Supporting Your Mob

SuPPORTINg YOuR MObIN A DISAbILITY MARkET

‘Respecting Choice, Supporting Independence’AbORIgINAL SECTOR DEVELOPMENT

Cover imageKevin Coombs OAM Courtesy of Belinda Mason

We are entering a new market in service provision for people with a disability and the organisations that support them. This market will be one that provides choice, flexibility and decision-making power to the individual. This will throw up many challenges to the way many Aboriginal Community Controlled Organisations (ACCO’s) currently work.

This new market approach also provides an opportunity to bring to an end the fragmented and unfair disability service system, by bringing all government funding under the one umbrella, called the National Disability Insurance Scheme. For this challenge to be met, we need Aboriginal Community Controlled Organisations to change the way they provide services. We need organisations that may never have considered being a disability service provider to think about building upon what they currently do and to embrace and support the opportunity that the NDIS will bring to Aboriginal people.

This booklet has been funded by the NSW Department of Family and Community Services and developed by AbSec to support your organisation in considering the challenges and opportunities that will come to Aboriginal people when the National Disability Insurance Scheme (NDIS) is fully operational. NSW will contribute $3.1 billion and the Commonwealth $3.3 billion a year by 2018 growing to a fully funded $22.8 billion annual national scheme by 2020. Currently Aboriginal people with disability have little choice in attaining culturally inclusive services that understand the connections with extended family, as few Aboriginal Community Controlled Organisations provide disability services.

What will this mean to our communities and to Aboriginal Community Controlled Organisations (ACCO’s) when disability services cease to be funded in it’s current form and is funded as a right for people who meet the legislative criteria as having significant disabilities? We hope that this booklet provides you with enough information to support your understanding of the impact that the National Disability Insurance Scheme will have across all levels of our society.

The National Disability Insurance Scheme requirement for entry is that each person, up to the age of 65 years, will be assessed based on the impact of their disability on functional capacity to communicate, interact socially, learn, their ability to move safely around their home and in the built environment, and how they manage their personal care and affairs (banking, bill paying, tenancy etc). Early intervention supports will be available if they are viewed as achieving a benefit that would help mitigate the effects of an impairment, to alleviate or prevent the deterioration of functional capacity, or to strengthen informal supports. Having a disability does not necessarily gain access unless the strict criteria is met. Other systems such as healthcare, mental healthcare, education, child protection and housing all have separate complementary roles focused on the life of a person with a disability.

The information in this booklet covers the history, the structural reforms and takes you through what you will need to know and do if you decide to add another important layer to the services that you currently provide; if your organisation decides to expand your reach into disability support services. Our vision is to develop the capacity of Aboriginal people through the services that support them. We can do this by the development of a stream of specialised services that will enhance the supports and systems that ACCO’s are currently providing for our people.

Tim Ireland Acting CEO | AbSec

mESSAgE FrOm AbSEC

Our vision is to develop

the capacity of Aboriginal

people and the services

that support them.

We can do this by the

development of a stream

of specialised services that

will enhance the supports

and systems that ACCO’s

are currently providing

for our people.

33Aboriginal Sector Development ‘Respecting Choice, Supporting Independence’

INDEX

INTrODUCTION 4

THE AbSEC AbOrIgINAl SECTOr DEvElOpmENT prOjECT 5

THE prODUCTIvITY COmmISSION ON SErvICES FOr AbOrIgINAl pEOplE 6

HOW WIll THE NDIS ImpACT ON AbOrIgINAl COmmUNITY CONTrOllED OrgANISATIONS (ACCO’S)? 7

WHAT EXISTS NOW FOr AbOrIgINAl pEOplE 9

THE UNDErpINNINg prINCIplES OF THE NDIS 10

THE NDIS HAS bEEN DESIgNED WITH 3 TIErS 11

FUNDINg mODElS 12

YOUr bUSINESS 13

pArTNEr OrgANISATIONS 14

UNDErSTANDINg THE DISAbIlITY SErvICE STANDArDS 15

STrATEgIC plANNINg 16

rISK mANAgEmENT AND COrpOrATE gOvErNANCE 17

HUmAN rESOUrCES 18

mArKETINg 19

FINANCIAl SUSTAINAbIlITY 21

THIrD pArTY vErIFICATION 22

SUppOrTINg YOUr mOb IN A DISAbIlITY mArKET 24

SErvICES FUNDED bY NDIS 25

rESOUrCES 26

bIblIOgrApHY 27

glOSSArY 27

AbSec would like to advise readers that this publication may contain images or names of deceased Aboriginal and Torres Strait Islander people.

4 SupporTIng Your Mob In A DISAbIlITY MArkeT

It is difficult to easily define what is meant by a ‘disability’, but in general terms it can be thought of as a condition that either prevents or makes it hard for a person to carry out ordinary day to day activities. Disability can be learning problems, intellectual disability, neurological disability (brain or spinal cord), physical disability, sensory, speech disability or psychiatric disability. For most people with a disability, day-to-day support and assistance comes mainly from family and friends.

There are a range of services that help Aboriginal people with disabilities, by providing support. These are known as ‘disability services’. These services range from paid workers visiting a person’s home to provide home services such as out of home respite, cooking, cleaning and personal care. Other services take people on outings, holidays, shopping trips, medical appointments or provide in-home respite for parents or family carers. Organisations can provide both individual day support, supporting people with disability in the community or they can deliver from their own venue in-house day option programs, overnight respite or supported accommodation.

