Map Workforce Development Needs for
the Disability Sector to support
DisabilityCare Australia
Name, Job title
Company name
Date
someone@example.com
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
This report was funded by the Australian Government Department of Families, Housing,
Community Services and Indigenous Affairs.
The report was commissioned as one of the 73 projects funded under the Practical Design Fund
(PDF). The aim of the PDF is to support initiatives and resources that would identify practical
ways to prepare people with disability, their families and carers, the disability sector and
workforce for the transition to DisabilityCare Australia.
Disclaimer: The material contained in this paper has been developed by the Endeavour
Foundation.
The opinions, comments and/or analysis expressed in this document are those of the author or
authors and do not necessarily represent the views of Commonwealth Minister and
Commonwealth Department and cannot be taken in any way as expressions of government
policy.
Neither the Australian Government nor Endeavour Foundation guarantee or accept any legal
liability or responsibility for the accuracy, completeness, nor usefulness of any information
disclosed in this report.
The Australia Government recommends that users exercise their own skill and care with respect
to their use of this paper and that users carefully evaluate the accuracy, completeness and
relevance of the material in the paper for their purposes and where necessary obtain any
appropriate professional advice relevant to their particular circumstances.
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
1
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
2
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
3
Table of Contents
1
2
3
3.1
3.2
3.3
4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
5
5.1
5.2
5.3
5.4
5.5
5.6
5.7
6
6.1
7
8
9
9.1
9.2
9.3
9.4
Executive Summary ......................................
Recommendations for Workforce Capability Development:
The Project’s Context ...................................
DisabilityCare Australia, the National Disability Insurance Scheme:
The Disability Support Services Sector .........
This Project ...................................................
Project Methodology ....................................
Project Team’s Approach/Framework .........
Project Team’s Focus ....................................
Options .........................................................
The Business Model ......................................
Design of the Survey .....................................
Statistical Relevance: ....................................
Sector Demographic Information: ................
The Survey itself and “Survey Monkey” .......
General Comments .......................................
Analysis of Survey Data ................................
Customer Engagement .................................
Financial Viability ..........................................
Information Technology (IT) Infrastructure .
Human Resource Management ....................
Risk Management .........................................
Innovation and Growth ................................
Summary.......................................................
Identifying Future Workforce Capabilities from Survey Data
Describing Business Outcomes .....................
Responding to Workforce Development Needs
Project Team Observations: .........................
Appendices ...................................................
Business Model.............................................
Survey Questions ..........................................
Qualifications/Skill Sets and Units of Competency Matrix
AQF – Qualification Level 4 to Level 8 ..........
5
6
8
8
9
12
16
16
16
16
18
26
28
29
31
32
33
33
34
36
36
37
37
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44
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60
69
92
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
4
List of Figures & Tables
Figure 1 – The Business Model ............................................................................................................. 19
Table 1 – Sample ‘Future’ Question ..................................................................................................... 26
Table 2 – Sample ‘Current’ Questions .................................................................................................. 27
Table 3 – Summary of Future View by Area of Functionality ............................................................... 27
Table 4 – Responses by State/Territory ............................................................................................... 29
Table 5 – Responses by Type of Disability Service Provision................................................................ 30
Table 6 – Responds by Employee Size .................................................................................................. 30
Table 7 - Customer Engagement - Data Summary ............................................................................... 33
Table 8 – Financial Viability - Data Summary ....................................................................................... 34
Table 9 – Specific Information – Financial Viability .............................................................................. 35
Table 10 – Specific Information – Financial Viability ............................................................................ 35
Table 11 - Information Technology - Data Summary ........................................................................... 36
Table 12 – Human Resource Management - Data Summary ............................................................... 36
Table 13 – Risk Management - Data Summary .................................................................................... 37
Table 14 – Innovation and Growth - Data Summary ............................................................................ 38
Table 15 – Innovation and Growth – Monitoring of Developments and Innovation ........................... 38
Table 16 - Innovation and Growth – Market Opportunities and Business Development .................... 38
Table 17 – Innovation and Growth – Competitive Review................................................................... 38
Table 18 – Innovation and Growth – The Experience Curve ................................................................ 39
Table 19 – Innovation and Growth - Board Direction .......................................................................... 40
Table 20 – Innovation and Growth – Board Monitoring & Reviewing ................................................. 40
Table 21 - Innovation and Growth – Strategic Plan.............................................................................. 40
Table 22 – Innovation and Growth – Strategic Plan ............................................................................. 40
Table 23 - Innovation and Growth - Customer Feedback .................................................................... 41
Table 24 - Innovation and Growth - Business Improvement ............................................................... 41
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
1
5
Executive Summary
Commencing in 2013, DisabilityCare Australia, the National
Disability Insurance Scheme (formerly known as NDIS) will
be implemented in five launch sites as a ‘first stage, noting
this will inform the move to a national insurance-based
approach to disability care and support’. DisabilityCare
Australia will be fully implemented nationally by 2018.
Implementation of DisabilityCare Australia will force a
significant change to the business strategy, structures and
practices of disability support service providers. . This
project aims to “Map Workforce Development Needs for
the Disability Sector to Support DisabilityCare Australia.”
The project focuses on how workforce development can
strategically support an organisation’s adaption to the
changes in its external operating environment. As noted by both industry and government
DisabilityCare Australia will change:

“Who the Customer is?” moving it from government to the individual who uses the
service.

‘How and when the service provider is paid’, moving from holistic budgeting and
acquittal to individual service pricing based on unknown volumes and potential
increased costs (i.e. business development activities, marketing & promotion).
Focusing on the activities that enable a support service provider to operate as a sustainable
business, the project team developed and tested a business model which reflects the sector’s
changing external environment. In its simplest form, the developed business model depicts six
major Areas of Functionality that a disability support provider needs to strategically address and
operationally manage, in response to the DisabilityCare Australia.
The model was tested with a cross section of support service providers (i.e. by state, the type of
service provided and the provider’s size based on the number of employees) and was shown to
be relevant and valid.
The outcome of the project is an Areas of Functionality Toolkit which explains the Business
Model, provides the survey questions and identifies possible ways of filling identified knowledge
and skill gaps via vocational qualifications, skill sets or units of competency.
April 2013
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Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
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2
6
Recommendations for Workforce Capability Development:
1. To meet the future workforce skill needs of disability support service providers
under DisabilityCare Australia
Recommendation 1.1: That individual support service providers use the Areas of
Functionality Toolkit to identify gaps between their current and future organisational
capabilities.
Recommendation 1.2: That individual support service providers prioritize their identified
gaps aligning them to short term, medium term and long term timeframes.
Recommendation 1.3: That individual support service providers use their knowledge of
prioritized gaps to develop their own unique Workforce Development Plan and Skills Matrix
aligning them to the 6 Areas of Functionality.
Recommendation 1.4: That individual support service providers undertake appropriate
training, learning and development activities aligned to their business needs, assigned
priorities and timeframes.
2. To increase the sector’s capability to respond to the new NDIS environment
Recommendation 2.1: That lead agencies (i.e.
skill councils, peak bodies) assist the sector to
build awareness of the resulting changes to
leadership and management responsibilities and
capabilities under an NDIS.
Recommendation 2.2: That lead agencies (i.e.
skill councils, peak bodies) encourage and assist
all service providers to use the Organisation SelfAssessment Toolkit to better understand their
needs and to develop their Workforce
Development Plans and Skills Matrix.
Recommendation 2.3: That lead agencies encourage and support individual, or group of
support service providers to make a ‘non-compliant’ National Workforce Development Fund
applications that includes the necessary workforce development activities (i.e.
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
7
determination of need, the development of workforce development plans and skills
matrices) as well as the up-skilling of their workforce.
3. To increase government assistance to support service providers to assist them to
manage their transition to the DisabilityCare Australia environment.
Recommendation 3.1: That governments support the funding of individual units of
competency and skills clusters which meet service provider needs in addition to accredited
skill sets and full qualifications.
Recommendation 3.2: That government supports the funding of professional advisory
services like Enterprise Connect, to assist support service providers transition to the new
NDIS environment
Recommendation 3.3: That government broadens its criteria for eligible funding under the
National Workforce Development Fund from skills training to also include workforce
planning at the organisational or collaborative level.
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
3
8
The Project’s Context
3.1 DisabilityCare Australia, the National Disability Insurance Scheme:
DisabilityCare Australia, the National Disability Insurance Scheme (formerly known as NDIS1) is a
response to the extensive community consultation and report undertaken by the Productivity
Commission into Australia’s disability sector2
As the Australian Government's independent research and advisory body on a range of
economic, social and environmental issues affecting the welfare of Australians, the Productivity
Commission undertook this report in accordance with its role, to help governments make better
policies in the long term interest of the Australian community.
As its name implies, the Commission's focus is on ways of achieving a more productive economy
- the key to higher living standards. 3
The Commission’s investigation into the Disability Care and Support sector, found:
“The current disability support system is underfunded, unfair, fragmented, and inefficient. It
gives people with a disability little choice, no certainty of access to appropriate supports and
little scope to participate in the community. People with disabilities, their carers, service
providers, workers in the industry and governments all want change”4
Upon the release of the Productivity Commission’s report by the Prime Minister on 10th August
2011, all Australian Governments agreed through the Council of Australian Governments
(COAG), to the investigations recommendation to establish a National Disability Insurance
Scheme (formerly NDIS).5
Commencing in 2013, DisabilityCare Australia will be implemented in five launch sites as a ‘first
stage, noting this will inform the move to a national insurance-based approach to disability care
and support’. DisabilityCare Australia is targeted for full implementation nationally by 2018.
1
Throughout this report DisabilityCare Australia and NDIS are interchangeable terms
(Disability Care and Support - No. 54, 31 July 2011, 2011)
3
http://www.pc.gov.au/about-us
4
http://www.pc.gov.au/__data/assets/pdf_file/0012/111270/disability-support-volume1.pdf
5
http://www.ndis.gov.au/about-an-ndis/what-is-an-ndis/
2
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Map Workforce Development Needs for the Disability Sector
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The upcoming DisabilityCare Australia changes have two categories of impact that will affect the
disability support service provider sector, both commercial and not-for-profit. As noted in COAG
CONSULTATION REGULATION IMPACT STATEMENT December 20126, these are:

Market impact – the change from ‘block funding’ to Individual Support Packages (ISPs) will
mean that existing providers will need to modify the way they do business. This will happen
progressively from July 2013 (depending on the transition arrangements still to be
determined).

