Quality Policy
Policy Overview
Leora Healthcare is committed to delivering safe, reliable, and person-centred services that meet the needs and expectations of our clients, their families, and stakeholders. This policy outlines our commitment to maintaining a Quality Management System (QMS) that complies with ISO 9001 and supports continuous improvement across all organisational activities, including clinical, operational, and administrative functions. The QMS provides the framework for aligning quality processes with Leora’s strategic plan, values, and certification requirements under the NDIS Practice Standards, Aged Care Quality Standards, and the Attendant Care Industry Standard (ACIS). This policy is communicated across all levels of the organisation and reviewed regularly to ensure it remains suitable, adequate, and effective.
Commitments
We establish, monitor, and review measurable objectives that drive continuous improvement and align with our strategic direction, ensuring compliance with all legislative, regulatory, and certification requirements. Clear roles, responsibilities, and processes are defined and communicated to maintain consistency and accountability, with data from audits, incidents, complaints, feedback, and performance reviews used to identify risks, opportunities, and improvements. Our workforce is supported through ongoing training, education, and resources to ensure competence and engagement in delivering high-quality services, while controlled documents, records, and evidence are maintained to demonstrate conformity and support informed decision-making.
Quality Objectives
Quality objectives are set by function and department, mapped to Leora Healthcare’s Strategic Plan 2025–2027, and aligned with ISO 9001 requirements to support continuous improvement. They are monitored and measured through the Committee and Communication Framework via a reporting dashboard, with regular reviews to assess effectiveness, address changes, and enable evidence-based decision-making that drives service excellence and compliance.
Strategic Priorities and Objectives
| Client Centricity | Clinical Governance: Deliver the highest standards of quality and safety in all aspects of care, with minimal risk. Holistic Care: Offer comprehensive services that consider physical, mental, and emotional needs. Network Effect: Foster a connected community where each new user enhances value and experience for all. | Metrics focus on timely resolution of incidents and complaints, consistent completion of client care documentation, achievement of goals and reassessments, and implementation of risk, emergency, and no response plans, supported by client satisfaction scores and feedback trends to ensure services meet individual needs and expectations. |
| High Performance | Data Driven: Utilise data insights and measurable goals to support ongoing performance improvement. Founder’s Mentality: Cultivate a culture of ownership, agility, and proactive decision-making. Learning and Development: Invest in knowledge and skill-building that nurtures personal and professional growth. | Performance is measured through budget accuracy, completion of audits, document reviews, and meetings, timely reporting of incidents, efficient recruitment and onboarding, and reduction of unplanned or vacant service hours to maintain service continuity and operational effectiveness. |
| Sense of Belonging | Flexible Work: Encourage adaptability that supports individual and team work-life balance. Psychological and Physical Safety: Create a best-practice WHS environment where all feel safe and supported. Inclusivity: Celebrate diversity so every individual feels valued, respected, and empowered. | Indicators include staff engagement, retention, and satisfaction rates, completion of learning and development programs and competencies, timely performance appraisals, and the execution of WHS assessments and maintenance schedules to maintain safe and supportive working environments. |
| Financial Durability | Tech Optimisation: Leverage technology to enhance efficiency, productivity, and innovation. Operational Excellence: Design efficient workflows and robust processes that deliver superior results. P&L Accountability: Align decision-making with business goals and ensure financial responsibility. | Measures track the use of technology-enabled processes for timely reporting, operational efficiencies through reduced manual hours and streamlined workflows, P&L accountability via departmental performance tracking, and alignment of service delivery with budget and resource plans to sustain financial health. |
Responsibilities
- The Co‑CEOs are accountable for endorsing this policy and ensuring organisational commitment to the QMS.
- The Chief Clinical, Risk and Governance Officer is responsible for maintaining and overseeing the QMS and ensuring compliance with ISO 9001 requirements.
- Managers are responsible for embedding quality processes within their teams and monitoring performance against objectives.
- All staff and contractors are responsible for adhering to the QMS and supporting a culture of quality and continuous improvement.
We may update this policy from time to time. Any updated versions of this policy will be posted on our website. Please review it regularly.
This quality policy was last updated on 19 August 2025.