Cert IV in Frontline Management

IF has aligned the Quality Improvement Skills Program (QuISP) with the nationally recognised Certificate IV in Frontline Management to help you enhance your skills in managing people and projects, all with a focus on developing a culture of continuous quality improvement within your organisation.

If you are a supervisor, line manager, project officer, or leader within your organisation, or you want to head in that direction, this Program will be ideal for you.



BSBMGT401A	Show Leadership in the Workplace
BSBMGT402A	Implement Operational Plan
BSBOHS407A	Monitor a Safe Workplace
BSBWOR402A	Promote Team Effectiveness
Elective Units
BSBCMM401A	Make a Presentation
BSBINN301A	Promote Innovation in a Team Environment
BSBMGT403A	Implement Continuous Improvement
BSBMGT516A	Facilitate Continuous Improvement
BSBPMG501A	Manage Projects
BSBWOR401A	Establish Effective Workplace Relationships

You will need to complete all activities and assessments in each of the 10 units to obtain the Certificate IV in Frontline Managament through QuISP. Assessment is broken up into a variety of components, many of which are delivered during the workshops, and include various methods including course work, assignments, demonstrations, observations, and oral feedback/discussions.

Participants need to satisfactorily complete the assessment components to achieve formal competency. Participants who choose not to undertake the assessments will receive a QuISP statement of attendance.

Recognition of Prior Learning (RPL) and Government funding may be available for eligible participants. Visit the Registered Training Organisation page for more information.

For more Quality Improvement Skills Program (QuISP) Training and Assessment Information click here.

Last Updated 15 November 2011

What is the Model for Improvement?

The Model for Improvement provides a framework for developing, testing and implementing changes. It helps to break down a change effort into small, manageable chunks which are then tested to ensure that things are improving and that no effort is wasted. It is always worth remembering that while every improvement is certainly a change, every change is not an improvement.

The Model for Improvement consists of two equal parts; the first part, the “thinking part”, consists of three fundamental questions to guide improvement work:

What are we trying to accomplish?
How will we know that a change is an improvement?
What changes can we make that will result in an improvement?

For more information about the Model for Improvement visit: http://apcc.org.au/about_the_APCC/the_model_for_improvement/

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What is the Collaborative Methodology?

Adapted from the Institute of Healthcare Improvement’s Breakthrough Series Collaborative methodology, in the Australian context, the Collaborative methodology is used as a framework for the APCC Program. This methodology has been applied to a wide range of management challenges. Originally applied to healthcare systems in the USA, it has since been adopted in other countries, including the UK, Scotland, Canada and New Zealand.

The Collaborative methodology is proven to be highly effective in achieving large scale systems change and demonstrating measurable outcomes. It provides a generic quality improvement model that can be applied to achieve incremental, rapid and locally relevant improvements across a broad range of clinical and practice business issues.

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