Regulatory impact - regulatory changes (for example, Quality Assurance (QA) and other
safeguards, reporting requirements, registration requirements for payment, etc.). In
addition to potentially adding costs and/or modifying the way the existing providers do
business, the level of regulation will impact on the degree of competition with
commensurate flow-on consequences for consumers. Again regulation changes will happen
progressively from July 2013.
The change resulting from the introduction of DisabilityCare Australia for disability and support
services will be significant impacting the way support service providers deliver their services.
Such change will obviously impact upon the workforce development methodologies currently
functioning within the sector and require new and innovative thinking to meet the changed
environment.
3.2 The Disability Support Services Sector
The disability support sector is part of a broader community services and health sector.
Currently Australia’s fastest growing in terms of employment, the sector is facing the
implications of Australia’s changing demographics, increase competition for labour with other
sectors and the general restructuring of the economy.
An overview of disability support services, as stated in The Australian Institute of Health and
Welfare (AIHW) report 2010/11 7, is
6
https://ris.govspace.gov.au/files/2012/12/coag-national-disability-insurance-scheme-ris.pdf
7
Australian Institute of Health and Welfare, Disability support services, services provided under
the National Disability Agreement 2010-11, page 3
April 2013
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Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia

314,252 people (or an estimated 1 in 71 people in the general Australian population)
used disability support services

Community support and employment services were the most common service groups
used

Expenditure on disability support services was $6.2 billion, of which $5.8 billion was
allocated for service delivery

There were 2,283 agencies in Australia managing 13,883 service type outlets

Most agencies were funded by state/territory governments (72%); the remaining 28%
were funded by the Australian Government

The majority (82%) of service providers were in the non-government sector and

The majority of these were income tax exempt charities (86%).
10
The five broad groups of services for which data is collected include:

Accommodation support (received by 14% of service users)

Community support (received by 45% of service users)

Community access (received by 19% of service users)

Respite (received by 12% of service users) and

Employment (received by 41% of service users).
Just over 1 in 5 service users (22%) accessed services across multiple service groups. Australia’s
top three commonly reported primary disabilities are:

Intellectual (accounting for 30%)

Psychiatric (accounting for 20%)and

Physical (accounting for 17%)
Most service users needed some assistance in the following activities:

Daily living (52%)

Independent living (60%)and

In work, education and community living (57%)
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
11
In its report titled Who Works in Community Services?8, the National Institute of Labour Studies
at Flinders University noted that:

The size of the disability services workforce is estimated to be around 68,700 workers

Non–degree qualified/VET sector–qualified workers make up about three-quarters (76
per cent, or 62 per cent of full-time equivalent workers) of the workforce

Employment roles include personal carer, home care worker, community care worker
and disability and residential support worker

Nearly four in five of these workers held at least a Certificate III qualification

Almost universally, disability workers believed that they had the skills required to do
their job

More than 40 per cent of employers thought that at least some of their workers did not
have the required skills for their work
As one of Australia’s eleven national skills councils, the Community Services & Health Industry
Skills Council (CS&HISC) noted in their ENVIRONMENTAL SCAN 2012 (eScan)9 - that the NDIS:
“… will have a significant impact on the skills and roles required of the workforce. This
approach is echoed by the World Health Organization’s World report on disability. Some of
the more common types of disability services include assistance and support with independent
living, housing, respite, education, employment, communication, advocacy, community access
and participation, information and advice and assistance animals.
Also noted in the eScan:

Work roles will need to change in parallel with disability enterprises and consumer
direction

Current low wages were noted as a major deterrent to staff working in the industry

Phased implementation of the NDIS would allow time for both wage increases and a
sustained increase in the workforce

Additional workforce strategies to attract and retain staff include greater certainty of
shifts, shorter shifts, longer breaks between shifts and productivity increases from new
technologies, such as tele-rehabilitation including video- and teleconferencing in service
provision.
8
Martin, B. & Healy, J. (2010). A profile of Australian workforces in child protection juvenile
justice, disability services and general community services. Adelaide: National Institute of
Labour Studies, Flinders University
9
eScan 2012 - www.cshisc.com.au
April 2013
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Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia

12
Supporting the current informal workforce is also suggested, as consumers and carers
may choose friends or family to provide them with support as part of their
individualised funding package
3.3 This Project
The Endeavour Foundation secured three of the 73 projects funded under the Commonwealth
Government’s ‘Practical Design Fund’ (PDF). The PDF aims to identify practical ways to prepare
people with disability, their families and carers, the disability sector and its workforce for the
transition to DisabilityCare Australia.
This project aims to “Map Workforce Development Needs for the Disability Sector to support
DisabilityCare Australia.” The project focuses on how workforce development can strategically
support an organisation’s adaption to the changes in their external operating environment.
Under DisabilityCare Australia arrangements, disability support service organisation will become
businesses which provide goods and services in a commercial, consumer choice driven,
environment.
April 2013
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Implementation of DisabilityCare Australia will force a significant change to the business
strategy, structures and practices of disability support providers. This has been identified by
both industry and government sources. In their report10 the Productivity Commission noted
“NDIS would change the way support services are supplied and funded.
There would be:
 More resources (and more satisfaction in being able to meet people’s needs). Notably,
despite the inevitable changes that DisabilityCare Australia would have for service
providers - and the greater risk they would face in a world where block funding had
virtually disappeared - most service providers endorsed the Commission’s proposed
model

A change in philosophy for some - no longer a service-led model, but one in which
people with disabilities would hold the reins

A greater capacity for innovation

More competition and an expectation of good performance (outcomes would be
published - for example, do support workers turn up on time? What is the
hospitalisation rate for people prone to bed sores?)

A coherent system for data collection and portable records for people to reduce
duplication of information requests

A special advisory group for DisabilityCare Australia to keep red tape burdens as low as
possible
PriceWaterhouseCooper Australia noted in their 2011 report11,
“The NDIS shifts control of the funding process to people with a disability and their families – a
transfer of purchasing power.”
The Commonwealth in their 2012 COAG Consultation Regulation Impact Statement 12 noted:
10 Productivity report
11 (Disability Expectations: Investing in a better life, a stronger Australia, PwC, 2011 http://www.pwc.com.au/industry/government/assets/disabilityin-australia.pdf Page 64)
April 2013
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Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
14
“The availability of portable and self-managed funding packages, with material and processes to
support informed choice, including transparent information about quality of service, means that
highly prescriptive safeguards will no longer be needed. This means that both participants and
providers would need to develop the capacities and tools to operate effectively in this new
environment.”
Under the DisabilityCare Australia environment, support
service providers will need to manage their operations
essentially along commercial business model principles.
Although there are some exceptions, the will change:

“Who the Customer is?”, moving it from government
to the individual who uses the service.

‘How and when the service provider is paid’, moving
from holistic budgeting and acquittal to individual
service pricing based on unknown volumes and
potential increased costs (i.e. business development
activities, marketing & promotion).
A significant portion of the sector will change from receiving
quarterly payments in advance from a single customer (government) to receiving multiple, much
smaller payments, on yet to be determined trading terms, from a variety of customers, some of
whom may have credit worthiness challenges at some time during their relationship with the
support service provider.
Arising from the changes noted above, there is an immediate transitional cash flow
management issue that a number of support service providers will have difficulty coping with.
According to briefings from the DisabilityCare Australia Launch Agency (Gosford & Brisbane)
however assistance with that short term transition will be available.
More significantly, it is the broader financial management issues arising from DisabilityCare
Australia changes that will cause increased operational stress, particularly during transition.
12 ( COAG Consultation Regulation Impact Statement, National Disability Insurance Scheme, Dec 2012
http://www.coag.gov.au/sites/default/files/National%20Disability%20Insurance%20Scheme%20%20Consultation%20Regulation%20Impact%20Statement.pdf Page 81)
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
15
Potential issues range from debtor control, debt collection procedures, cash flow forecasting
and management, to return on investment decisions, pricing decisions and profitability. As a
generalisation, the current sector is not well skilled in many of these requirements and as a
consequence maybe poorly equipped to deliver the outcomes required in an open market
framework of demand and supply.
In addition, the National Disability Insurance Scheme Act 201313, contains the guiding principle
“Innovation, quality, continuous improvement, contemporary best practice and effectiveness in
the provision of supports to people with disability are to be promoted.”
To achieve this ongoing improvement in the quality and cost effectiveness of support service,
providers must have the organisational structure, skills and systems to make decisions regarding
the most efficient use of their finite resources.
In short, the introduction of DisabilityCare Australia will change who is the customer, how
customers decide to use a support service provider and the financial planning and management
(and ultimately viability) of support service providers. It will also require a process for support
service providers to implement continued cost efficiencies, improve quality of services and
achieve a greater customer focus in their support delivery.
13
Available from http://www.ndis.gov.au/ndis-legislation/ Chapter 1 Part 2 4 (14)
April 2013
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Map Workforce Development Needs for the Disability Sector
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16
Project Methodology
4.1 Project Team’s Approach/Framework
A project team was established under the direction of Endeavour Foundation’s General
Manager , Human Resources & Organisational Development, Mr Ken Tapfield. The project team
also included four external contractors. The team was supported by the Endeavour Foundation’s
Project Management Unit including its staff and established practices and processes.
Contractors were selected due to their diversity of backgrounds, expertise and knowledge as a
way of ensuring innovative, outside the sector analysis. This was considered important as a way
of counteracting ‘sector group think’.
4.2 Project Team’s Focus
The project team focused on how the business activities within a support service provider might
be impacted by the DisabilityCare Australia. Our underpinning principle is that one way that
changes within a provider‘s ‘external environment’ can be responded to is through the use of
workforce skilling including training, learning and development (TL&D) in its internal
environment. TL&D is a strategic activity that from an organisation’s perspective, must lead to
strategic outcomes.
As the actual technical delivery of disability support services is unlikely to change, the project
team did not investigate skills required by frontline staff in the provision of support services to
people with a disability. This decision was based on the recognition that the identification,
development and deployment of these skills, both current and ongoing, have been the subject
of numerous government, industry and sector reports and initiatives
Instead we focused on the activities that enable a support service provider to operate as a
sustainable business. As a result the project team investigated a number of possible approaches
to determine an organisation’s current readiness for the foreseeable external changes that will
occur as a result of DisabilityCare Australia and how such readiness would translate into
workforce development initiatives and activities. A brief summary of these investigations and
their considerations follows.
4.3 Options
In designing the approach, the project team looked at various options for investigating the
sector. The team identified four major options:
April 2013
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Map Workforce Development Needs for the Disability Sector
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17
Option 1 “Let’s build it from scratch”
The project team considered a process of asking support service providers the following:
“Based on the (at the time draft) legislation, what is your expectation of workforce skills
required under DisabilityCare Australia?”
This approached was rejected because:
 The questions implied knowledge of workforce planning principles in addition to the
legislation. As the speed of legislation development, negotiation and implementation
has legislatively been very quick, it was felt that many support organisations would not
yet have sufficient knowledge to be able to answer such a broad ranging question.
During the delivery of the project this was proven to be correct

Just as the catalyst for the DisabilityCare Australia is a “way of thinking” (i.e. it is a
profound social and psychological shift in attitude toward the rights of people with
disability, including the right to control, choose, contribute and realise their potential),
DisabilityCare Australia will in turn be a catalyst for a new economic marketplace in
which people with disability operate. This project’s time, scope and budget precluded
an approach where participants, (i.e. a wide range of support service providers) could
discuss, agree and summarise a future business model for their industry and link it to
workforce development initiatives and activities