Some services are far more complex and specialised. Some of these are behaviour management, behavioural support, early intervention therapies, physiotherapy, speech therapy and services or supports for clients coming out of prison as well as supporting clients with complex intellectual, physical or mental health conditions including through to providing supported accomodation.

Not all organisations will deliver all of these supports. Some supports are specialist supports. Some larger organisations offer the full range of specialised supports and also others purchase them from local businesses. Smaller organisations can develop relationships with, or

partner with, larger organisations who offer the full range of services that are currently funded by the state as well as services funded by the NDIA. The types of services are displayed in a table at the end of this booklet.

The History of The national Disability Insurance Scheme (nDIS)In 2005 John Walsh, an actuary and partner of the firm price Waterhouse Coopers, was funded by the NSW government to provide an actuarial study into the cost of unmet need for long term care for people involved in catastrophic motor vehicle accidents for the motor Accidents Scheme (lifetime Care and Support).

At the 2020 Summit, a paper by bruce bonyhady on creating a National Disability Insurance Scheme was talked about as one of the outstanding ideas of the summit. The SHUT OUT report was then commissioned and written by a Commonwealth government funded alliance, leading us a step further towards the National Disability Insurance Scheme.

The productivity Commission was then asked to report into Disability Care and Support by the government of Australia.

In November 2012 the Commonwealth signed a landmark agreement with NSW to become the first state to become signatory to the National Disability Insurance Scheme.

The Scheme was to operate under a statutory authority which is a body set up by law, authorised to enact legislation on behalf of the government. This agency is called the National Disability Insurance Agency (NDIA) and operates and administers the scheme.

INTrODUCTION

“Let us also feel proud that - as

a nation - we respect our fellow

citizens, we care for their plight and

we offer our hand in friendship so

that we may all enjoy the bounty of

this great nation” Dr Tom Calma, AO

Aboriginal Sector Development ‘Respecting Choice, Supporting Independence’ 5

In 2013 the National Disability Insurance Scheme Act 2013 (The Act) became fully operational.

The AbSec Aboriginal Disability Sector Development projectThe rate of disability in the Aboriginal population is substantially higher than the rate for the general population. In almost all age groups, the proportion of Aboriginal people who need assistance is higher than for non-Aboriginal people.

AbSec, with funding from the NSW government, aims to work with interested ACCO’s who are not already delivering disability services, to become service ready, to provide supports to Aboriginal people with disability. Our aim is to support you to become a strong provider of culturally aware disability supports to Aboriginal people.

AbSec’s role• Supporting capacity building work• Identifying where gaps need to be addressed to meet

standards and working with you to achieve this• Embedding a new way of thinking to meet needs -

rather than the delivery of a standard service

The support AbSec offers• A partnership approach with interested organisations• Assisting you to identify gaps in meeting disability

standards • Developing & supporting ideas for improvement

alongside you• We support you through to the final assessment

Your organisation’s role• partnering with AbSec to participate in the support of

the project• reshaping your organisation with AbSec support to

meet standards • be open with us so that we can support you to

maximise your business strategies and future directions

please look at the Disability resources page on the AbSec website for links to documents that will support your organisation to become disability provider ready.

The AbSec Disability Sector Development team are here to guide you and support you through changes to your organisation, so do not hesitate to contact the team. The number is on our website.

SupporTIng Your Mob In A DISAbIlITY MArkeT6

There is some scope for the National Disability Insurance Agency, in cooperation with government agencies, to attempt to address the high rate of disability in Aboriginal communities through prevention and early intervention. However, addressing the socio-economic disadvantage that underlies the higher rate of disability in Aboriginal communities is an issue for all of Australian society and requires a long-term whole-of-government approach.

Aboriginal Australians also face significant barriers to accessing disability support services. This occurs due to insufficient services in metropolitan and regional areas, social marginalisation, cultural attitudes towards disability and culturally inappropriate services. These barriers to service delivery access suggest that the market based service delivery system underpinning the proposed National Disability Insurance Scheme may not deliver adequate care and support to Aboriginal people with a disability.

While Aboriginal Australians will have access to individualised funding on the same basis as non-Aboriginal Australians, it may also be necessary to block fund some service providers in order to overcome the additional barriers that Indigenous Australians face. A number of strategies can be used to improve

accessibility of services for Aboriginal people, including embedding services within local communities, employing Aboriginal staff and developing the cultural competency of non-Indigenous staff [1].

What will be the difference with nDIS?

In the current system, service delivery is based on existing programs and services, limiting a person’s choice. Under an NDIS, the focus shifts to the person’s needs, strengths, aspirations and goals and the system works with the person to achieve those goals a step at a time. Instead of outputs, the new system is about achieving outcomes and will be available to eligible people with disability up to the age of 65 years. Over 65 year olds are subject to the National Aged Care System [2].

People will have greater choice and flexibility under the NDIS. This includes being able to move to a new area or change their service provider while retaining support. The NDIS will provide additional supports than those already available to help people reach their goals. The NDIS is not program centric, it looks at the whole person rather than separating the needs of the individual into compartments. Currently within the state managed

THE prODUCTIvITY COmmISSION ON SErvICES FOr AbOrIgINAl pEOplE


system people are linked to available programs which may or may not be what they need to develop their capacity. Currently what a person receives is determined by an agency that has little knowledge of the individual’s needs, wants or desires. people with NDIS packages are referred to as ‘participants’.

