access services | redacted |
changes are finalised |
Lessons learnt
Communications
Things that worked well
Opportunities for improvement
Page 130 of 190
DOCUMENT 21
From: s22(1)(a)(ii) - irrelevant material
Sent: Tuesday, 5 April 2022 12:28 PM
To: s22(1)(a)(ii) - irrelevant material
Subject: FW: CI Connect Update [SEC=OFFICIAL]
Follow Up Flag: Follow up Flag Status: Flagged
From: s22(1)(a)(ii) - irrelevant material
Sent: Tuesday, 20 April 2021 12:05 PM
To: s22(1)(a)(ii) - irrelevant material
Subject: RE: CI Connect Update [SEC=OFFICIAL]
Thank you for time this morning presenting to the TAB Leadership Group.
It was such an informative session and you certainly have the subject matter covered.
Please let me know if I can do anything to support you in the roll out.
Great commitment on your part.
Look forward to working with you on this.
Kind regards
Branch Manager
Technical Advisory Branch
National Disability Insurance Agency
s22(1)(a)(ii) - irrelevant material
The NDIA acknowledges the Traditional Custodians of Country throughout Australia and their continuing connection to land, sea and community. We pay our respects to them and their cultures and to Elders past, present and emerging.
From: s22(1)(a)(ii) - irrelevant material
Sent: Tuesday, 20 April 2021 12:40 PM
To: s22(1)(a)(ii) - irrelevant material
s22(1)(a)(ii) - irrelevant material
1
Page 131 of 190CI Connect Update [SEC=OFFICIAL]
Dear State and Branch Managers,
As CI Connect rolls out around the country in May, the Performance Learning and Change team will be here to support you and your teams.
Community of Practice meetings
Performance Learning and Change will schedule the first round of the state-based community of practice meetings, which occur in week 4 of the CI Connect cycle. Invitations will be sent to CI Connect champions, Quality Account Managers, and leaders in your state, territory, or branch. Please forward the invitation to any additional staff you would like to participate in this community of practice. As the formal launch of CI Connect is 3 May 2021, the first community of practice meetings will be scheduled for the week commencing 24 May 2021.
CI Connect and Partners in the Community
As we move through the first CI Connect topic of reasonable and necessary written justifications, please remind your teams our Partners in the Community are not yet participating in CI Connect or in this topic. When reviewing a plan for approval, please ask your staff to consider conducting a Plan Alignment Meeting to support the preparation of a written justification as this may be more appropriate than simply returning the plan for amendment or correction.
More information is available on our Continuous Improvement Connect intranet page for all staff to view. You can also find this page under the Performance Management and Quality heading within the Service Delivery menu.
Please encourage your teams to explore the page to find out more about CI Connect, and join us on our Continuous Improvement Connect Yammer page to keep the discussion going.
We look forward to your feedback and engagement in the CI Connect program! Please feel free to reach out for any further detail or clarification.
Kind Regards,
Assistant Director – Performance, Learning and Change Performance, Management and Quality Branch Participant Experience Delivery (PED) Group National Disability Insurance Agency
The NDIA acknowledges the Traditional Custodians of Country throughout Australia and their continuing connection to land, sea and community. We pay our respects to them and their cultures and to Elders past, present and emerging.
Continuous Improvement Connect
The Role of Champions
April 2021
dis
CI Connect
Where to find information about explain Cl Connect
- Intranet Page
- Cascade Overview
- Yammer Page
Autonomy and flexibility in CI Connect
- Facilitating group discussions
- Coaching topics
- Peer to Peer shadowing
First point of contact
The scope of the Champions role:
- Scheduling activities
- Cl Connect program — why and what it looks like
- Upcoming topics
- Performance issues
- Community of Practice
Types of questions we anticipate and sample responses
Resources
The scope of the Champions role:
-
Understanding the available resources
-
Linking leaders, coaches and teams to available resources
-
Assisting with the CI Connect Yammer page for all staff
-
Requesting clarifying changes as needed
-
Requesting additional resources
LEAP
The scope of the Champions role:
-
Confirming current LEAP module title
-
Confirm who should be enrolled into which modules
-
Explaining LEAP self-enrolment
Facilitated learning
- Leading a Coaching Culture
- Just Brilliant — Learning to Lead / Leadership Excellence
Stakeholder relationships
[Image not converted to Markdown – “Stakeholder relationships” – check the source PDF page for the actual content]
The scope of the Champions role:
- Getting to know the PM&Q account manager
- Reaching out to the Performance Learning and Change team
Other stakeholders involved with CI Connect:
- PM&Q Deep Dive & Assurance teams
- PED Executive Leadership team
- National Quality and Consistency Network
- Other policy or technical SMEs as needed
Updating Leadership teams
[Image not converted to Markdown – “Image of page 18” – check the source PDF page for the actual content]
The scope of the Champions role:
- Explaining CI Connect to new leaders
- Sharing news items
- State/territory/branch CI Connect topics
- Actions and insights from community of practice
Working with PM&Q Account Managers
Community of Practice
The scope of the Champions role:
- Schedule and send invitation
- Create and share agenda
- Facilitate the meeting
- Follow up actions as needed
What is a community of practice? (Etienne Wenger)
A community of practice is a group of people who share a concern or a passion for something they do, and learn how to do it better as they interact regularly. It reflects the fundamentally social nature of human learning.