As noted in the Productivity Commissions’ report14 the sector, having not been used to
consumer choice models (such as self-directed funding) are unfamiliar with the array of
business model possibilities in terms of context, their performance and associated
issues
Option 2 “Has this been done before?”
A second possible approach was to identify comparable precedents in other sectors. As a
review of both commercial and non-commercial environments did not reveal any suitable
precedents in comparable industries this option was rejected. We believe that the lacks of
meaningful precedence is because the changes being proposed under the DisabilityCare
Australia are so fundamental and relatively immediate that no comparable precedents exist.
14
Productivity Commission 2011, Disability Care and Support, Report no. 54, Canberra
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Map Workforce Development Needs for the Disability Sector
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18
Perhaps the closest comparative is the residential aged care industry. While there have been
considerable changes within the residential aged care industry’s funding arrangements, those
changes have occurred over a period of many years. The sector is also comfortable with offering
different service models (i.e. a continuum between fully self-funded and fully government
funded). This has meant that the businesses operating within the sector are more accustomed
to the customer having significant say into the choice of their facilities/services and the control
of financial payment arrangements.
Option 3 “Let’s do it by the textbook”
A range of national and international standardised business change analysis frameworks and
tools are available. These can holistically be summarized as ‘business excellence frameworks’.
While an initial evaluation was undertaken into their suitability, they were rejected, given the
scope of this project (time and funds) and because:
 the sector change is too major

the time to bring the sector up to speed in business excellence would be too great and

the participants in the industry are too diverse to summarise meaningfully.
Option 4
“Build a representative business model and assess current capability and
awareness against the model”
Due to the available timeframe, the project team took a practical and focussed approach to the
problem. Focusing on the facts the DisabilityCare Australia changes who the customer is and
their financial arrangements, the team built a business model for a disability support services
business. The model is not as extensive as nationally accredited Business Excellence Models
however it is based on the interdependencies of business activities and how they will be
impacted by DisabilityCare Australia.
4.4 The Business Model
In its simplest form, the business model shown below depicts six major Areas of Functionality
that a disability support provider needs to strategically address and operationally manage in
response to the new commercial, market driven, customer choice environment i.e. the
DisabilityCare Australia. To perform across the six Areas of Functionality a service provider will
need to manage the functions both individually and collectively. A skill that is best perhaps
described as business acumen.
The model focuses on organisational leadership and management (i.e. Board, Executive
Management and Senior Management) and they things that they strategically and operationally
control.
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Significantly the model does not include product or service offerings. This is because the project
focused on the changes impacted by the DisabilityCare Australia. While it is clear that support
organisations may change their product and services offering by deleting some, restricting
others or developing new, the project team felt that the sector understands it product and
service well and has been managing them for an extended period.
Within the Model, each Area of Functionality is both independent and inter-dependent with all
areas being of equal value and importance.
Figure 1 – The Business Model
The Business Model is founded on currently accepted business practice and can be seen in many
national and international business excellence frameworks. Under each Area of Functionality, a
range of questions were developed investigating the level of output, activity, documentation,
understanding, skills and knowledge of the support service provider.
The lists of questions seek to illicit an understanding of the level of organisational skill in each
Area of Functionality. The questions are not exhaustive due to the project’s short timeframe and
in consideration of the time it would to complete. It is however comprehensive enough to draw
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attention to those areas where a large gap exists between perceived current capability and
future need. Where gaps are identified, an organisation could undertake deeper investigation.
As a guide, we asked the respondent to consider two things when providing an answer:
 Could you produce proof of your answer to an external party?

Even if you have proof, do you believe your system/policies/procedures are strong or
weak in this area?
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The Business Model shown above in Figure 1 comprises the following six functional areas:
4.4.1
Customer Engagement:
Customer Engagement is fundamentally about a customer’s voluntary, ongoing interaction with
an organisation and its products or services for the purpose of mutual value creation. To ensure
organisational sustainability it therefore requires both the purchaser and the supplier to benefit.
For a support service provider, Customer Engagement requires the organisation to design and
control:
 Their focus

The value of the service offering from a client’s perspective

How they manage their interaction with clients through all stages of the client life-cycle
Questions in this section were targeted to investigate the level of understanding of value and
benefit. Examples are:
 What is our ‘Unique Selling Proposition?

What investigation process do we complete to identify our proposition?

How do we demonstrate to our customers the benefits of our product?
Further questions probed senior and middle level management perceived understanding of a
customer-centric culture in their organisation. Examples include:
 Do we have a Sales and Service Plan?

Are there written and monitored plans for the CEO, managers and supervisors to model
the attitudes, empower/involve staff to deliver good service and recognise service
orientated actions?

Do we have plain language contracts for clients, parents, brokers and nominees?
Finally the following questions seek to assess management’s knowledge of continuous
improvement and the feedback loop for product development in new service delivery.
 Do we conduct company client exit surveys and analyse trends for change?
4.4.2
Financial Viability
Financial Viability investigates the ability of the organisation to generate sufficient income to
meet its operating expenses and financial obligations. Such viability provides the potential for
future growth allowing the organisation to achieve its short to mid-term operating objectives
while fulfilling its stated mission over the long term.
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Areas of investigation included day to day financial management. Examples are:
 As part of our budgeting process, do we prepare a cash flow forecast?

Do we know our working capital requirements?

What is the impact of a change in debtor payment terms on our business?
An understanding of the skill and knowledge used for product pricing and unit profitability was
examined. Examples include:
 Can we list the fixed and variable costs for each product/service we offer?

Can we identify our break-even point of sales?

Can we identify the marginal cost of servicing a customer?

Do we have a system to calculate a total cost per individual support plan?
The knowledge gap relating to long term investment in the business was explored via the
questions:
 Do we have a long term financial strategy (3 to 5 years)?

Can our organisation undertake a cost/benefit analysis for capital management
purposes?)
4.4.3
Information Technology (IT) Infrastructure
This Area of Functionality investigates the ability of the organisation’s IT systems to meet
stakeholder expectations (both internally and externally), operational needs and reporting
requirements. Under DisabilityCare Australia arrangement, several systems need to be
integrated to ensure the customer is delivered the appropriate level of care, billed correctly,
staff paid for delivery of service and the agency’s contractual reporting requirements met.
The project team recognises that the term ‘infrastructure’ in this context is a broader statement
incorporating more than merely hardware but also holistic architecture. The project team uses
the term architecture to encompass a broad view of a provider’s IT requirements. Effective
architecture ensures the most effective way of providing an IT solution that meets the provider’s
requirements, budget and other constraints
Identifying IT Infrastructure as a functional area of importance within the DisabilityCare
Australia environment led to the following question:
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Does our IT infrastructure integrate all of the following functions - DisabilityCare
Australia reporting requirements / CRM system / Monthly profit/ loss & Balance Sheet
/ Payroll system / Billing system?
More importantly from a workforce capabilities perspective:
 Does the organisation have the skills to assess purchase vs. build vs. rent vs. outsource
systems and maintain systems was explored

How often do we investigate or re-assess our IT needs?

What criteria are set for assessment?
4.4.4
Human Resource Management
Human Resource Management (HRM) is the management of the organization's workforce, or
human capital. As labour forms a significant cost for disability support service providers, HRM
plays a diverse and critical role within each organisation. HRM activities include:
 Staff attraction (i.e. employer of choice, staff value proposition, selection processes)

Retention (i.e. perceived staff value, the retaining ability of management & leadership,
training and development)

Motivation (i.e. staff development and progression, reward and recognition,
performance management)

Workforce planning and management, employee industrial relations and policy
development
HRM also oversees and monitors organizational leadership and culture, and the organisation’s
ongoing compliance with employment and labour laws.
In this area, questions covered basic documentation and processes to assess current
organisational capability in HRM and their perceived future needs. To improve service delivery,
front line staff must be supported by an HRM system that provides clear understanding of
guidelines, quality communication and performance expectations.
Questions asked include:
 Does every position have a standard Position Description Document?

Does every position have standardised recruitment process including selection criteria
for recruitment interviews?
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Does each employee have a career path plan?

How often is performance management feedback given verbally?

How often is performance management feedback given in writing?

What staff communication and motivation activities are scheduled monthly?

Do we complete an Employee Attitude Survey? How often?

What non-financial reward and recognition programmes are implemented?

How do we ensure our employee benefits are competitive?
4.4.5
24
Risk Management
Risk Management is the identification, assessment, and prioritization of the effect of uncertainty
on organisational objectives, whether positive or negative. It includes the coordinated and
economical application of resources to minimize, monitor, and control the probability and/or
impact of unfortunate events. Organisational opportunities recognised thorough risk
management activities are covered in the Areas of Functionality – Innovation and Growth
DisabilityCare Australia legislation15 has a clear focus on managing risk and ensuring safeguards
are in place. We sought feedback on the management of organisational risk. Questions asked
include:
 Does our organisation have a Workplace, Health & Safety manual?

Do we have a risk matrix including major WHS risks and preventative actions?

How is workers compensation policy reviewed and by whom?

What QA standards does our organisation meet?

Does our organisation have adequate & comprehensive insurance against the variety of
business risks faced?

Do we have a fraud control plan?
Innovation and Growth
This Area of Functionality covered two components:
 Innovation is the development of new value through solutions that meet new
requirements, unarticulated needs, or old customer and market needs in value adding
new ways.
15
NDIS legislation . Chapter 4 Part 3
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Business Growth is the process of improving some measure of an organisation’s
success. Growth can be achieved either by boosting revenue with increased product
sales or service, or by minimizing costs or a combination of the two.
As the sector moves from government purchasing to individual client purchasing, the ability of
the sector to innovate will be tested in the marketplace. The sector will be challenged to
provide more innovative products, processes, services, technologies, or ideas making them
readily available to users, governments, and community. The project team recognises that
there is a difference between invention and improvement reflecting that:
 Invention refers more directly to ‘the creation of the idea or method itself’, while

improvement is more accurately described as ‘doing in that same thing better’.
Skills and knowledge required for the long term innovation and growth usually reside in the
senior management and leadership of an organisation. Executive management and Board’s
ability to grow the organisations is evidenced by good strategic planning and the application of
sound businesses practices.
Questions asked included:
 Can Board Members provide clear strategic guidance to management?

How does the Board monitor and review the progress of the strategy?

How well is the strategic plan communicated across the organisation?

How does our organisation monitor developments and innovations within your
industry?
Board’s and Executive Management have a responsibility for ensuring that they are achieving
organisational visions and missions. Obviously this includes how they holistically meet their
customer’s needs. An organisation’s ability to meet customer needs is based on how well they
listen to customers and how they action information gathered. To gather insight into the ability
to execute this process, questions were phrased around customer feedback and implementing
learnings from the experience curve. Example questions are:

What is the process for our customers to talk to us?

How easy is it?

How is it recorded?

Are there defined timeframes for response?

What happens when our staff make suggestions?
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Is there any form of reward system for staff suggestions?

Are we able to capture productivity benefits as we progress down the experience
26
curve?

How do we increase asset utilisation?
4.5 Design of the Survey
Given the restraints of the project (predominantly time and budget) and the need to ensure any
findings and recommendations are reflective of the diversity of the sector, the project team
decided to use an anonymous self-reflective survey.
Initially developed as a ‘test’ in hardcopy, the survey tool was trailed with small focus groups, to
determine if it was a viable option through which to engage with the sector. In the initial hardcopy format, focus group participants were offered the opportunity to provide qualitative
responses to each question. Following feedback form the focus groups and following a review
of the information gained, it was decided to provide only a single place for qualitative responses
at the end of each Area of Functionality.
Following the hard-copy testing, modifications were made for clarity of questions ensuring it
considered the potential knowledge of the sector.
A number of questions based on each of the Model’s ‘Areas of Functionality’ were formulated.
Using a simple rating system of Low, Medium and High, each of the Model’s area were
investigated with several questions. Effectively each question was asked twice.
In the first instance, the question tested the respondent’s perception of the importance and
relevancy of that activity/functionality for the future under DisabilityCare Australia. The
formulation of the question tested the validity of the business model, as well as identifying
future business activities likely to be required under DisabilityCare Australia. (i.e. those rating of
low importance are not perceived as valuable.) An example is:
Table 1 – Sample ‘Future’ Question
In the future NDIS environment, how important is it that - we understand what
business we are in?
Answer Options
Low
Response
Percent
Response
Count
0.0%
0
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8.8%
91.2%
Medium
High
27
6
62
In the second instance, the question asked respondents to assess the current skill level in that
particular area within their organisation. Mirroring the previous question an example is:
Table 2 – Sample ‘Current’ Questions
At present, how effectively do - we understand what business we are in?
Answer Options
Low
Medium
High
Response
Percent
Response
Count
10.4%
53.7%
35.8%
7
36
24
As noted the first question tested the respondent’s perceived validity of the business model. If
the participants scored the tasks as high importance then the model would be validated for the
use in the project. This, in fact, was the case with 83.2% or more of respondents scoring the
tasks as “High” importance in 5 of the 6 six Area of Functionality. Furthermore, another 9.7% to
18.7% scored the tasks as medium importance. In every case, less than 3.9% assessed any part
of the model as low importance.
A summary showing the importance of each Area of Functionality as rated by the respondents is
shown in the following table. These results confirm the validity of the model and its relativity to
the sector.
Table 3 – Summary of Future View by Area of Functionality
In the future, how important is…?
Answer Options
High
Medium
Low
Customer
Engagement
Financial
Viability
IT
Infrastructure
HR
Management
Risk
Management
Innovation &
Growth
83.2%
15.2%
1.6%
86.9%
10.7%
2.4%
86.0%
12.1%
1.9%
77.4%
18.7%
3.9%
88.9%
9.7%
1.4%
85.6%
13.0%
1.5%
The Business Model (in a larger format) is shown in Appendix 10.1. The entire bank of questions
and how they relate to the areas is contained in Appendix 10.2
The survey:
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
Was designed to collect the perspective of the respondent