The current system is crisis driven and the majority of services are block-funded allowing organisations greater flexibility of expenditure, but this comes at the cost to the service user. With block funding there is no accounting that the expenditure is used for a specific client. The service user rarely has a say in what service the provider chooses for them nor what provider they use as the participant. Under the NDIS this will change, the service user owns the rights conferred with the funding and directs how they want it used. The NDIS will be driven by understanding the participant’s hopes, dreams and aspirations and supporting them to realise these aspirations. This is an opportunity for ACCO’s to deliver culturally specific supports to Aboriginal participants, their families and carers in a culturally sensitive way.

HOW WIll THE NDIS ImpACT ON AbOrIgINAl COmmUNITY CONTrOllED OrgANISATIONS (ACCO’S)?Once the NDIS is fully operational, many organisations will experience flow on effects as people receive the supports they need and their current situations change when a range of choices are offered to Aboriginal people with a disability.

The scheme is market driven and service provision will no longer be dependent on block funded services. people assessed as eligible will have a choice of what service providers they use and this will open up an entire new market for ACCO operated services. The additional support provided by timely and well resourced disability services, will help lives to become more stable and less crisis driven. This could impact your current business model, depending upon what you do. many of the services that support the advancement of the key social indicators will be impacted as people are provided with the help they need.

Some organisations might experience a loss of demand for support as their clients are assisted by the scheme and whether ACCO’s will embrace the opportunity to

operate in a market environment, ensuring Aboriginal people have a choice is as yet unknown.

Aboriginal people, despite higher rates of disability, are generally under represented in disability services because of lack of choice. Similarly, there tends to be low rates of employment of Aboriginal people in the disability sector. If ACCO’s decide to provide disability services, they will be playing a big part in delivering employment opportunities to Aboriginal people.

Employment opportunities will grow as 25,000 new jobs are developed statewide through the massive scale of the scheme. ACCO service delivery will eventually reduce complexity and enhance service quality through the delivery of timely services that are culturally appropriate. ACCO service delivery will provide a foundation for achievable outcomes including employment opportunity for Aboriginal people. Aboriginal people with disability, their families and carers are more likely to engage an ACCO as they have developed long-term relationships of trust, respect and honesty within their communities.

8 SupporTIng Your Mob In A DISAbIlITY MArkeT8

9

There is a huge demand for services for Aboriginal people in NSW and there are few ACCO disability service providers, leaving Aboriginal people with few choices available to them that are culturally inclusive. This means that there is a substantial market awaiting ACCO’s who consider becoming disability service providers. most services currently provided to Aboriginal people are block funded non-Aboriginal operated services such as community nursing, case management, behaviour support, dietetics services, day programs, home care and respite care. The block-funded model where funding is delivered directly to the organisation has considerable disadvantages compared to the participant directed funding that will appear under the NDIS. block funding and its growth for business, is more often than not, determined by the service providers relationship with the funding agency (NSW government).

most disability services in NSW are still funded by the NSW government. There are some Aboriginal specific services such as Aboriginal Home Care, which operates in 8 branches across the state, providing personal care, domestic services, home maintenance services, accommodation support, community access and community support. There are also other Aboriginal specific services such as Community Options (COp’s) - a short-term intensive case management and support service.

The NSW government also provides case management, accommodation, information resources as well as other support to Aboriginal people with disabilities. many supports offered to Aboriginal people are not currently funded or structured in a way that offers the types of supports or services that will support them best.

WHAT EXISTS NOW FOr AbOrIgINAl pEOplE?

Aboriginal Sector Development ‘Respecting Choice, Supporting Independence’

SupporTIng Your Mob In A DISAbIlITY MArkeT10

General personal ‘Insurance’ is where individuals take out a policy/policies with a financial premium paid weekly or monthly to protect themselves financially against sickness, death, injury or disability. Some superannuation funds provide both death and disability cover. private insurance models are generally designed for individuals to purchase equity to cover themselves. It is expensive and for many this model of insurance is simply unaffordable. The NDIS is modelled on Social Insurance. Social Insurance is where the benefits, eligibility requirements and other aspects of the program are funded by taxes rather than user pays. It is defined by law. Social Insurance serves a defined population. Under the NDIS Social Insurance model, eligible participants will automatically receive benefits/supports of the scheme, whether they are paying for it through taxes or not. All Australian residents are eligible for some support whether it is simply information and referral to somewhere else or they are accepted as a ‘participant’.

Through the process of applying and being assessed as eligible to be a participant with an NDIS funding package, a plan is developed for and with the person with disability, and their family or carer. The plan will contain a statement of the participant’s goals as well as information about their living arrangements, informal supports and their social and/or economic participation. It will provide information about generic services as well as the additional reasonable and necessary supports that will be funded under the NDIS. The scheme is designed to offer people with permanent and significant disabilities the ability to choose what sort of care and support they need. The monetary value of the package will be based on this plan.

The NDIS will periodically reassess people’s need for funded support as their circumstances can change, especially at key transition points, like leaving school, getting a job, moving out of home, or losing their natural support. by 2018-19 all people with disability will have access to the NDIS assessment and if accepted as participants, planning and funded support.

