Industry
The evidence an audit asks for, held against the standard it answers
Quality audits do not ask whether you have a policy. They ask to see the record. Frontline holds incidents, risks, training and evidence against the standard each one answers to.
How do you evidence the Aged Care Quality Standards without rebuilding it for every audit?
Most providers can describe their system and still spend a fortnight assembling evidence before an audit, because the incidents are in one system, the risks in a spreadsheet, the training in another, and nothing links to the standard it answers. Frontline holds them in one register where every record carries its owner, its date and its evidence, and where a standard can be traced to what actually happened rather than to the policy that said it should.
- Clinical and workplace risk in one register rather than two systems
- Incidents close into an owned action with a due date, not a filed form
- Training and police check currency per person, flagged before it lapses
- Every number links back to the record, the date and the person
The reality
The audit is not the problem. The fortnight before it is.
Providers rarely fail because the care was wrong. They fail because the evidence could not be produced in the shape the assessor wanted.
Incidents sit in a clinical system that does not talk to the risk register. Staff training sits in a spreadsheet the education lead keeps. Corrective actions from the last audit sit in an email thread. Assembling it is a fortnight of someone senior copying between files, and the copy is out of date the day it is finished.
Holding it in one place is not a filing exercise. It is what lets you answer a question in the room rather than promising to send it through.
- One register spanning clinical risk, workplace risk and quality
- Actions with an owner and a due date, tracked to closure
- Evidence attached to the record, not stored beside it
What it handles
The work that fills a quality manager's week
Risk registers
Clinical, workplace and organisational risk in one register with your own rating scale.
Incidents and SIRS
Reported quickly, escalated by severity, with reportable incidents flagged against their timeframe.
Complaints and feedback
Held as records with owners and outcomes, so a trend is visible rather than anecdotal.
Corrective actions
Every finding becomes an action with an owner and a due date, tracked to closure.
Training and currency
Qualifications, police checks and mandatory training per person, flagged before they lapse.
Chemicals and infection control
Cleaning chemicals with current safety data sheets, and cleaning schedules held per site.
Contractor management
Agency staff and maintenance contractors with insurances and screening checks visible.
Board and audit reporting
The quality report generated from live records rather than rebuilt for the meeting.
Obligation mapping
Where each obligation lives
The question every safety manager asks before a demo: does this cover what we are actually required to do?
| Obligation | What it requires | Where it lives in Frontline |
|---|---|---|
| Aged Care Quality Standards - governance | A risk management system, an incident management system, evidence of both working | Risk register and incident records with owners, dates and full change history |
| Serious Incident Response Scheme | Identify, record and report reportable incidents within the required timeframe | Incident records with severity, reportable flag and the clock visible against each one |
| Aged Care Quality Standards - workforce | Staff are competent, trained and screened for their role | People register with qualification, training and screening currency, surfaced before expiry |
| WHS Act - primary duty of care | Identify hazards, assess and control risk, review the controls | Workplace risk in the same register as clinical risk, with controls owned and verified |
| WHS Regulations - psychosocial hazards | Identify and control psychosocial risk, including occupational violence | Psychosocial register with controls, incidents linked and review dates |
| Continuous improvement | A plan for continuous improvement, with evidence it is acted on | Actions from incidents, audits and complaints in one list with owners and closure |
Mapping is indicative and reflects the Australian model WHS laws and the national schemes named. Requirements vary by jurisdiction. We'll walk your specific obligations on the call.
Questions we get asked
Does it replace our clinical system?
No. It sits over the top. Clinical records stay where they are; the risk, the incident, the action and the evidence live in Frontline and link back.
Can it handle SIRS timeframes?
Reportable incidents carry their flag and their clock from the moment they are recorded, so the timeframe is visible rather than remembered. Reporting to the Commission stays a person's decision, not an automatic send.
Our sites all do it slightly differently. Is that a problem?
No. Sites keep their own shape and the group still gets one view. The system does not require every site to agree on a template first.
Who can see what?
Access is role and site level, mapped to your own hierarchy, so a facility manager sees their facility and the executive sees the group.
See it on your sites, your risks, your standards.
We'll load a slice of your real data when your spot comes up so you're reacting to your own service, not a sample one.
- We take a few teams at a time
- Configured to your framework
- No IT project