Did not prevent multiple submissions from a single organisation

Was anonymous

Was offered online (through the use of Survey Monkey)
28
4.6 Statistical Relevance:
To determine the national relevance of the data, in designing the survey we began by
attempting to assess the total national pool of disability support service providers available for
the survey. The FAHCSIA website census data noted that 1,201 disability service providers
(termed “outlets” on the website and we will use that term in this commentary) were funded by
the Australian Government in the 2007-2008 financial year. More recent data was not available.
Given the limited timeframe in which the project had to be completed, a pilot survey of the
composition of the target survey market was not possible. The FAHCSIA information noted the
distribution by State/Territory of the outlets but no information on the ownership structure of
the outlets. For the purposes of the project, we wished to exclude from the pool of
respondents, outlets that were either wholly owned by government (of any level) or owned by
private enterprise.
The rationale for these exclusions was that the nature of the ownership of these outlets would
skew the results, albeit for different reasons. Government ownership respondents have little
ultimate control or concern about such issues as financial management (theoretically at least,
governments don’t go broke). Private enterprise ownership would be expected to already be
across all the identified areas of the business model as they already face different environments
(ability to raise funds, company structures etc.).
For the purposes of the project, it was therefore assumed that the number of outlets in 2013
was of a comparable level to the 2007-08 FAHCSIA census data. We made a further assumption
that all the outlets were Not-For-Profit disability service providers.
Due to the time and budgetary constraints of the project, outlets in Western Australian,
Tasmania, Australian Capital Territory and Northern Territory were not targeted for inclusion in
the possible pool. Hence, the total pool of outlets available for survey, based on the 2007-08
data, was estimated at around 1,020. Notwithstanding the exclusion of the above four States
and Territories, a spread of respondents in the remaining States (New South Wales, Victoria,
Queensland & South Australia), by type of service provided and by outlet size (as determined by
number of employees), was required to provide the project with as much bias as possible
toward a “national” sampling, as DisabilityCare Australia is a national scheme. It is noted that
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the targeted States represent approximately 85% of the total national outlets as reported by the
FAHCSIA census data.
The project team decided to target the trial DisabilityCare Australia implementation sites of
Newcastle (NSW), Barwon Region (Geelong, Victoria) and Adelaide (SA). It was felt that by
definition, the outlets in these areas would be at the forefront of the changes that will occur
under DisabilityCare Australia and were considered more likely to be able to respond to the
survey questions with a basis of underpinning knowledge and prior consideration. Leveraging
off Endeavour Foundation’s own knowledge and Queensland networks, Queensland
respondents were also successfully sought.
To ensure a spread of respondents, different engagement strategies were used including focus
groups, personal calls on outlets in the target areas, attendance at NDS sponsored DisabilityCare
Australia information sessions in two States (Gosford, NSW on 28/2/13 and Brisbane, Qld on
12/3/13) and telephone calls, with subsequent email correspondence and follow-up. During the
personal calls, outlets that were identified as being either government or private enterprise
ownership were excluded from the survey.
Given the nature of the project, multiple respondents from the same outlet were encouraged.
Due to the fact that the survey is anonymous, it must be noted that there is no way to assess
how many respondents from the same outlet undertook the survey. Notwithstanding that
comment, it may be reasonably claimed that a variety of respondents from a number of
different outlets in the target States took the survey.
4.7 Sector Demographic Information:
To ensure some validity across the sector, the survey’s first three questions sought
organisational demographic information including:
4.7.1
Location of the support service (by State/Territory),
Table 4 – Responses by State/Territory
In which State is your service is delivered?
Service
Location
ACT
NSW
NT
Response Percent
Response Count
1.3%
17.7%
0.0%
1
14
0
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QLD
SA
TAS
VIC
WA
4.7.2
48.1%
24.1%
0.0%
12.7%
0.0%
30
38
19
0
10
0
Type of support provided (allowed multiple support services to be indicated)
Table 5 – Responses by Type of Disability Service Provision
What services does your organisation deliver?
Answer Options
Accommodation support – large residential
institutions (more than 20 people) offering 24 hour
care , hostels, group homes, attendant/personal
care, in-home accommodation support, alternative
family placements, and other accommodation
support;
Community support – therapy for individuals, early
childhood intervention, behaviour intervention,
counselling, regional support and support teams,
case management and coordination, other
community support;
Community access – learning and life skills
development, recreation/holiday programs;
Respite – in own home, centre-based, host family
respite, and other flexible arrangements;
Employment – open employment, supported
employment or a combination of both;
Advocacy, information/referral services, as well as
mutual support or self-help groups, and alternative
formats of communication; and
Other
Response
Percent
Response
Count
34.2%
27
36.7%
29
49.4%
39
34.2%
27
45.6%
36
21.5%
17
15.2%
12
The above percentages do not equal 100% as service providers typically provide multiple
service.
4.7.3
Organisational Size by the number of employees.
Table 6 – Responds by Employee Size
How many employees do you have?
Answer Options
Less than 20
20 - 99
Response
Percent
Response
Count
21.5%
27.8%
17
22
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100 - 199
200 - 500
500 plus
17.7%
10.1%
22.8%
31
14
8
18
4.8 The Survey itself and “Survey Monkey”
The online survey was created in “Survey Monkey (SM)”. One of the features of SM is that it
does not allow for repetitive submissions from the same computer. Once a response has been
received from a particular computer/laptop/device, an attempt to log on to the survey via the
SM web link to take the survey again from that computer is met with a “Thanks for completing
our Survey” message. While this facility would not, in itself, totally prevent deliberate multiple
submissions from the same person/computer, it is a significant deterrent.
As noted above, although there is no way to precisely assess how many respondents from the
same outlet undertook the survey and therefore, how many different outlets are represented in
the data, it is reasonable to assume from the spread of geographic provision of service, range of
service provided and range of outlet size by employee numbers reported in the results that a
significant and material number of different outlets are represented in the data.
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4.9 General Comments
As noted earlier, if it was assumed that every respondent to the survey was from a different
outlet, then the survey received responses from just less than 7.8% of the total estimated pool
of outlets. From anecdotal evidence, we know of at least one instance where several
respondents from the same outlet have
undertaken the survey. Hence, in practical
terms, it is submitted that around 7% of the
total estimated available pool of outlets in the
target survey areas have been surveyed.
The target survey States represent 85% of the
total national pool of outlets, thereby providing
further support to the claim that the survey
sample has a material level of national
representation.
Finally, given that more than half of the survey
results are from three trial DisabilityCare
Australia implementation sites in three
different States, it is submitted that the survey,
in practical terms and within the noted project
constraints, has produced results that can
reasonably claim to have a national basis and
applicability.
Each question asked via the online survey
and its result are contained in a separate
document due to size.
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33
Analysis of Survey Data
Survey responses were reviewed by aggregating the answers to questions within each Area of
Functionality to afford a high level view of current capabilities. Where specific questions within
a group scored a response significantly different to the average range within the Area of
Functionality that question is explored separately and in greater depth.
5.1 Customer Engagement
Overall, participants recorded a large gap between what their organisation currently does in
terms of Customer Engagement and what they will need to do in the future. Less than a quarter
of respondents assessed their current capability as high, while 83.2% felt this would be
important in the future.
Table 7 - Customer Engagement - Data Summary
Answer Options
High
Medium
Low
In the future,
how important is . . .
83.2%
15.2%
1.6%
At present,
how well do you . . .
23.5%
46.3%
30.1%
There are 2 questions with ratings that justify specific comment.
The question with the largest gap between future importance and current capability was
Do we have a CRM system that –

Records and tracks prospects?

Records personal details?

Records plan details and goals?

Reports outcomes as per legislation?

Identifies customer and product profitability?

Is used productively by staff & management?
This question scored a future importance “high” rating of 90.9% and current capacity “High”
rating of 15.4% (or greater than three in four not having this capability). This presents a
particular problem for the sector as the cost of improvement will be high (IT system purchase
and implementation) with its flow on effect possibly impacting unit pricing.
A second question / rating which is a cause of concern is the response to the question:
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“In the future NDIS environment, how important is it that we enable staff to experience
what the customer experiences?”
Only 63.6% of respondents rated this as high, 33.3% medium and 3% low. In any customer
service environment, understanding the customer’s experience is a fundamental tenant to
meeting needs and achieving outcomes for the customer. Over one third of participants viewed
this as of only medium importance.
5.2 Financial Viability
In this Area of Functionality, it appears that the gap between the future importance and current
capability in Financial Management skills is noticeably less than the previous Customer
Engagement Area of Functionality.
Table 8 – Financial Viability - Data Summary
Answer Options
High
Medium
Low
In the future,
how important is . . .
86.9%
10.7%
2.4%
At present,
how well do you . . .
46.9%
36.1%
17.0%
Overall, the participants were twice as confident with their current skill level. 46.9% rated this
area as “high” as opposed to 23.5% in Customer Engagement. Similarly, their self-assessment of
financial tasks at the “low” rating was almost half that of the “low” Customer Engagement
rating, 17% versus 30.1%.
Further analysis of the questions however reveals a greater variation between the skills with
which the respondents are comfortable and the skills where they have minimal capability.
In the areas of monthly performance reporting (Profit and Loss), variance analysis, budgeting
and cash flow forecasting, the respondents all scored current capability as high in 63.% to 78.7%.
Tasks relating to costs per individual support plan, including fixed and variable cost, breakeven
point calculation and marginal cost of servicing however all scored much lower. The summary
table below displays the various level of confidence with which the participants have in
delivering on financial analysis tasks. Columns 1 through to 4 show low level of current skill and
represent a gap in the capability of respondents. The gap in these skills is key to the long term
financial viability of the providers. Fail to address the gaps will cause a reduction in the supply
of services and ultimately customer choice.
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Table 9 – Specific Information – Financial Viability
1
2
3
4
Answer
Options
At present, how
effectively do we
calculate a total
cost per
individual
support plan?
At present, how
effectively do we
identify the
marginal cost of
servicing a
customer?
At present, how
effectively do we
identify our
break-even point
of sales?
High
Medium
Low
15.5%
44.8%
39.7%
30.0%
50.0%
20.0%
At present, how
effectively do we
identify the fixed
and variable
costs for each
product/service
we offer?
36.8%
47.4%
15.8%
42.4%
37.3%
20.3%
Columns 5 to 9 reflect a higher level of confidence as these skills/capability currently exist in
support service provider’s systems due to the need to acquit government funds.
Table 10 – Specific Information – Financial Viability
5
6
7
8
9
Answer
Options
At present,
how
effectively do
we know our
working
capital
requirements
?
At present,
how
effectively do
we complete
variance
analysis
reports?
At present,
how
effectively do
we prepare a
cash flow
forecast as
part of our
budgeting
process?
At present,
how
effectively do
we have
monthly
Profit & Loss
reporting
comparing
monthly and
Year-To-Date
actual to
budget data?
At present,
how
effectively do
we prepare
an Annual
Budget prior
to the start of
the year?
High
Medium
Low
63.3%
21.7%
15.0%
66.7%
26.3%
7.0%
68.3%
20.0%
11.7%
71.7%
23.3%
5.0%
78.7%
16.4%
4.9%
The skill gaps in the Financial Viability Area of Functionality clearly revolve around costing of
each service offered and each customer plan. Without this information, organisation may be
unable to survive in a commercially orientated market.
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5.3 Information Technology (IT) Infrastructure
The overall scores for IT were very similar to Customer Engagement. There is a considerable gap
between current capability and future needs. Also, like the Customer Engagement Area of
Functionality, there much less variation in answers of all the questions within the group.
Table 11 - Information Technology - Data Summary
Answer Options
High
Medium
Low
In the future,
how important is . . .
86.9%
10.7%
2.4%
At present,
how well do you . . .
46.9%
36.1%
17.0%
In response to the question, “Do we have annual plans in place to ensure trained staff are
available to maintain systems?” or “We have a contract with our system provider to meet all
maintenance needs for 1 to 3 years ?”, 94.4% said it was highly important for the future while
30.8% scored their current capability as high. Respondents feel that they currently do not
adequately assess IT needs or have adequate employee interface with their own systems. Both
these areas will be crucial in the future as changes to the funding model, personal plans and
service delivery systems come into effect.
5.4 Human Resource Management
Human Resource Management, like Financial Viability, as shown in the following table appeared
to score more comfortably than some other Areas of Functionality.
Table 12 – Human Resource Management - Data Summary
Answer Options
High
Medium
Low
In the future,
how important is . . .
77.4%
18.7%
3.9%
At present,
how well do you . . .
31.2%
40.2%
28.5%
Like the Financial Viability question list, the variation in answers was more extreme.
For example, The questions In the future how important is it to “forecast future staff needs” and
“have a position description document” both scored 91.1% (high rating). When asked their
current capacity to “forecast future staff needs”, the score 21.4% as high and 30.45% as low.
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The current capacity to deliver “position description document” scored 67.9% as high and 3.6%
as low.
The major gaps within the Human Resource Management Area of Functionality were:
 Forecasting future staff needs
Skills gap analysis