THE UNDErpINNINg prINCIplES OF THE NDIS

The NDIS is underpinned

by a key aim. This aim

is that people with a

disability receiving

supports that are indi-

vidually focused, will

be able to exercise more

control over all aspects of

their lives. It’s commonly

called ‘person centred’.


As an ACCO, you

can specialise in the

types of supports your

organisation provides

such as “flexible” or “fixed”

What is an nDIS plan?Once a person is deemed eligible as a ‘participant’ based on their needs and capacity, they will meet the NDIA planner. After the initial discussion they develop a plan based on the participant’s needs and goals and work out what parts will be funded by the NDIS. This results in a plan that has considered informal supports, ‘fixed’ supports and ‘flexible’ supports. The fixed supports are for home modifications, aids and equipment such as wheelchairs, IT and therapy, but also things like medical items or modifying your home or car. Fixed supports are separate and offer no flexibility, the funds can only be spent on the nominated items. Funding for recreational, community access and home-based support is the ‘flexible’ part of the package and this means that participants can utilise their funding in a flexible way, switching the things they choose to do and the hours that they do them. As an ACCO, you can specialise in the types of supports your organisation provides such as “flexible” or “fixed”.

THE NDIS HAS bEEN DESIgNED WITH 3 TIErSCommunity and Informal Supports Targets everyone in Australia. Creates general community awareness about the issues faced by people with disability and promotes inclusion and opportunities for people.

Information, Linkages and Capacity Building (ILC) IlC is about building the capacity of the community, people with disability and their families and carers. people who are eligible for individual funding packages may also be eligible to receive IlC supports [3].

Individual Funded Packages Targets 400,000+ people who need specialised supports. Provides specific supports, aids and equipment from specialised and/or generic services and facilities in the community, according to an agreed plan and resource allocation for each person [4].


Under the NDIS there will be different funding arrangements available to participants - Self managed Funding, engaging a Plan Management Provider and/or NDIA management of funding. Different options can be chosen for different supports or for a mix of options.

Self Managed FundingIf a participant decides to self-manage their own funding and supports in their plan they can choose to receive their supports from registered providers, as well as providers who are not registered with the NDIS. participants can directly employ their own support worker but must keep track of all expenditure for audit purposes.

There are legal requirements to be aware of before self-employing staff. by law the NDIA has a role in ensuring that participants are not put at risk through managing the funding in their plan. The NDIS will only pay direct family members to provide supports in exceptional

circumstances - such as being so remote no services are available.

plan Management providerA registered plan management provider is an individual or organisation that manages the funding of the supports in a participant’s plan. A participant can decide to use aregistered plan management provider to manage some or all of the funding of supports in their plan. The activities of a plan management provider include negotiating and coordinating supports, sourcing providers, negotiating with and paying providers, developing monthly statements and claiming client service funds from the NDIA.

nDIA ManagementIf a participant prefers the NDIA to pay providers on their behalf, the participant selects their own providers and enters into a service agreement with providers as to how and when supports are to be delivered. participants need to certify that supports have been delivered in accordance with this Agreement for the provider to be paid by the Agency. The Agency issues a monthly statement detailing the supports paid on behalf of the participant.

Combination of management optionsparticipants may also choose to have some or all of their supports delivered in line with the plan management options already mentioned. As an example, a participant new to self-management might choose to manage only one type of support in their plan and have the Agency manage the rest until they are comfortable arranging their own support and self-managing [3]. people who are ineligible for the NDIS but experience disability can still access advice and guidance [5].

FUNDINg mODElS


There will be significant opportunities but it will not come without risks. managing those risks and in best practice and good governance will be a major key in ensuring viability. You will need to develop your organisation’s capacity to effectively apply existing skills and knowledge to another stream of work practice, to ensure that you have the ability to engage in effective teamwork while undergoing structural reforms. You will need to strengthen your organisation’s capacity and current strategic plans, to review your planning and to measure against industry standards. AbSec will be there sharing this journey with you, if you decide to go down this path.

AbSec Supporting ACCo’s ComplianceThe National Standards for Disability Services (NSDS) are a new set of standards that seek to bring together many separate state based and former national standards to give clarity to people with disability and service providing agencies as to what they can expect and what should underpin a service. In NSW, the former Disability Service Standards (DSS) have been replaced by the NSW Disability Service Standards (NSW DSS) to align to the National Standards for Disability Services.

All organisations that AbSec supports in becoming disability service providers, will need to be compliant with the NSW DSS as this will affect their entry into the NDIS and thus their capacity to provide service to Aboriginal people with disability. AbSec will work with ACCO’s to assist them to become compliant ready. To become a registered service provider in NSW and to deliver services under the NDIS you have to undergo a capability assessment process to ensure you understand and work within the NSW DSS, which is guided by the NSW Quality Framework and the quality policy [6].

Customer engagementYour customer is your business. participants choose you to support them and it is vital for your business that you build strong relationships with participants, their families and carers. Service provision is a partnership where both the organisation and the participant benefit from the exchange. Your organisation will need staff who are customer focussed and committed to providing quality support of the type the participant wants. It’s the person and the relationship you have with them that makes the difference. Work hard to provide only the highest quality services to your clients.

