Discover how Thrive House partnered with Mitti to transform compliance and safety reporting across 30 residential homes.
Issues
Inspections
Actions
Analytics
Thrive House provides residential care and disability support services to some of Queensland's most vulnerable children, young people and adults.
Operating 24 hours a day across 30 residential homes, the organisation supports people with complex disability, psychosocial and behavioural needs through a range of services, including Residential Care, Supported Independent Living, Positive Behaviour Support, Support Coordination and community-based supports, under two of the most compliance- intensive frameworks in Australia: the NDIS and Child Safety.
Their work isn't just care delivery. It's making sure every house runs smoothly, every issue is documented and every audit can be answered with confidence, because the cost of getting it wrong isn't just operational. It's a licence risk.
"It comes down to trust," says Bernadette Burns, Director of Thrive House. "Families and regulators expect us to always be on top of things. So even small things, if ignored, can turn into bigger risks quickly. If something gets missed, it can affect the safety of a service user or staff member, with flow-on effects for compliance, audit outcomes and organisational risk."
Before Mitti, Thrive House ran maintenance through a legacy desktop system
with no mobile access. WHS reporting happened through email chains and paper forms. When something went wrong at a site, support workers would call or message the house manager, who then had to create the ticket themselves.
"It meant every issue was handled twice, and delays were common,"says Jayanth Ienapudi, IT and Security Manager at Thrive House."The operations team spent time following up on tickets from house managers, requesting photos and additional detail, slowing down the process of removing or reducing the risk. Windows for making claims were also reduced due to the lost time."
As Thrive House grew, the gap widened. House managers were overloaded. Audits required manual effort to assemble. Visibility across the network came down to whoever had the patience to chase it down.
"It wasn't one moment. It was a pattern," says Stefan Mogel, Executive Manager, Corporate Services."As we grew, the number of issues increased but the process didn't scale. That's when we realised something had to change."
For Thrive House, compliance isn't a reporting exercise. It's the condition under which they're allowed to operate.
The organisation is accountable to the NDIS, Child Safety and WHS simultaneously. Every issue must be documented, traceable and resolved with evidence, photos, timestamps and a clear record of what was done and by whom.
Before Mitti, audit preparation meant pulling data from different sources and hoping everything was complete. Now it means structured, exportable reports with clear timeline evidence, ready before the auditor asks.
Replacing the existing system, digitising WHS reporting and standardising issue management across 30 sites, and with a frontline workforce who needed to raise issues in under 60 seconds without ever logging in, needed more than a platform rollout.
Mitti brought in implementation partner Bravas Technology, founded by former SafetyCulture employee Darcy Patterson, to co-design the operating model alongside the build.
Over four months, Bravas built the site hierarchy, inspection templates and tiered permissions from the ground up.
Long checklists were split into focused templates with conditional logic.
Forced actions on "No" answers meant any flagged issue automatically created a tracked action.
Support workers raise issues via site-specific QR codes with no login required.
House managers triage, departments execute and executives see across everything.
Critical WHS categories override silent mode on phones.
Supporting a phased go-live, focusing on one trial site first, then the full network.
The scrutiny extended beyond the platform itself. During integration scoping, Bravas identified that the standard HR system trigger would have provisioned Mitti accounts at the point of induction, before Working with Children checks, NDIS Worker Screening and other clearances were complete.
"Without that question in the scoping call, the integration would likely have gone live as designed,"says Darcy."For an NDIS-registered provider under Child Safety obligations, that's a documented breach of access controls, exactly what auditors would pick up. The integration was paused. Licensed users are managed manually, and support workers stay on the QR code guest model. A compliant 'cleared to work' trigger is the phase two conversation."
Support workers are on their feet and occupied; any process that needs a login or more then a minute gets skipped. The QR code model removed that friction entirely.
"Because it's that simple, people do it straight away instead of leaving it for later,"says Jayanth."We're seeing issues get reported as they happen, not hours later or missed altogether."The volume of reported issues went up after go-live. That wasn't a problem, it was the point.
"It means we're catching things earlier," says Jayanth."Previously, some issues weren't logged at all."
The data coming through has started surfacing patterns: recurring issues, common risk points, delays in the resolution chain. Instead of reacting to individual incidents, the team can now fix root causes.
House managers have gone from manual ticket routers to a live dashboard showing every issue across their site, with photos and action status, without chasing anyone.
"It allows more opportunity for education around reporting because it can be seen,"says Jayanth."That's raising the understanding of reporting across the board."
The implementation gave Thrive House a foundation: real-time visibility, standardised reporting and compliance documentation they can stand behind.
What's happening now is the next layer: using that foundation to keep improving how the organisation runs. And having seen what the platform can do, the team is actively looking at capabilities they haven't touched yet.