Options for bridging the skills gap

Communication and motivation

Reward and recognition programs and competitive employee benefits
5.5 Risk Management
The Risk Management Area of Functionality exhibited the smallest gap between current abilities
and future needs. Respondents felt they held a high level of skills in managing risks of their
business.
Table 13 – Risk Management - Data Summary
Answer Options
High
Medium
Low
In the future,
how important is . . .
88.9%
9.7%
1.4%
At present,
how well do you . . .
67.4%
24.9%
7.7%
The single question that was misaligned concerned a fraud control plan. This is expected as the
majority of previous funding was Government in advance payments. In the future,
organisations will needs to deal with bad debts, fraud and financial hardship.
5.6 Innovation and Growth
Respondent’s answers regarding Innovation and Growth in their organisation reveals a major
gap between their current ability and what they believe they will need in the future. Gaps were
across the board indicating organisations believe they are not prepared nor do they have the
skills to deliver services under an NDIS regime.
In the areas of competitor and industry review, best practice and capturing productivity
improvements, there are extensive gaps in required skill levels as exampled by the following
tables.
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Table 14 – Innovation and Growth - Data Summary
Answer Options
High
Medium
Low
In the future,
how important is . . .
85.6%
13.0%
1.5%
At present,
how well do you . . .
31.8%
40.3%
27.9%
Table 15 – Innovation and Growth – Monitoring of Developments and Innovation
Our organisation monitors developments and innovations within our industry
Answer Options
High
Medium
Low
In the future,
how important is . . .
90.6%
9.4%
0.0%
At present,
how well do you . . .
37.0%
42.6%
20.4%
Table 16 - Innovation and Growth – Market Opportunities and Business Development
We have a standardised process for assessing market opportunities and business
development
In the future,
At present,
Answer Options
how important is . . .
how well do you . . .
81.5%
16.7%
High
14.8%
38.9%
Medium
3.7%
44.4%
Low
Table 17 – Innovation and Growth – Competitive Review
We conduct regular reviews of our major competitors
Answer Options
High
Medium
Low
In the future,
how important is . . .
74.1%
18.5%
7.4%
At present,
how well do you . . .
15.1%
30.2%
54.7%
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Table 18 – Innovation and Growth – The Experience Curve
We are able to capture productivity benefits as we progress down the experience
curve
In the future,
At present,
Answer Options
how important is . . .
how well do you . . .
77.4%
19.2%
High
22.6%
40.4%
Medium
0.0%
40.4%
Low
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Table 19 – Innovation and Growth - Board Direction
Board Members provide clear strategic guidance to management
Answer Options
High
Medium
Low
In the future,
how important is . . .
81.8%
16.4%
1.8%
At present,
how well do you . . .
37.0%
46.3%
16.7%
Table 20 – Innovation and Growth – Board Monitoring & Reviewing
The Board monitors and reviews the progress of the strategy
Answer Options
High
Medium
Low
In the future,
how important is . . .
87.3%
10.9%
1.8%
At present,
how well do you . . .
46.3%
42.6%
11.1%
Table 21 - Innovation and Growth – Strategic Plan
Our organisation has a 3 year Strategic Plan and 3 x 1 year Business Plans?
Answer Options
High
Medium
Low
In the future,
how important is . . .
92.6%
7.4%
0.0%
At present,
how well do you . . .
50.0%
33.3%
16.7%
Table 22 – Innovation and Growth – Strategic Plan
The strategic plan is well communicated across the organisation
Answer Options
High
Medium
Low
In the future,
how important is . . .
92.6%
7.4%
0.0%
At present,
how well do you . . .
27.8%
35.2%
37.0%
Capturing feedback for business improvement is similarly weak.
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Table 23 - Innovation and Growth - Customer Feedback
We make it easy for our customers to talk to us (provide feedback for continuous
improvement)
In the future,
At present,
Answer Options
how important is . . .
how well do you . . .
94.4%
39.6%
High
5.6%
47.2%
Medium
0.0%
13.2%
Low
Table 24 - Innovation and Growth - Business Improvement
We make it easy for our staff to provide business improvement suggestions
Answer Options
High
Medium
Low
In the future,
how important is . . .
83.3%
16.7%
0.0%
At present,
how well do you . . .
29.6%
46.3%
24.1%
5.7 Summary
The gaps in an organisations ability to deliver on the model’s six Areas can be clustered into
three tiers
Tier 1: Customer Engagement, IT Infrastructure and Innovation and Growth exhibit
demonstrated substantial gaps between the current deliverables and future needs.
Tier 2: Skills and task under the Financial Viability and Human Resource Management provide
mixed results demonstrating two levels:

Firstly, in regard to foundation strategic planning, providers rated themselves well
mostly like as the sector has been undertaking this level of strategic planning for an
extended period
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Secondly, in regard to financial analysis and the ability to make a business decision
based on that analysis the participants rated themselves lower. This confirms the
expectation of the Productive Commission.
Tier 3: Risk Management skills were rated most highly with the smallest gap between now and
future needs. While the questions were deemed relevant, the project team recognised
that the survey did not pick up impact(s) of external factors which will change the risk
profile of the enterprise under DisabilityCare Australia. The Toolkit has been modified
accordingly.
6
Identifying Future Workforce Capabilities from Survey Data
After the model was assessed as relevant and supported by the participants, our second goal
was to use the results of the Area of Functionality and their related tasks as guideposts to
identify a range of skills and expertise needed to provide organisationally high quality,
innovative and effective services to people with disabilities under a DisabilityCare Australia
framework.
The confirmation of the model and the differential between perceived current and future
capability, demonstrates the complexity of the changes necessary within disability support
organisation to operate sustainably under DisabilityCare Australia. The ability of a support
service provider to meet the implications of DisabilityCare Australia will come down to the
ability of the sector to ensure their internal policies, procedures and practices reflect changes in
the external environment (DisabilityCare Australia). Human capital, including both capability
and capacity, will be the major driver and enabler for change. Collectively each support
organisation’s leadership and management will need to:

Have a holistic understanding of the dimensions of business issues, their interdependencies and consequences
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Make sense out of the complexity and the uncertain future. The rules of DisabilityCare
Australia are not yet finalised and leaders and managers should well expect that even
when finalised, ongoing changes will be required prior to the system becoming stable.

Be mindful of the implications of the path’s they choose (strategy and its
implementation) across all their stakeholder groups

Be decisive in their decision making processes and change implementation programs.
The changes are so significant that the strategy of status quo is not sustainable

Be flexible in their strategic thinking and implementation, monitoring outcomes and
making change when needed
In short, all support provider’s leadership and management will need to demonstrate a strong
capability in business acumen. The project team thought the research by Cope16 which led him
to describe a person who possesses business acumen as relevant. Viewing their business with
an "executive mentality", people with business acumen understand how the moving parts of a
company work together to make it successful and how financial metrics like profit margin, cash
flow, and stock price reflect how well each of those moving parts is doing its job.
Cope proposes that an individual who has the following five abilities could be described as
someone having a strong sense of business
acumen:
1.
See the “big picture” of your
organization—how the key drivers of your
business relate to each other, work
together to produce profitable growth,
and relate to the job you do each day
2.
Understand important company
communications and data, including
financial statements
3.
Use your knowledge to make good decisions
16
Cope, Kevin (2012). Seeing the Big Picture. USA: Greenleaf Book Group. ISBN 978-1-60832246-6.
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44
Understand how your actions and decisions impact key company measures and the
objectives of your company’s leadership
5.
Effectively communicate your ideas to other employees, managers, executives, and the
public
While these characteristics are described in a for profit context (i.e. stock price) the project
team believes that the underpinning principles are of equal value to disability support service
organisations.
The project team also recognised that it was not necessary for business acumen to be held in a
single individual providing it was observable across the entire leadership-management group.
The project team believes that business acumen will be the single most important leadership
and management skill required for transition to, and to enable sustainability in, the
DisabilityCare Australia environment. We recognise that there are different levels (or
expectations) of business acumen required within an organisation including front-line, mid-level
and executive. No matter what the size of the support service provider it will need to be
competent across all levels of operation.
6.1 Describing Business Outcomes
To enable the identification of skilling outcomes, each Area of Functionality assessed in the
survey was aligned to well recognised, generic, business outcomes and categorised within the
following tables.
The actual strategies used to implement components will vary, based on factors such as the
mode of communication with customers, the nature of the good or service provided, and the
corporate culture of the business itself.
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Customer Engagement
Business Outcome
Generic Descriptor
1. Customer Service
Plan

The application of business and organisational
processes, products and services to support customer
enquiries and meet customer needs within legislative
requirements
2. Integrated
marketing,
promotional and
sales activities

Knowledge and application of marketing and selling
principles and practices in order to identify and
actively respond to customer requirements and
expectations, including Market and Customer
Research methodologies, defining Value
Proposition/s and the design and development of
supporting materials.
Communication / delivery of the organisation's
corporate messages effectively, consistently and at
the right time, in order to meet the organisation's
business needs and to preserve / enhance its
reputation.