YOUr bUSINESS


‘perSon CenTereD’ service delivery

look at the service provision landscape. Will partnering with another organisation or forming an alliance deliver your services to more people? Can you bring in new services that you do not have the capacity to deliver by working closely with other providers? Can you spread the area that your services are available through arrangements to sub-contract to other providers in those regions? All of these questions need to be thought

through and answered. The NDIS is a great opportunity for small providers to expand, come together with others and try new things. Do not limit your thinking to just providing services to people of Aboriginal heritage. The market will be broad and many people who live in regional areas will face the same issues of service provision no matter the cultural heritage. You can be there to help.

pArTNEr OrgANISATIONS

Your organisation will need a service agreement with individual NDIS participants who have chosen you to be their service provider. You will need to outline clearly what is reasonable for staff to do and not to do. Your staff have a right to be fully informed so that they can best support the participant. You will also need the customer service skills to deal with unrealistic requests. remember bad news travels fast. Your organisation will survive and thrive if it can deliver the supports people want to buy and can do it providing a quality service at

a reasonable price. people generally are only looking for three things when looking for a service provider:

• Someone to provide a solution to a problem;• An organisation or support person who makes them

feel comfortable and/or safe;• Feeling valued because someone is listening and

seeking an understanding that you can work together on solving their support issues.


UNDErSTANDINg THE DISAbIlITY SErvICE STANDArDS

NSW SERVICE STANDARDS

rights The service promotes individual rights to freedom of expression, self-determination and decision-making and actively prevents abuse, harm, neglect and violence.

participation and Inclusion The service works with individuals and families, friends and carers to promote opportunities for meaningful participation and active inclusion in society.

Individual outcomes Services and supports are assessed, planned, delivered and reviewed to build on individual strengths and enable individuals to reach their goals.

Feedback and Complaints regular feedback is sought and used to inform individual and organisation-wide service reviews and improvement.

Service Access The service manages access, commencement and leaving a service in a transparent, fair, equal and responsive way.

Service Management The service has effective and accountable service management and leadership to maximise outcomes for individuals.

The development of nationally consistent quality standards for the disability services sector has been identified as a foundation reform for the National Standards and FACS has aligned the updated NSW DSS to the National Standards by streamlining the existing standards from ten to six. Service Providers in NSW will meet the National Standards when they apply the NSW DSS and will therefore not need to comply with two separate sets of disability standards. Each NSW standard includes a small number of practice requirements, tips and practice examples to assist service providers in understanding and implementing the NSW DSS and delivering quality

services. AbSec has designed a self-assessment tool to assist ACCO organisations to conduct their own internal assessment of their organisation. This will assist you shape your understanding and application within your business of the NSW Disability Service Standards, using key performance indicators [7]. Third party verification process is when a peak or funding body comes in and looks through your organisation’s books and programs and policies to find evidence that you comply with the NSW DSS. The AbSec Aboriginal Sector Development Project has been developed as a targeted verification process for ACCO’s.


STrATEgIC plANNINg

A strong strategic planning process is one that recognises where you are at the moment, where you want to get to and highlights the steps required to move you towards your goal. It will bring to your attention such issues as service gaps, client satisfaction, staff understanding of

your business and a host of other issues that will need to be developed into the end picture. Organisations have to respond to these learnings and develop their capacity while being able to benchmark their service provision. You need to think strategically.

STRATEgIC PLANNINg

Strategic review review where you currently stand in developing a market focused service delivery model that delivers personal and responsive services that are effective within a changing environment.

understand costs Know what the cost drivers of service provision will be and how you can balance cost ratios across a client’s package and look at the financial systems you have in place.

understanding literature Review all relevant literature against your findings, such as NDIS guides, NSW DSS, NDIS preparedness toolkits etc.

policy & procedures Develop a compliance tool to map your policies and procedures, both at the present for compliance against the NSW DSS and for a future landscape.

policies in place Ensure you have in place policies on individual choice and conflict, and ones that support your frontline staff to operate in a more inclusive fashion.

understand service delivery Understand the delivery of tailored services and support for each person, including cost levers and methods and cultural relevancy.

balancing costs Ensure you can balance cost ratios across a client’s package.


As an ACCO involved in a separate business stream, you might find yourself in an enviable position. Many organisations whose only income derives from disability services will find they have cash flow issues going from in-front payments to arrears payments and they question how their organisation will survive financially under the NDIS. Risk Management identifies, assesses, and prioritises your organisational objectives. It is the application of resources to minimise, assess and control the likelihood and/or impact of unseen events. As block funding ceases entirely for some organisations and for others decreases, the big challenge will be to maintain your organisation’s viability while ensuring that high-quality services are provided sustainably. be aware and monitor your organisation’s cash flow carefully [8]. The six key outcomes of risk management strategies are - to identify, assess, review, control, mitigate and monitor.

rISK mANAgEmENT AND COrpOrATE gOvErNANCE

RISk mANAgEmENT

Financial risk Are you solely dependent on one stream of income (block funding)? Are your financial systems set up to process individual payments and arrears payments?

Staff resourcing risks (wages, education and development)

Do you have the expertise to recruit, retain and develop a sufficient workforce? Ensuring fair terms & conditions? Occupational health and safety training? Career progression opportunity?

Service gaps Does your organisation provide the breadth of services that people need? Services such as complex behavioural support, rural and remote locations and rapid crisis intervention services.