Coaching
The scope of the Champions role:
-
Refer leaders and coaches to existing resources
-
Confirm GROW method used in situational coaching
-
Using the Coaching Log
Additional Champion resources:
- LACC Toolkit
- CI Connect Team Leader Coaching Toolkit
- LinkedIn Learning
Questions
DOCUMENT 23
From: s22(1)(a)(ii) - irrelevant material Sent: Tuesday, 5 April 2022 12:42 PM To: s22(1)(a)(ii) - irrelevant material Subject: FW: CI Connect rollout for PiTC [SEC=OFFICIAL] Attachments: CI Connect PITC Pilot - 28 April 2021.docx
Follow Up Flag: Follow up Flag Status: Flagged
From: s22(1)(a)(ii) - irrelevant material Sent: Tuesday, 27 April 2021 8:38 PM To: s22(1)(a)(ii) - irrelevant material
Subject: FW: CI Connect rollout for PiTC [SEC=OFFICIAL]
Hi team!
None of the information below or in the attached document is yet set in stone. I have forwarded to you so you can be across this from the early stages.
Please feel free to reach out with any questions!
Kind Regards,
s22(1)(a)(ii) - irrelevant material Assistant Director – Performance, Learning and Change Performance, Management and Quality Branch Participant Experience Delivery (PED) Group National Disability Insurance Agency
s22(1)(a)(ii) - irrelevant material
The NDIA acknowledges the Traditional Custodians of Country throughout Australia and their continuing connection to land, sea and community. We pay our respects to them and their cultures and to Elders past, present and emerging.
From: s22(1)(a)(ii) - irrelevant material Sent: Tuesday, 27 April 2021 8:36 PM To: s22(1)(a)(ii) - irrelevant material Cc: s22(1)(a)(ii) - irrelevant material Subject: RE: CI Connect rollout for PiTC [SEC=OFFICIAL]
Hi Team!
Page 143 of 190FOI 21/22-1299
Thanks, redacted for reaching out this afternoon to discuss the next steps for CI Connect for Partners. Below is a lot of information regarding the CI Connect Pilot and Launch, and I have attached a word document with detailed information about the pilot and launch.
To summaries the highlights from the attached document.
PILOT INFORMATION
- Pilot Start Date: Monday 17 May 2021
- Pilot Period: 3 weeks
- Pilot Topic: Update Severity Indicators
- Contributors: To be confirmed by Partner Performance Final pilot evaluation and insights will be shared with Partner Performance on Friday 11 June 2021.
Per redacted’s request, we intend to open the CI Connect Pilot to those LAC Partners who have delivered the highest completion rate of the R&N Setting the Standard program, with a limit of 6 contributors. The list below is all Partner Organisations who have delivered training to more than 50% of the staff enrolled into R&N Setting the Standard.
Please identify which LAC organisations you would like to contribute to the Partner Pilot by the COB 29 April 2021 to ensure sufficient time to liaise with Partner Organisations. Partners must nominate their teams to contribute to the pilot 7 May 2021.
- PITC Carers - 93%
- PITC Early Childhood Association - 88%
- PITC Settlement Services International - 68%
- PITC Kudos Services - 64%
- PITC Lifestart - 63%
- PITC Advanced Personnel Management - 61%
- PITC Wanslea - 59%
- PITC Social Futures 59%
- PITC Each - 56%
- PITC Intereach - 54%
- PITC Cerebral Palsy Association - 54%
LAUNCH
* CI Connect will launch with Partner Organisations from Monday 5th July 2021.* The CI Connect program and pilot will be highlighted at the Partner Learning and Change community of practice meeting Thursday 6 May 2021.
* Cascade messages will be shared at the Partner Learning and Change community of practice meeting Thursday 3 June 2021 and all artefacts to cascade messaging to staff within Partner Organisations will be shared at this time.