3. Customer
Information Systems


The overall management of customer information as
a fundamental business resource to ensure that the
objectives of the business are met and users are able
to access easily the knowledge and information they
need to do their jobs.
Integrate different IT systems or components so that
they will work together to create operational
systems.
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Financial Viability
Business Outcome
Generic Descriptor
1. Financial Strategy

Develops financial strategy to optimise the outcomes
for the organisation and reduce risk.
2. Financial Planning

Including, budgeting, cash flow forecasting, assets
requirements/utilisation, working capital and the
development and manage of Cost Centre budgets.
The translation of planning, programming and
commercial decisions into specific projected financial
plans and budgets for prescribed periods of time.
Use understanding of the wider financial perspective
to ensure that proposals fit with the desired financial
direction of the business and adverse effects are
avoided / mitigated


3. Financial Control







4. Financial Decision
Making

Analyse and interpret financial data in order to
support business decision making and the
achievement of performance targets
Develop and manage processes for recording financial
transactions which meet the needs of the business
user and the organisation
Develop financial policies/ procedures to meet
legislative and business needs.
Internal and external auditing
Aged debitor control
Financial reporting ‘Actual vs Plan’
Manage financial activities
Use a range of financial analysis tools to assess the
viability of, and risk to, an organisation. Tools
necessary for informed financial decision making
might include:
 marginal costs templates
 fixed and variable cost template
 product/service costings and sale price
template
 break-even point template
 accounting analysis formulas
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IT Infrastructure
Business Outcome
Generic Descriptor
1. IT planning, design and
QA

IT needs by delivery site, end use are identified

Organisational growth is considered considering
contingencies and sustainability

Required types of infrastructure and their integration
are investigated

Infrastructure meets the required outcomes
2. IT purchasing and
contract management
(initial and ongoing)

Manage the specification, sourcing and purchasing of
IT capability relevant to the delivery of their service.
3. IT maintenance,
management,
compliance and
integration

Identification and management of commercial
supplier relationships to ensure effective delivery of
service provision relevant to the organisations
current and future needs.
The ability to identify and manage external suppliers
to ensure successful delivery and use of products and
service.

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Human Resource Management
Business Outcome
Generic Descriptor
1. Staff attraction, selection
and engagement

Design and develop appropriate attraction, selection
and engagement policies, procedures and practices to
ensure the selection of the best possible staff
2. Staff retention

Perceived staff value (able to be heard, aligned vision
and values)
Training, Learning and Development
The ability of management/leadership to retain their
staff
Staff engagement



3. Motivation



Opportunities for staff development and progression
Reward and recognition
Managing and improving staff via performance
management
4. Workforce planning,
policy development and
IR management

Utilises a range of tools and management information
to forecast required labour levels ensuring
effective/efficient management of resources whilst
responding instantly to real-time changes in demand
to ensure customer service
Develop and maintain policies and procedures to
support appropriate HRM practice
Manage staff in accordance with legislative
requirements.


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Risk Management
Business Outcome
Generic Descriptor
1. Identification,
interpretation and
integration of regulations,
standards and legislation
across all organisational
activities

Develop implement and maintain systems, policies,
procedures and practices that ensure identification,
interpretation and integration of required legislation
and standards.
2. Internal policies,
procedures and practices
that ensure organisational
compliance and risk
mitigation

Embedding of an enterprise risk management culture
in the organisation to maximise the strategic
outcomes
Influencing organisational culture and providing
strategic direction
3. Quality Management
including quality planning,
quality control, quality
assurance and quality
improvement






4. Ethics Management across 
all organisational
activities

Ensure that quality management is embedded in the
culture of the organisations and is appropriate
resourced and planned
Ensure quality planning processes are designed,
implemented and monitor to ensure consistency of
organisational activities
Ensure quality control practices meet the stated
quality outcomes sought by the organisation in all its
activities
Ensure quality performance results are used to used
identify opportunities for quality improvement
through issue investigation, process improvement or
process redesign
Understand, consider and manage the impact of
human capital on quality management outcomes
Set, implement, apply and monitor ethical standards
appropriate to the organisation.
Ensure that ethical issues within the organisation are
understood and uphold in all organisational activities
including:
 the rights and duties between a company and its
employees, suppliers, customers and the
community,
 the fiduciary responsibility to its stakeholders
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Innovation and Growth
Business Outcome
Generic Descriptor
1. Board & Executive
Leadership &
Organisational Culture





2. Strategy development,
monitoring and
communication




3. Innovation

The vision for the organisation is appropriately set
Culture – designed, managed and monitored
throughout all the organisation’s activities
Appropriate internal and external communication
delivers the organisation’s vision and supports it
culture
Appropriate governance arrangement are designed,
implemented, performed and reviewed in
accordance with stakeholder expectations
The organisation’s leadership activity monitors its
performance and seeks opportunities for
improvement
Monitor developments and innovation within the
industry
Design appropriate organisational strategy
Monitor organisational performance against
implemented strategy making corrections where
needed
Ensure the organisation’s strategy is communicated
and understood to the organisation’s key
stakeholders
Opportunities for innovation are identified, priorities
and appropriately resourced. This includes:
 the development of new value through solutions
that meet new requirements, unarticulated
needs, old customer and new markets.
 the development of more effective products,
processes, services, technologies, or ideas
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Responding to Workforce Development Needs
Having described the generic business outcomes of each Area of Functionality, and knowing the
identified organisational gaps determined through the survey, the project team investigated
how an organisation may address identified gaps through training, learning and development. In
doing so the project team used the following definitions17:
 Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.
Such definitions are relevant as the transition to DisabilityCare Australia will see:
 People within existing roles potentially needing to build their current skills to meet the
new operating environment.

Organisations continuing to progress existing staff into new roles.

Organisations engaging new staff in to fill vacancies and new or additional roles

Organisations actively seeking to build the business acumen and ensure organisational
sustainability.
The project team investigated three possible responses an organisation might take to an
identified gap:
1. Could the gap be addressed within the existing vocational education and training
frameworks? This could be as full qualifications, skill sets or individual units of
competency.
2.
Could the gap be addressed by existing professional development opportunities
3. Could the gap be addressed through informal training
17
Based on the definitions by Garavan, Costine, and Heraty, of the Irish Institute of Training and
Development,
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Each response has merit with the decision as to which being driven by operational
requirements, financial considerations, and available timeframes (short, medium or long term).
After consideration the project team determined there is a significant advantage in the sector
using the national vocational education and training (VET) system as the foundation of its
training, learning and development. Within Australia, the VET system is nationally recognised
and provides opportunities for full qualifications, skills sets and units of competency from an
array of industry training packages. As noted in the AQF18
The AQF levels define the relative complexity and depth of achievement and the autonomy
required of graduates to demonstrate that achievement. In the AQF there are 10 levels with level
1 having the lowest complexity and AQF level 10 the highest complexity. The levels are defined by
criteria expressed as learning outcomes.
Knowledge is what a graduate knows and understands. It is described in terms of depth, breadth,
kinds of knowledge and complexity, as follows:

Depth of knowledge can be general or specialised

Breadth of knowledge can range from a single topic to multi-disciplinary area of
knowledge

Kinds of knowledge range from concrete to abstract,

From segmented to cumulative

Complexity of knowledge refers to the combination of kinds, depth and breadth of
knowledge.
Skills are what a graduate can do. Skills are described in terms of the kinds and complexity of
skills and include:

Cognitive and creative skills involving the use of intuitive, logical and critical thinking

Technical skills involving dexterity and the use of methods, materials, tools and
instruments

Communication skills involving written, oral, literacy and numeracy skills
18
AQF Second Edition January 2013
http://www.aqf.edu.au/AbouttheAQF/TheAQF/tabid/108/Default.aspx
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Interpersonal skills and generic skills.
Application of knowledge and skills is the context in which a graduate applies knowledge and
skills. Specifically:
 Application is expressed in terms of autonomy, responsibility and accountability
 The context may range from the predictable to the unpredictable, and the known to the
unknown, while tasks may range from routine to non-routine.
Appendix 10.4 provides generic information about qualifications levels as a guide for the reader.
Full information can be found in the ‘AQF Second Edition January 2013’ (available at
http://www.aqf.edu.au/Portals/0/Documents/2013%20docs/AQF%202nd%20Edition%20January%202013.pdf)
As the skill, knowledge and expertise for delivering on the Areas of Functionality is a
management, leadership responsibility the project team decided to focus only on qualifications,
skill sets or units of competency found in Certificate IV or higher qualifications.
In investigating the possibilities, information about training packages, qualifications skill sets and
units of competency was drawn from the national data base housed at www.training.gov.au.
This proved problematic as there is the potential for relevant competencies to come from a
wide array of training packages (i.e. Retail Training Package and the Public Sector Training
Package). The project team limited its investigation to the following training packages as it was
felt that this best aligned to the sector’s needs:

CHC08 - Community Services Training Package

BSB07 - Business Services Training Package

FNS10 - Financial Services Training Package

ICT10 - Integrated Telecommunications Training Package

MSS11 - Sustainability Training Package

SIR07 - Retail Services Training Package
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In effect, this approach identifies that an organisation as a whole needs to have the necessary
skills, knowledge and attributes within the six Areas of Functionality to deliver its services under
DisabilityCare Australia. How the organisation achieves this is an organisational consideration.
Needs could be met via:

Paid staff (including. Board Members)

Volunteers (including Board Members, specialist experts)

The contracting of specialist expertise typically short term (i.e. IT providers) or

Shared services / collaboration

Full outsourcing of activities
In large support service providers there may be
multiple people with the required skill, while in
smaller support service providers’ one person (i.e the
CEO) may hold all of the required Area of
Accountability responsibilities.
This approach is also flexible enough to recognise that
upon transition to DisabilityCare Australia, each
support service provider will be in a different starting
position in their ability to manage the Areas of
Accountability. For this reason the supporting Areas
of Accountability – Toolkit, developed as part of the
project has been produced as a way for each
organisation to do a self-assessment of their current
position, determine their perceived gaps and identify
how those gaps might be filled.
The toolkit contains the following sections:
1
Executive Summary
2
How to use this Toolkit
3
Background to the Toolkit:
4
Why a Self-Assessment Toolkit?
5
The Business Model
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55
The Six Areas of Functionality
7 Responding to Identified Workforce Development Needs
8
Questions
9
Appendices
9.1 Business Model
9.2 Qualifications/Skill Sets and Units of Competency Matrix
9.3 AQF – Qualification Level 4 to Level 8
While the project team used the AQF identifying opportunities from many training packages, it
did so understanding that not all training, learning and development (TL&D) should be
accredited. The greatest advantage of national training packages is that they do provide a
benched marked standard of what industry deems to be appropriate skills and knowledge.
Organisations investigating their options within the competency framework of the AQF should
look at the described ‘Elements’ and ‘Performance Criteria’ and qualification/unit of
competency descriptors, to determining their relevance to their situation.
As a simple introduction, within competency standards:
 Descriptors found in both a qualification and a units of competency, reflect the content
and workplace outcome for the qualification or unit. These are written in ways that are
easily understood by industry

Elements define the essential outcomes of a unit of competency, while

Performance Criteria specify the level of performance required to demonstrate
achievement of the Element.
Organisations could:

Deliver TL&D using the content of a unit of competency without seeking accreditation.
This options provides potentially greater delivery flexibility and reduced cost

Deliver TL&D that focuses on key components of a unit of competency which will fill a
specific gap. This option ensures reduced cost and delivery time.
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Deliver TL&D that clusters components of several units of competency to fill an
identified gap. Again not accredited this allows the best components of competencies
to be used irrespective of the training package from which they come (i.e. retail)
To fill their identified gaps organisations could:

Develop and deliver TL&D in-house using their own staff and facilities

Purchase non-accredited TL&D programs from professional sources including other
agencies

Purchase accredited TL&D from a registered training organisation (RTO)
Appendix 10.3 shows the ‘Areas of Functionality and Related Qualifications/Skill Sets and Units
of Competency.
Recognizing the needs of each organisation will be unique, the tables lists possible accredited
qualifications, skills sets and units of competency. Organisations will need to determine what
their gap is and best way in which that gap can be filled. The urgency of how quickly a gap
needs to be filled should also be considered as the volumes of learning for a competency vs. a
skill set vs. qualifications are significantly different.
As each Area of Functionality is independent as well as interdependent, it is recommended that
support providers determine their own priority rating. Rating will assist each support service
provider to sequence their activities to fill perceived gaps while still maintaining the delivery of
their support service.
To assist support service providers investigate and interpret their vocational education and
training needs they could:
 Build their own internal capacity by skilling from the TAE10 - Training and Education
Training Package

