Who is NDS

1
(No Transcript)
2
Who is NDS?

• Formerly known as ACROD
• Disability peak body
• Creating a public policy environment that
  supports disability services
• Strong sector development focus

3
Key issues

• Workforce capacity
• Policy reform around assessment prioritisation,
  funding models, pricing mechanisms and approaches
  to service delivery
• Shortfalls in funding and indexation
• Need for organisations to better position
  themselves for a sustainable future
• Need for organisations to actively inform
  planning at a local/regional level
• Need for stronger engagement of stakeholders
• Need for greater strength and confidence in
  governance

4
Organisational planning project

• Sector development project
• Increasing capacity of services to demonstrate
  needs-driven planning processes
• Increasing stakeholder engagement

5
Structure

• Team of 13 facilitators working with clusters of
  services across Qld
• Intensive work with 70 service outlets
• One-day planning workshops with another 30
  organisations
• Range of tools and resources
• Internal review and independent evaluation

6
Key assumptions

• Sustainability will depend on
• Strong planning
• Strong organisational identity
• Strong relationships
• Authentically needs-driven service delivery and
  evaluation

7
Other assumptions

• Formal services are only part of an appropriate
  community response to meeting the needs of people
  with disability
• Wherever possible, the support needs of people
  with disability should be met by mainstream
  services and facilities within the community
• The identification of needs and appropriate
  service responses should be driven by the person
  themselves in the first instance, then by
  families and carers

8
Other assumptions cont.

• Non-government disability organisations are
  entities with statutory obligations under a range
  of Acts (including but not limited to the Qld
  DSA, 2006) and are not extensions of government
• A confident organisation one that is well
  positioned for the future is one that defines
  itself by how it responds to service users and
  community, not by how it responds to its funding
  body

9
Can you answer the following?

• What is the needs profile of your organisation?
• How is it likely to change over time?
• What are the implications for service planning
  and delivery?

10
Can your staff board tell people

• Who you are as an organisation?
• What your value base is?
• How you differentiate yourself from other
  organisations?

11
Service development framework
Industrial Relations
Governance
Occupational Health Safety
Funding Agreements
Workforce Capacity
Other Statutory Obligations
People
Disability Sector Quality System
Technology
Financial Sustainability
Engagement of Stakeholders
Asset Management Infrastructure
Programs Service
Alliances Partnerships
Marketing Business Development
12
Group activity (1)

• For your own organisation, consider your
  responses to
• Who you are as an organisation
• What your value base is
• How you differentiate yourself from other
  organisations

13
Group activity (2)

• Consider the following questions
• What is the needs profile of your organisation?
• How is it likely to change over time?
• What are the implications for service planning
  and delivery?

14
Group activity (3)

• Consider the impact of these changes on each
  piece of the service development framework

15
Service development framework
Industrial Relations
Governance
Occupational Health Safety
Funding Agreements
Workforce Capacity
Other Statutory Obligations
People
Disability Sector Quality System
Technology
Financial Sustainability
Engagement of Stakeholders
Asset Management Infrastructure
Programs Service
Alliances Partnerships
Marketing Business Development
16
Strengths to date

• Started with services with high readiness
• Non-judgemental approach
• Committed to supporting services move from A to
  B, irrespective of where they were on their
  journey toward sustainability
• Focus on identity relationships

17
Learnings reinforced to date

• How dramatically the environment has changed
• Readiness and capacity are different
• Importance of clear mission, values, objectives
  and strategic or operational plan as the
  reference point for decision making
• The importance of establishing ongoing
  conversations with stakeholders
• That discomfort angst are often a sign of growth

18
Where to from here?

• More detailed understanding of risks and
  opportunities
• Tailored responses for those who need it
• The need to support the sector to keep their
  attention in the right place
• The need to support policy makers to consider the
  impact (and unintended consequences) of policy
  reform

19
NDS (Queensland) contact details

• Valmae Rose
• State Manager, Queensland
• Ph. 3357 4188
• valmae.rose_at_nds.org.au
• www.nds.org.au
• www.acrodqldquality.net