* Partner Organisation Information sessions about the CI Connect program will be available to each Partner Organisation after Thursday 3 June 2021 (prior to the end of the pilot evaluation period) and is recommended for Partner leadership teams.As noted, there are a number of complexities to ensure a smooth and successful launch of CI Connect to our Partners. Some additional considerations to be workshopped are listed below. This list is by no means complete, and we will continue to add to this during the Pilot as we receive feedback. * Partners (both LAC and EC) will undertake the same CI Connect topics as NDIA staff o If not, L&D resourcing will need to be established within the next 4 weeks o Consideration of the model for EC Partners who have very different planning methods and assurance outcomes * CI Connect materials will include a Partner lens (particularly in solution-based questions) o Impacts of non-delegate approach to topics on Data Framework and prioritisation matrix recommendations * Partners will nominate two CI Connect Champions per Partner Organisation and/or state
Either we auto-enrol all Partner staff into the LEAP modules, or lists of all LAC staff and their leaders will need to be provided by each Partner Organisation. To ensure auto-enrolment is complete, confirmed lists for enrolment will be required by COB Friday 18 June 2021.
I hope this information is helpful, however please feel free to reach out with any changes or clarification!
Kind Regards,
s22(1)(a)(ii) - irrelevant material Assistant Director – Performance, Learning and Change Performance, Management and Quality Branch Participant Experience Delivery (PED) Group National Disability Insurance Agency s22(1)(a)(ii) - irrelevant material
The NDIA acknowledges the Traditional Custodians of Country throughout Australia and their continuing connection to land, sea and community. We pay our respects to them and their cultures and to Elders past, present and emerging.
From: redacted >
Sent: Tuesday, 27 April 2021 3:35 PM
To: redacted
Cc: redacted
Subject: FW: CI Connect rollout for PiTC [SEC=OFFICIAL]
Fabulous thanks so much redacted and team, much appreciated. Apologies only getting a chance to reply to this email
ow and we look forward to this update tomorrow. Couldn’t agree with you more redacted on a wonderfully balanced
view, thanks again.
redacted, please find document attached to add to the invite to share with the attendees for tomorrow’s meeting as
per redacted comments below.
Brenda, please feel free to send through your presentation to redacted.
Thanks again,
redacted
s22(1)(a)(ii) - irrelevant material
Director, Western Australia Partner Performance Branch Partner and Contact Centre Division Participant Experience Delivery Group National Disability Insurance Agency s22(1)(a)(ii) - irrelevant material
3
Page 145 of 190CI Connect rollout for PiTC [SEC=OFFICIAL]
Good morning all
Thanks for the update s22(1)(a)(i ) - irre as a Branch we are a pretty inclusive mob, so more than happy to drop a Partner Audit topic to accommodate the CI Connect rollout discussion.
Based on this my suggestion would be:
-
Review of the monthly National Partner Audit summary – particularly the improvement in data for ECEI Tier 2 audit questions. Document attached and please share with attendees.
-
Highlight a good news story – Overview of the impact of coaching and support of LCHS
-
Rollout of CI Connect – incl. pilot launch and update on the R&N training completion rates – this topic is well aligned to the discussion we are presently having with Partner organisations as we prepare them for the additional R&N audit questions from 1 May, with audit results to be included from June 21. We could certainly provide analysis of impacts on this CI topic post 1 July as a priority reporting item (obviously coupled with the coaching that my team provide the Partners).
What a wonderfully balanced view of the work being undertaken by our Branch. Regards s22(1)(a)(ii) - i
Hi s22(1)(a)(ii) - irrele ,
Thanks for the meeting this week to discuss further the rollout for CI Connect with Partners Nationally. I discussed this further with s22(1)(a)(ii) - irr yesterday and we agree to your point well made of the consideration of running a pilot with the LAC Partners before the launch of the 1st of July however can we please look at the Partners with the highest completion rates of the R & N Training to be considered for this please.
We also have our next Continuous Improvement meeting scheduled for the Wednesday 28th April (1:30pm – 3pm WST) and I’ve copied s22(1)(a)(i ) - irrelevant mate in to check to see as we have allocated 30m minutes to Partner Quality however wondered if we could consider providing an overview of the CI Connect Pilot Launch for our Partners and an update on the R & N Training within this timeslot in addition to an update from s22(1)(a)(ii) - i all within the 30 minutes.
Look forward to hearing from you both on Tuesday next week as I’ll be on leave tomorrow and with the public holiday for most States Monday.
Thanks again to you both for your support in our continuous improvement initiatives with our Partners Nationally.
Kind regards,
redacted: s22(1)(a)(ii) - irrelevant
redacted: s22(1)(a)(ii) - irrelevant material
Director, Western Australia
Partner Performance Branch
Partner and Contact Centre Division
Participant Experience Delivery Group
National Disability Insurance Agency
redacted: s22(1)(a)(ii) - irrelevant material
5
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