Seek support and advice for either national or state Skills Councils

Engaging professional service providers to provide focused short term assistance

Discuss their needs with Registered Training Organisations (RTOs).
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57
Project Team Observations:
In undertaking this project, the project team undertook a significant amount of research and
had the opportunity for extensive discussion and analysis. Following are observations made by
the project team. The observations are provided in good faith to encourage further discussion
and build understanding. Most observations cannot be proven with fact or statistics – they are
just observations.
a) At the time of undertaking this project the full detail of the NDIS was not available. As a
result the project team observed a wide variation on how informed individual and/or
organisations are about the NDIS and its implications to their business. Many used their
involvement in the project as a way of building their understanding
b) The team observed that the sector understands the need for change and believes the sector
is positive about the NDIS
c) That the sector is currently stretched with many people not participating in the survey
process due to time restraints or other priorities. This was particularly true in trial site
locations with often several Practical Design Fund projects seeking their involvement
d) We observed the Four Stages of Competence (i.e. 1.Unconscious incompetence:
2.Conscious incompetence 3.Conscious competence and 4.Unconscious competence) in
those we interacted. This is perhaps not surprising given that the NDIS is an involving
model. We believe however that organisations with ‘unconscious incompetence’ are
possibly at the most risk of failing to sustainably transition to the new environment
e) In investigating vocational competencies the project team was unable to provide the
necessary skills from only 1 or 2 training packages. This diversity of training packages will
add additional complexity in RTO selection and purchasing.
f)
The project timeframe prevented the team from fully trialling the process within one or
more support service providers. As a result, the time to complete an assessment, develop
action plans and fill gaps has not been determined.
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g) The project team recognises that even if appropriate training, learning or development is
found to fill gaps, many support service providers will be unable to afford either the
financial or opportunity cost without support.
h) The project identified early on that a support service provider must demonstrate business
acumen to be sustainable into the future whether this is contained within a single person
(i.e. the CEO) or across a group within the business (i.e. executive &/or Board), the project
team was unable to easily identify business acumen within the VET system. While business
acumen is possibly the most immediately needed skill set, it is also perhaps requires the
longest amount of time to obtain.
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Appendices
9.1 Business Model
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9.2 Survey Questions
Following are the questions asked online. Each question was asked with and Area of
Accountability as identified in the second column. The key for column two is:
Dem
Service Provider Demographic Information
CE
Client Engagement
FV
Financial Viability
IT
IT Infrastructure
HR
Human Resource Management
Ri
Risk Management
I&G
Innovation & Growth
Q#
1
2
3
4
Area of
Functionality
Dem
Dem
Dem
CE
5
CE
6
CE
7
CE
8
CE
9
CE
10
CE
11
CE
12
CE
Question
In which State is your service is delivered?
What services does your organisation deliver?
How many employees do you have?
In the future NDIS environment, how important is it that - we
understand what business we are in?
At present, how effectively do we understand what business we
are in?
In the future NDIS environment, how important is it that our
senior management are skilled in marketing and sales
management ?
At present, how effectively do our senior management manage
marketing and sales management ?
In the future NDIS environment, how important is it that our
senior management can identify ongoing marketing
opportunities ?
At present, how effectively do our senior management identify
ongoing marketing opportunities ?
In the future NDIS environment, how important is it that we
have a clearly defined Value Proposition ?
At present, how effectively do we understand our Value
Proposition?
In the future NDIS environment, how important is it that we
demonstrate to our customers the benefits of our product? (NOT
the features)
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Area of
Functionality
CE
14
CE
15
16
CE
CE
17
CE
18
CE
19
CE
20
CE
21
CE
22
CE
23
CE
24
CE
25
CE
26
CE
27
CE
28
CE
61
Question
At present, how effectively do we demonstrate to our customers
the benefits of our product? (NOT the features)
In the future NDIS environment, how important is it that we
have a Sales and Service Plan?
At present, how effectively do we have a Sales and Service Plan?
In the future NDIS environment, how important is it that we
have completed a “Moments of Truth” analysis of our customer
interactions?
At present, how effectively do we complete a “Moments of
Truth” analysis of our customer interactions?
In the future NDIS environment, how important is it that we
have recording and follow-up procedures for the sales process?
At present, how effectively do we have recording and follow-up
procedures for the sales process ?
In the future NDIS environment, how important is it that there
are written and monitored plans for the CEO, managers and
supervisors to model the attitudes and actions required to meet
a strong customer service ethic ?
At present, how effectively do we write and monitor plans for
the CEO, managers and supervisors to model the attitudes and
actions required to meet a strong customer service ethic ?
In the future NDIS environment, how important is it that we
enable staff to experience what the customer experiences ?
At present, how effectively do we enable staff to experience
what the customer experiences ?
In the future NDIS environment, how important is it that we
empower/involve staff to build a customer service plan and act
on it ?
At present, how effectively do we empower/involve staff to
build a customer service plan and act on it ?
In the future NDIS environment, how important is it that we
recognise and reward the right attitudes and actions ?
At present, how effectively do we recognise and reward the right
attitudes and actions ?
In the future NDIS environment, how important is it that we
have a Customer Relationship Management (CRM) system that:
1. records and tracks prospects ?
2. records personal details ?
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Area of
Functionality
29
CE
30
CE
31
CE
32
CE
33
CE
34
CE
35
CE
36
37
CE
FV
38
FV
39
FV
40
FV
62
Question
3. records plan details and goals ?
4. reports outcomes as per legislation ?
5. identifies customer and product profitability ?
6. is used productively by staff & management ?
At present, how effectively does our Customer Relationship
Management (CRM) system:
1. record and track prospects ?
2. record personal details ?
3. record plan details and goals ?
4. report outcomes as per legislation ?
5. identify customer and product profitability ?
6. get used productively by staff & management ?
In the future NDIS environment, how important is it that our
brochures and other marketing materials are written in plain
English and convey the value proposition we offer ?
At present, how effectively do our brochures and other
marketing materials convey our value proposition in plain
English ?
In the future NDIS environment, how important is it that we
have plain language contracts for customers/clients, parents,
brokers and nominees ?
At present, how effectively do we have plain language contracts
for customers/clients, parents, brokers and nominees?
In the future NDIS environment, how important is it that we
conduct customer/client exit surveys and analyse trends for
change ?
At present, how effectively do we conduct customer/client exit
surveys and analyse trends for change?
Provision for open text comments
In the future NDIS environment, how important is it that we
have a long term financial strategy (3 to 5 years) ?
At present, how effectively do we use a long term financial
strategy (3 to 5 years)?
In the future NDIS environment, how important is it that prior to
the start of the year, we prepare an Annual Budget?
At present, how effectively do we prepare an Annual Budget
prior to the start of the year ?
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41
Area of
Functionality
FV
42
FV
43
FV
44
FV
45
FV
46
FV
47
FV
48
FV
49
FV
50
FV
51
FV
52
FV
53
FV
54
FV
55
FV
56
FV
63
Question
In the future NDIS environment, how important is it that we
prepare a cash flow forecast as part of our budgeting process ?
At present, how effectively do we prepare a cash flow forecast
as part of our budgeting process ?
In the future NDIS environment, how important is it that we
know our working capital requirements ?
At present, how effectively do we know our working capital
requirements ?
In the future NDIS environment, how important is it that we
understand the impact of a change in debtor payment terms on
our business ?
At present, how effectively do we understand the impact of a
change in debtor payment terms on our business ?
In the future NDIS environment, how important is it that we are
able to list the fixed and variable costs for each product/service
we offer ?
At present, how effectively do we identify the fixed and variable
costs for each product/service we offer ?
In the future NDIS environment, how important is it that we can
identify our break-even point of sales ?
At present, how effectively do we identify our break-even point
of sales ?
In the future NDIS environment, how important is it that we can
identify the marginal cost of servicing a customer ?
At present, how effectively do we identify the marginal cost of
servicing a customer ?
In the future NDIS environment, how important is it that we
have a system to calculate a total cost per individual support
plan ?
At present, how effectively do we calculate a total cost per
individual support plan?
In the future NDIS environment, how important is it that we
have monthly Profit and Loss reporting comparing monthly and
Year-To-Date actual to budget data ?
At present, how effectively do we have monthly Profit and Loss
reporting comparing monthly and Year-To-Date actual to budget
data ?
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Area of
Functionality
FV
58
FV
59
FV
60
61
FV
FV
62
FV
63
FV
64
65
FV
FV
66
FV
67
FV
68
FV
69
FV
70
FV
71
72
FV
IT
73
IT
74
IT
64
Question
In the future NDIS environment, how important is it that we
complete variance analysis reports ?
At present, how effectively do we complete variance analysis
reports ?
In the future NDIS environment, how important is it that we use
an aged debtor report ?
At present, how effectively do we use an aged debtor report ?
In the future NDIS environment, how important is it that we
have detailed and appropriate debt collection procedures ?
At present, how effectively do we have detailed and appropriate
debt collection procedures ?
In the future NDIS environment, how important is it that our
organisation can raise capital ?
At present, how effectively can our organisation raise capital ?
In the future NDIS environment, how important is it that our
organisation has a target debt:equity ratio ?
At present, how effectively does our organisation target a
debt:equity ratio ?
In the future NDIS environment, how important is it that our
organisation is able to undertake a cost/benefit analysis for
capital management purposes ?
At present, how effectively is our organisation able to undertake
a cost/benefit analysis for capital management purposes ?
In the future NDIS environment, how important is it that there is
a 3 year Facilities/Asset Management Plan in place ?
At present, how effectively do we utilise a 3 year Facilities/Asset
Management Plan ?
Provision for open text comments
In the future NDIS environment, how important is it that our IT
infrastructure integrates all of the following functions: 1. NDIS
reporting requirements 2. CRM system 3. Monthly Profit/ Loss &
Balance Sheet 4. Payroll system 5. Billing system
At present, how effectively does our IT infrastructure integrate
all of the following functions: 1. Governance reporting
requirements 2. CRM system 3. Monthly Profit/ Loss & Balance
Sheet 4. Payroll system 5. Billing system
In the future NDIS environment, how important is it that we
have annual plans in place to ensure trained staff are available to
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75
IT
76
IT
77
IT
78
IT
79
IT
80
81
IT
HR
82
83
HR
HR
84
HR
85
HR
86
HR
87
HR
88
HR
89
HR
65
Question
maintain systems ? or we have a contract with our system
provider to meet all maintenance needs for 1 to 3 years ?
At present, how effectively do we have annual plans in place to
ensure trained staff are available to maintain systems ? or we
have a contract with our system provider to meet all
maintenance needs for 1 to 3 years ?
In the future NDIS environment, how important is it that all of
our services/sites/employees have immediate access to our IT
interface ?
At present, how effectively do all of our
services/sites/employees have immediate access to our IT
interface ?
In the future NDIS environment, how important is it that we
investigate or re-assess our IT needs regularly and
systematically?
At present, how effectively do we investigate or re-assess our IT
needs regularly and systematically?
Provision for open text comments
In the future NDIS environment, how important is it that we
forecast future staff needs ?
At present, how effectively do we forecast future staff needs ?
In the future NDIS environment, how important is it that every
position has a standard Position Description Document ?
At present, how effectively does every position have a standard
Position Description Document ?
In the future NDIS environment, how important is it that every
position has a standardised recruitment process including
selection criteria for recruitment interviews ?
At present, how effectively does every position have a
standardised recruitment process including selection criteria for
recruitment interviews ?
In the future NDIS environment, how important is it that we
have completed a skills gap analysis for our workforce?
At present, how effectively do we complete a skills gap analysis
for our workforce ?
In the future NDIS environment, how important is it that we
understand what options are available for bridging the skills
gaps?
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90
Area of
Functionality
HR
91
HR
92
HR
93
HR
94
HR
95
HR
96
HR
97
HR
98
HR
99
HR
100
HR
101
HR
102
HR
103
HR
104
HR
105
HR
106
HR
66
Question
At present, how effectively do we understand what options are
available for bridging the skills gaps ?
In the future NDIS environment, how important is it that each
employee has a career path plan ?
At present, how effectively does each employee have a career
path plan ?
In the future NDIS environment, how important is it that
performance management feedback is given frequently and both
verbally and in writing ?
At present, how effectively is performance management
feedback given frequently and both verbally and in writing?
In the future NDIS environment, how important is it that - staff
communication and motivation activities are scheduled
monthly?
At present, how effectively do staff communication and
motivation activities occur regularly ?
In the future NDIS environment, how important is it that we
regularly complete an Employee Attitude Survey ?
At present, how effectively do we regularly complete an
Employee Attitude Survey ?
In the future NDIS environment, how important is it that we
have an employee self-service payroll system ? (i.e. inputting
timesheets and asking information)
At present, how effectively do we have an employee self-service
payroll system? (i.e. inputting timesheets and asking
information)
In the future NDIS environment, how important is it that we
ensure the payroll system meets audit requirements?
At present, how effectively do we ensure the payroll system
meets audit requirements?
In the future NDIS environment, how important is it that nonfinancial reward and recognition programmes are implemented?
At present, how effectively do we utilise non-financial reward
and recognition programmes ?
In the future NDIS environment, how important is it that we
ensure our employee benefits are competitive?
At present, how effectively do we ensure our employee benefits
are competitive?
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107
108
Area of
Functionality
HR
Ri
109
Ri
110
Ri
111
Ri
112
Ri
113
Ri
114
Ri
115
Ri
116
Ri
117
Ri
118
Ri
119
Ri
120
Ri
121
Ri
122
Ri
123
Ri
124
Ri
67
Question
Provision for open text comments
In the future NDIS environment, how important is it that our
organisation has a Workplace, Health & Safety manual?
At present, how effectively does our organisation utilise a
Workplace, Health & Safety manual?
In the future NDIS environment, how important is it that we
have a risk matrix including major WHS risks and preventative
actions?
At present, how effectively do we utilise a risk matrix including
major WHS risks and preventative actions ?
In the future NDIS environment, how important is it that - we
have a staff reporting process for behaviours of concern?
At present, how effectively are staff able to report behaviours of
concern ?
In the future NDIS environment, how important is it that our
workers compensation policy is reviewed regularly?
At present, how effectively do we review our workers
compensation policy?
In the future NDIS environment, how important is it that our
organisation meets appropriate Quality Assurance (QA)
standards?
At present, how effectively does our organisation meet
appropriate Quality Assurance (QA) standards ?
In the future NDIS environment, how important is it that our
organisation has a fully documented and appropriate Complaints
Handling process?
At present, how effectively does our organisation utilise a fully
documented Complaints Handling process?
In the future NDIS environment, how important is it that we
have a written policy for Staff Grievance issues?
At present, how effectively do we utilise a written policy for Staff
Grievance issues?
In the future NDIS environment, how important is it that staff
members are advised of the Staff Grievance procedures?
At present, how effectively do we advise staff members of the
Staff Grievance procedures ?
In the future NDIS environment, how important is it that our
Privacy policy meets legislative requirements ?
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Area of
Functionality
Ri
126
Ri
127
Ri
128
Ri
129
Ri
130
Ri
131
Ri
132
Ri
133
134
135
Ri
Ri
I&G
136
I&G
137
I&G
138
I&G
139
I&G
140
I&G
141
I&G
142
I&G
68
Question
At present, how effectively does our Privacy policy meet
legislative requirements ?
In the future NDIS environment, how important is it that our
organisation has adequate & comprehensive insurance against
the variety of business risks faced ?
At present, how effectively does our organisation have adequate
& comprehensive insurance against the variety of business risks
faced ?
In the future NDIS environment, how important is it that our
insurance/s review process is robust and regular ?
At present, how effectively do we robustly and regularly review
our insurance/s ?
In the future NDIS environment, how important is it that we
have a well-documented Incident reporting process ?
At present, how effectively do we utilise our Incident reporting
process ?
In the future NDIS environment, how important is it that we
have a fraud control plan ?
At present, how effectively do we utilise a fraud control plan ?
Provision for open text comments
In the future NDIS environment, how important is it that Board
Members provide clear strategic guidance to management?
At present, how effectively do Board Members provide clear
strategic guidance to management ?
In the future NDIS environment, how important is it that the
Board monitors and reviews the progress of the strategy ?
At present, how effectively does the Board monitor and review
the progress of the strategy ?
In the future NDIS environment, how important is it that our
organisation has a 3 year Strategic Plan and 3 x 1 year Business
Plans ?
At present, how effectively does our organisation utlise a 3 year
Strategic Plan and 1 year Business Plans ?
In the future NDIS environment, how important is it that the
strategic plan is well communicated across the organisation ?
At present, how effectively is the strategic plan communicated
across the organisation ?
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Area of
Functionality
I&G
144
I&G
145
I&G
146
I&G
147
I&G
148
I&G
149
I&G
150
I&G
151
I&G
152
I&G
153
I&G
154
I&G
155
I&G
69
Question
In the future NDIS environment, how important is it that our
organisation monitors developments and innovations within our
industry?
At present, how effectively does our organisation monitor
developments and innovations within our industry?
In the future NDIS environment, how important is it that we
make it easy for our customers to talk to us (provide feedback
for continuous improvement) ?
At present, how effectively do we make it easy for our customers
to talk to us (provide feedback for continuous improvement) ?
In the future NDIS environment, how important is it that we
make it easy for our staff to provide business improvement
suggestions ?
At present, how effectively do we make it easy for our staff to
provide business improvement suggestions ?
In the future NDIS environment, how important is it that we
have a standardised process for assessing market opportunities
and business development ?
At present, how effectively do we utilise a standardised process
for assessing market opportunities and business development ?
In the future NDIS environment, how important is it that we
conduct regular reviews of our major competitors ?
At present, how effectively do we conduct regular reviews of our
major competitors ?
In the future NDIS environment, how important is it that we are
able to capture productivity benefits as we progress down the
experience curve ?
At present, how effectively do we capture productivity benefits
as we progress down the experience curve ?
Provision for open text comments
9.3 Qualifications/Skill Sets and Units of Competency Matrix
The following tables provide a method by which organisations, knowing their organisational
gaps, can investigate qualification, skill sets or units of competency. Full detail for any
qualification, skill set or unit of competency can be found by searching the national code via the
search options ‘Nationally recognised training’ at www.training.gov.au
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Customer Engagement:
Customer Engagement is fundamentally about a customer’s voluntary, ongoing interaction with
an organisation and its products or services for the purpose of mutual value creation. To ensure
organisational sustainability it therefore requires both the purchaser and the supplier to benefit.
Key features are shown in the following table.
The actual strategies used to implement these components will vary, based on factors such as
the mode of communication with customers, the nature of the good or service provided, and
the corporate culture of the business itself.
Relevant Qualification(s)
Certificate IV