Customer service in a market driven environment

How prepared are you for changing the way you do business? Do you have the right values, mission and culture to accept person centred service delivery? How can you design your service provision to preserve and strengthen the family connections of the Aboriginal person with disability?

Your board

The board will need to put in place, if it has not already done so, systems and processes to control and monitor the organisation, including its financial performance and cash flow.

There will be significant opportunities but this will not come without risks. To assist in the reduction of risk you will need strong Corporate governance (your board). The board is tasked with overseeing business performance and compliance performance.


HUmAN rESOUrCES

As a provider employing multiple staff and/or contractors you must prove that you have processes in place to check that staff and that all contractors have national police records checks, a working with children, people with disability and/or vulnerable persons check as required under Australian or state or territory government legislation or funding agreements. Labour forms a significant cost for disability support service providers. Your staff are your community front line resource and they are also your key marketing source. Staff attraction and retention is vital and you will need to select your staff carefully to be seen within a competitive market as an employer of choice.

You will need to understand and respond to: • Staff retention - retention will be affected by the

ability of management & leadership to provide their staff with skills training, continued learning and employment opportunities.

• Staff motivation - opportunities for staff development,

recognition and rewards. Support your staff through performance management.

• local career path is a priority – training and up-skilling should be available for Aboriginal disability support workers to enhance a community’s ability to develop and retain them.

• The establishment of buddy/mentoring programs to support new employees within the service but also with support from partner mainstream providers.

• Culturally specific workplace considerations – Internal practices that ensure that your organisation is welcom-ing of all people. This may include recognition and celebration of cultural events.

• Workforce planning - planning days, policy development opportunities, time spent developing management/employee relationships. Using existing staff creates an opportunity for your ACCO to showcase to the community that you are a leader in providing services to people with a disability.

Aunty Lesley and Penny Image courtesy of Belinda Mason


mArKETINg

The NDIS will be market focused. Your service will have to stand out from others through the development of your communication and marketing strategy. One of the first things, is to make efforts to understand your clients.

How do they communicate, what do they read, are they a part of any social groups, do they use the Internet or are they letter writers? Any successful marketing strategy needs to know its clients first; to be able to provide material in a format that they actually use. An online campaign is no good if 80% of your clients do not have internet access. Your organisation’s marketing strategy should be to define your organisation as a recognised provider of high quality, accountable services.

Your organisation’s finances will be dependent upon your customer base. You will need to start to think about what the people in your community who currently don’t have any services but who would become eligible once the NDIS is in your area and what they would like from you. Focus groups can assist with this. get in early, the early bird catches the worm and you should ensure that your organisation is front and centre of people’s thinking when they think of supportive organisations.

person Centred practice is a product not a service. It is an attitude. It is looking at the whole person, their likes, dislikes, needs, goals, feelings and wishes and then building the supports you offer around the whole person in the way that empowers them to achieve their goals. How can you market the supports you have decided to offer so that you will be the first organisation your intended client base turn to? Why should they turn to you? What do you intend to do better and how?

Understand your organisation’s future look, what you aspire to achieve, and go out there and sell it. providers will have to work out how to market themselves affordably and effectively to ensure that people know exactly what they have to offer. Always think about your marketing and your image.

Your organisation’s marketing strategy should be to define you as a recognised authority in your region. To achieve this consider your marketing strategies carefully;

• Never attend a news conference or a community event without pamphlets that detail your services, your website and your Facebook page. Focus on what makes you great at what you are doing or achieving. people love feel-good stories about relationships and overcoming challenges through innovative solutions.

• make contact with local community groups, medical centres and local schools and pre-schools to get your message out that you are a go to resource for supporting people. The more you put your organisation out there, the more you will be asked to participate and become an authority that people will turn to. get your stories out to the local media, anchor them in real actions.

• Companies that blog create interest. Consumers spend time reading content from brands they are interested in, but you can lose them within 10 seconds if the content is not immediately engaging. If issues come up within your community use a blog and press release to talk about your solutions. Your blog should be factual content alongside the more enjoyable and entertaining attributes of your work, the people you engage with and your business’ aspirations.

• Develop your staff. Nothing is more beneficial to any marketing strategy than highly motivated staff delivering personalised, high quality services. If you consider your experiences on an airline, the cabin crew is a small part of the airline but you can readily form a complete opinion of that airline based upon one negative incident on board by one crew member.

20 SupporTIng Your Mob In A DISAbIlITY MArkeT2020


FINANCIAl SUSTAINAbIlITY

Organisational agility is the key to financial sustainability in a world where service provision is a partnership between the participant, their family/carers, your staff and your service.

As a provider of services in an expanding market, you will be able to create not only a niche market for your organisation based on the values of your community and where it stands right now, you can also look outwards to a broader market that will assist in the shaping of your community, in moving it forward into a stronger future.

Part of understanding financial sustainability is learning what is happening in the world outside your business.This will support you in being as competitive as possible.

You are in a unique position as an Aboriginal organisation that has already built a system of trust within your community. Use this leverage as you seek your market place. being part of the broader community is marketing gold.

This means learning as much as possible, as soon as possible, about the disability service/support industry in general and look seriously at your competitors within your service area. Understanding competitors’ operations can empower you to anticipate the challenges and the opportunities to make your service offerings stand out.

If you are able to adapt your business looking at the marketing efforts of competitors, you will quickly understand the direction you should take and how you

can stamp your service as one with a difference. many of the people you engage with right now will either require and be eligible for NDIS services or be family or friends of people who will. If you already have a probable market base, you are well on your way to financial sustainability.

