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NDIS, Mental Health and Organisational Change: Learning from the WA Disability Sector’s Journey
toward Individualised Services
Ian Moore Executive Manager, Mental Health & Disability Services
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Introduction
• A framework for understanding the interface between mental health and disability
• Some Implications for changing relationships
• Maintaining mission in a market environment
• Workforce capacity building
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About UnitingCare West
• Established by Uniting Church in 2006
• Support, serve and empower people most in need
• Twelve Service Areas across three Directorates (40 individual programs)
• 300 staff and approximately 300 volunteers
• Four streams of revenue – Annual Turnover $30m – Government Funding
– Individual Resourcing
– Philanthropy
– Social Enterprise
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Definitions
WA Disability Services Act (1993) Australian Institute of
Health and Welfare (AIHW)
Disability Discrimination Act (1992)
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Definitions
The World Health Organisation (WHO):
“Disability is the umbrella term for impairments, activity limitations and participation restrictions, referring to the negative aspects of the interaction between an individual (with a health condition) and that individual’s contextual factors (environmental and personal factors)”
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World Health Organisation
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Implications for changing relationships
Funder
Service Consumer
Provider
Consumer
Services
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Implications for changing relationships
Funder
Service Consumer
Provider
Consumer
Relationships
$ Choice and
Control
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Key Questions… Relationship
• What services do people really want?
• What do we offer in terms of choice and control?
• How do we measure outcomes? How do we articulate these?
• Do people know who we are and what we do? What is our marketing strategy?
Funding • What does it cost to deliver a unit of service? e.g. an hour of personal support or an
hour of facilitated intervention etc.
• What do we bring to the consumer in terms of value add?
• Do we understand our cash flow?
• Does our organisation have the financial/administrative systems to cope with the extra demand?
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Mission in Market
UnitingCare West is a:
• Faith based community service agency;
• Missional focus on ‘Most in Need’;
• Not for profit organisation;
• Based on the values of Empathy, Respect, Integrity, Inclusion and Commitment;
• Delivering Government funded services as well as self funded and philanthropically funded services.
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Changing Policy Trends
• market liberalisation, low tax, low spend, pro-market, growth, jobs Economy
• targeted, means-tested, work- based, equity-focus, conditional, capped unit cost
Social/Policy
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UCW PHaMS Participants and the Intersection
with NDIS
SPMI with complex needs – 49%
SMI (temporary/episodic or without complex needs) –
41%
Need for psychosocial support with or without formal diagnosis - 10%
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Projected Australian Government funding for
NDIS and other disability services
Key Questions…
• Who are the people who currently access our services (age, geographic areas, specific needs, cultural background etc.)?
• Who do we want to be supporting in the future? Do these people know who we are and what we do?
• What does person centred planning look like form a recovery perspective?
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Mission in Market
Key Questions…
• Who are the people who currently access our services (age, geographic areas, specific needs, cultural background etc)?
• Who do we need to be supporting in the future?
• Do these people know who we are and what we do?
• How do we continue to support people who might not be eligible for funding in the future?
• How do we continue with policy and advocacy work that will not be covered by funding?
• How do we ensure that our organisation remains vibrant, mission driven and sustainable under the trend towards a stronger market focus for community service delivery?
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Workforce Capacity Building
Recruitment and Retention
Peer Workforce Strategy
Training & Skill Development
Responsiveness
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Key questions….
Workforce Capacity Building • Who are we trying to recruit? What is the best way of targeting these people?
• What makes us an employer of choice? What is our value add?
• How do we celebrate and support diversity in the workforce?
• What is our Peer workforce development strategy?
• What is our staff competency profile? What gaps are there? And what are our strategies to address this?
• What is our current culture? What are staff attitudes towards the sector changes?
• What is our current retention rate? What do we know makes our staff happy/unhappy?
• What do flexible contracts mean for our organisation and the consumers of our services?
• How do we ensure that staff have a work life balance?
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summary
• Don’t underestimate the impact of this reform on how you currently deliver services.
• Develop the capacity to work with uncertainty.
• Learn from the consumers of your services about what they need and what they want – don’t assume anything.
• Advocate for those at risk of losing access to services.
• Start now.