Service Provider Management & Boards
Must Monitor and Direct Service Provision
Within traditional block funded, captive market support services for people with disabilities, service providers have few reasons to ensure group home and day service provision is little more than mindercare.
Whereas the NDIA’s intention, within the NDIS marketplace funding concept, is to set, monitor and maintain service level, quality and outcomes through its “Quality Management Team”, within the NDIS Quality and Safeguarding Framework, Outcome Monitoring Criteria and the NDS Zero Tolerance, Supervision and Safety Practice.
Service quality and customer service must be driven from boards to management and onwards to staff that mindercare is not acceptable for those under the NDIS umbrella, as participants are within the NDIS code of service. This being, they are intended to have support service entitlement, choice and control, individualisation, be valued and their stakeholders valued and respected. Whereas this is frequently far from the current captive market, block-funded service provision.
A key aim of the NDIS is to assist people with disability to live “an ordinary life”. That is to fully realise their potential, to participate in and contribute to society, and to have a say in their own future – just as other members of Australian society do.
The Scheme also involves families and carers, respecting their role whilst supporting them to achieve their goals by providing certainty of support for people with disability. These aims are embedded in the Scheme's legislation. The NDIA is responsible for measuring and reporting on the Scheme's success against these aims.
The NDIA want to see their participants achieving, rather than being minded. Naturally, achievements will be largely dependent on the participant’s basic ability, but NDIA expect service providers to use lots of innovation in seeking quality of life areas in which to achieve meaningful and measurable outcomes.
Our benchmark for a meaningful outcome is a person who basically shuffled around on his bottom for years, until two support staff, out of the blue, said, “We are going to get him on his feet!”. Other staff just laughed and said, impossible. Nine to twelve months later he was on his feet and his mother was over the moon.
Although the benchmark outcome by staff, out of the blue, is to be applauded and the staff praised for their initative and incentive, the area of concern should have been part of the person’s proactive quality of life plan much earlier, in contrast to being reliant on staff integrity
Measured and documented achievements are good for the person, their family, staff job satisfaction and the service provider’s reputation in the marketplace.
Extra 1: Will the NDIS deliver what we hope it will, by Rose Quartz
Extra 2: If we build it, will they come, by Helen Dickenson
Extra 3: NDIS Shakes Up the Not-For-Profit Cottage Industry. by Natasha Hudson
Extra 4: Zero Tolerance Supervision and Safety Support Criteria by NDS
Extra 5: NDIS Readyness toolkit
Extra 6: NDIS Operational Guidelines
Extra 7: Independent Review of the NDIS Act by Ernst Young
Extra 8: NDIS Chatroom by LISA Inc.
Extra 9: Towards Tomorrow – Disabled World, by Paul Dondenhoff
Extra 10: The Barbed Wire Barrer to Justice by Max Jackson of JacksonRyan Partners
Extra 11: ABC - 7:30 Report on Group Homes - 22 June 2016
Note: The NDIS Participant Portal is being upgraded to a new and improved system which will support the growing number of participants that are expected to join the NDIS from 1 July 2016.
LIFESTYLE IN SUPPORTED ACCOMMODATION (LISA) INC.
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