Take a good look at your competitors:

What products are people selling?

price What price are they charging? Can you price services competitively taking into account the full cost base?

promotion What activities are they conducting to promote themselves? Is it costing them financial resources that you may not need to expend to get your own message out?

place Where are they selling themselves. Can you enter that space - with a difference as a product worth purchasing to a target market?

What will make you different? Can you capitalise on the difference in your client base? In the strength of your community links? Can you sell your organisation to similar organisations that are not emerging into this market?

Your input now will help shape the next generation of community care and that is an exciting prospect!


THIrD pArTY vErIFICATION

Current in nSWCurrently in NSW, FACS funded disability service providers are required to undertake third party verification of their performance against the NSW Disability Service Standards. This process will include recognition of other quality standards and systems that a service provider may have in place. Service providers are expected to act on the independent feedback received from a third party as a valuable source of information towards continuously improving the quality of services. Service providers are also required to provide FACS with the results of the verification to inform FACS risk management approach to monitoring and review of service delivery [9].

During Transition to the nDIS in nSWAll providers who register with the NDIA to offer disability specialist supports in NSW will be required to:• Implement a quality management system and achieve third party verification against the

NSW Disability Services Standards (NSW DSS); and • Comply with all relevant legislation, FACS operational policies and guidelines that

provide safeguards to people with disability, their family and carers. [10].

Service providers are

expected to act on the

independent feedback

received from a third

party as a valuable source

of information towards

continuously improving

the quality of services.


ThIRD PARTy VERIFICATIoN

Internal audit training The objective of an internal quality audit is to measure the effectiveness of your quality management system. This will identify areas open for improvement, identify gaps, performance issues and provide your organisation with an opportunity to correct any problems. Your staff should be trained to review your procedures against the services you deliver so that they are capable, knowledgeable and prepared for a third party audit.

organisation Awareness of Third Party Verification process

As soon as you are aware that third party verifiers will want to meet your team let everyone from your Board down know as the verification process requires commitment from your entire organisation. Everyone needs to make sure they are available and prepared. The initial meetings look at your job description, your commitment, processes, staff training and how that extends to supporting the needs of your clients.

understanding the nSW Disability Services Standards

Verifiers will seek evidence of quality service provision to service users. You will need to demonstrate how you meet the standards through your systems and processes. You can demonstrate this evidence through documentation, being observed by the verifiers and feedback from clients in the form of interviews or surveys.

Self-assessment of your organisation against the service standardseach of these Standards have keyperformance Indicators (kpI’s) to support your organisations

before an audit it is advisable to do a self-assessment against the service standards using the Key performance Indicators (KpI’s). These standards are;Standard 1 - rightsStandard 2 - participation and inclusionStandard 3 Individual outcomeStandard 4 - Feedback and ComplaintsStandard 5 - Service AccessStandard 6 - Service management

* The NDIS is a work in progress and over time information may change. AbSec will keep all organisation’s embarking on this process informed of any changes affecting accreditation.


The NDIA Supports Guide links specific desired outcomes for a participant. These desired outcomes are then covered in each participant’s plan.

The plan is developed alongside the participant, their family or carers - depending on each participant’s circumstances. The planning is the key to looking for an outcome that will support the participant to live and develop skills within their home, community and if relevant, education/work environments. The type of support needed will be guided by both the participant’s ability and their short and long-term aspirations. The planner, after these discussions with the participant, builds in the necessary support for everyday living that considers the aspirational targets and goals of the participant as well as any necessary supportive technology or accessibility items. The participant then reviews the plan and an agreement is reached.

The first category is for ‘Core’ Supports. These are the in-home and getting out and about in the community supports – the activities of daily living. The outcome expected with ‘core’ supports is what is often referred to as “an ordinary life”. This is the kind of life someone would naturally be living if they did not need support. They are the home support and community access items. These ‘Core’ Supports are quite flexible.

The second category is in the ‘Outcome’ Domain. These are linked to one of eight ‘Support’ categories. These items are the skill building items where the participant improves their life through targeted daily

activities. The budget for the items relevant for each participant is then included in a participant’s plan. These items are not as flexible as ‘core’ supports, they are within the participants plan to support personal development and changes to these items must be agency approved. There is some interchange ability of items, but the NDIA is looking to see an achievement/improvement of the agreed outcomes. It covers the activities of building a better social and community life for the participant, and is aimed at supporting their goals.

The third Support category is for “capital” purchased items, which are assistive technology or life improvement purchases. These items support a range of necessary adjustments for disability. These can be communication assistance, adjustments in the home living environment to make it more disability accessible/friendly and for vehicle modifications so the participant can more easily get out and about. vehicles themselves are not included in NDIS funding – just modifications to make the participant’s vehicle accessible. This will include safe access to the vehicle for example - electric lifts or ramps and/or self drive modifications.

As a provider, you can choose what supports your organisation will deliver. Some participants may want you to provide all of their supports but they may also need some specialised supports that you do not have the expertise to deliver. This is where partnering with a larger organisation will benefit both your organisation and the participant. You can form an agreed partnership to deliver on the participants plan.

SUppOrTINg YOUr mOb IN A DISAbIlITY mArKET


SErvICES FUNDED bY NDIS

Core SupporTS

1 Assistance with daily life at home, in the community, education and at work

Includes personal care and community access - delivered in a variety of settings to enable participant engagement in daily life. This will include everyday use items such as interpreting, translating, continence and home enteral nutrition (HEN) products are included.

2 Transport to access daily activities Enables participants to access the community for educational, recreational and vocational purposes. The amount of funding aligns with the mobility Allowance payable by Centrelink and is paid fortnightly in advance.

3. Supported independent living Includes personal care and other assistance to enable a participant to live in a secure, more independent environment in the community.

CApACITY buIlDIng ACTIVITIeS

1 Improved daily living skills Training, development and therapy, where needed, to assist a participant to acquire or increase their skills in independence and community participation. Services can be delivered individually or in groups.

2 Improved relationships Social skills development and behaviour intervention supports, where necessary.

3 Improved living arrangements Assistance to improve and increase a participant’s satisfaction with their living arrangements.

4 Improved health and wellbeing Dietetics, personal training and exercise to increase a participant’s health, fitness and wellbeing.

5 Improved learning Ongoing assistance with transition into and from school and into, and throughout, further education

6 Finding and keeping a job Enables a participant to successfully obtain and/or retain employment in the open or supported labour market

7 Increased social and community participation

Development to build skills (individually or in groups), mentoring and peer support to develop capability for community participation.

8 Improved life choices Strengthens a participant’s ability to identify preferred options, exercise control in selection and management of their supports, including engagement and payment of providers, when required.

CApITAl ITeMS

1 Assistive technology All items and equipment for daily living.

2 Vehicle modifications Vehicle modifications for driving and transportation of a person with disability.

3 Home modifications Minor to major home modifications.


rESOUrCES

AbSec has a Disability resources links page on our website. please familiarise yourself with the documents that will support your organisation to become disability provider ready. Also contact the AbSec Disability Sector Development team, they are there to help you through this journey.

FACS nSW goVernMenT

NSW Disability Standards - Standards in action

Quality management

Third Party Verification

Strategic business planning

Human resources management - Chapter 5

risk management - Its your business chapter 6

NDIS Enabling Act

probity in Employment policy for FACS Funded Disability Service providers

ADHC Systems recognition Tool

Disability Inclusion Act 2014 No 41

NSW Industry Key performance Indicator (KpI) guide

Industry Development Fund

nATIonAl DISAbIlITY InSurAnCe SCHeMe

Disability Care & Support - Inquiry report

providers page NDIS

NDIS pricing And payment

registering as an NDIS provider

NDIS - Doing business Online

Transitioning Existing Providers to the NDIA

Quality Assurance & Safeguards - NSW

Early Childhood Intervention

Examples Of Services & Supports

Evidence Of Disability for Assessment

NDIS participant planning

Finding & Engaging Service providers

reasonable & Necessary Support

National Disability Insurance Scheme ACT 2013


bIblIOgrApHY [1] productivity Commission 2011, Disability Care and Support, report no. 54, Chapter 11 – Disability within the

Indigenous community.[2] Inner Sydney Voice - NSW Disability Reform: In Context[3] A Framework for Information, linkages and Capacity building[4] NDS - Imagining and planning the Future under NDIS [5] NDIS - managing your participant plan[6] Its Your business - ADHC Chapter 10 Quality management [7] Key performance Indicators[8] Self-Assessment Tool - National Disability Services[9] Third Party Verification ADHC[10] NDIS provider registration guide to Suitability requirements

ACCreDITATIon recognition for maintaining standardsFACS Family and Community Services, NSWASSeSSMenT A process of gathering information about a person to measure ability/needCoMplIAnCe In general, compliance means conforming to a rule, such as a specification, policy, standard or lawFunD HolDer person or agency that holds and distributes NDIS fundsnDIA National Disability Insurance AgencynDIS National Disability Insurance SchemepArTICIpAnT Service user or client who is accepted as a participant in the scheme.proDuCTIVITY CoMMISSIon An independent Commonwealth agency which is the governments principal review and advisory body on microeconomic policy and regulation

rISk MAnAgeMenT risk management is the identification, assessment, and prioritisation of risks followed by coordinated and economical application of resources to minimise, monitor, and control the probability and/or impact of unfortunate events STATuTorY AuTHorITY A body set up by law which is authorised to enact legislation on behalf of the nationSTrATegIC plAnnIng Is an organisation’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategyQuAlITY MAnAgeMenT SYSTeM (QMS) Is a collection of business processes focused on achieving quality policy and quality objectives to meet customer requirements. It is expressed as the organisational structure, policies, procedures, processes and resources needed to implement quality management.

glOSSArY

WrITTen AnD DeSIgneD bY

prInTeD bYImagination Graphics

98-100 Chapel Street Marrickville NSW 2204(02) 9560 6511 | www.imaginationgraphics.com.au

© Copyright This resource is the property of the Aboriginal Child, Family & Community Care State Secretariat (AbSec).

Reproducing this document in part or whole without the express permission by AbSec is an offence.

www.culturalshift.com.au www.minxgraphics.com.au

CONTACT THE AbSEC DISAbILITY SECTOR DEVELOPMENT TEAM

www.absec.org.au

Phone 02 9559 5299 Email [email protected] Carrington RoadMarrickville, NSW, 2204

Supporting Your Mob

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