BSB41307 - Certificate IV in Marketing
Diploma

BSB51207 - Diploma of Marketing
Advanced Diploma

BSB60507 - Advanced Diploma of Marketing
Grad. Certificate

No appropriate qualification found
Graduate Diploma

No appropriate qualification found

No appropriate skill set identified
Relevant Skill
Set(s)
1. Customer Service Plan

The application of business and organisational processes, products and services to
support customer enquiries and meet customer needs within legislative requirements.
Units of Competency:
Certificate IV

MSS405005A Manage competitive systems and practices
responding to individual and unique customer orders

BSBCUS402B Address customer needs

BSBCUS403B - Implement customer service standards

BSBCUS401B - Coordinate implementation of customer service
strategies
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Diploma

BSBCUS501A Manage quality customer service
Advanced Diploma

BSBCCO602B Manage customer contact information

BSBCCO601B Optimise customer contact operations

BSBMKG608A - Develop organisational marketing objectives

BSBMKG610A - Develop, implement and monitor a marketing
campaign

BSBCCO604B - Develop and maintain a service level strategy
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
71
2. Integrated marketing, promotional and sales activities – includes both strategic and
operational activities

Knowledge and application of marketing and selling principles and practices in order to
identify and actively respond to customer requirements and expectations, including
Market and Customer Research methodologies, defining Value Proposition/s and the
design and development of supporting materials.

Communication / delivery of the organisation's corporate messages effectively,
consistently and at the right time, in order to meet the organisation's business needs
and to preserve / enhance its reputation.
Units of Competency:
Certificate IV
Diploma

BSBMKG401B Profile the market

BSBREL402A Build client relationships and business networks

BSBMKG413A Promote products and services

BSBSLS407A Identify and plan sales prospects

BSBSLS408A Present, secure and support sales solutions

BSBMKG414B - Undertake marketing activities

CHCCOM504B Develop, implement and promote effective
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workplace communication

BSBATSIW514C Represent your organisation

BSBMKG523A - Design and develop an integrated marketing
communication plan

BSBMKG503A - Develop a marketing communications plan

BSBMKG502B - Establish and adjust the marketing mix

BSBMKG501B - Identify and evaluate marketing opportunities

BSBMKG514A - Implement and monitor marketing activities

BSBMKG609A - Develop a marketing plan

CHCORG615D Promote the organisation

BSBMKG402B - Analyse consumer behaviour for specific markets

BSBMKG603B - Manage the marketing process

BSBCCO605B - Develop and maintain a customer contact
marketing strategy
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Advanced Diploma
3. Customer Information Systems

The overall management of customer information as a fundamental business resource
to ensure that the objectives of the business are met and users are able to access easily
the knowledge and information they need to do their jobs.

Integrate different IT systems or components so that they will work together to create
operational systems.
Units of Competency:
Certificate IV

BSBCUS401B Coordinate implementation of customer service
strategies

MSS405033A Optimise office systems to deliver to customer
demand
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Diploma

BSBINM501A Manage an information or knowledge management
system
Advanced Diploma

BSBCCO606B Forecast and plan using customer contact traffic
information analysis

BSBCCO602B Manage customer contact information
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
73
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Financial Viability:
Financial Viability investigates the ability of the organisation to generate sufficient income to
meet its operating expenses and its financial obligations and goals. Such viability provides the
potential for future growth allowing the organisation to achieve its short to mid-term operating
objectives while fulfilling its stated mission over the long term.
Relevant Qualification(s)

FNS41811 - Certificate IV in Financial Services

FNS40611 - Certificate IV in Accounting
Diploma

FNS50210 - Diploma of Accounting
Advanced Diploma

FNS60210 - Advanced Diploma of Accounting
Grad. Certificate

No appropriate qualification found
Relevant Skill Set(s)

BSBSS00018 - Small Business Financial Management Skill Set
Certificate IV
1. Financial Strategy:

Develop financial strategy to optimise the outcomes for the organisation and reduce risk.
Units of Competency:
Certificate IV

No appropriate unit identified
Diploma

No appropriate unit identified
Advanced Diploma

FNSACC610A - Develop and implement financial strategies
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
2. Financial Planning

Including, budgeting, cash flow forecasting, assets requirements/utilisation, working
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capital and the development and manage of Cost Centre budgets.

The translation of planning, programming and commercial decisions into specific projected
financial plans and budgets for prescribed periods of time.

Use understanding of the wider financial perspective to ensure that proposals fit with the
desired financial direction of the business and adverse effects are avoided / mitigated
Units of Competency
Certificate IV

BSBATSIM414C Oversee the organisation's annual budget
Diploma

BSBMGT503A - Prepare budgets and financial plans
Advanced Diploma

CHCADMIN604B Manage the finances, accounts and resources of an
organisation
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
3. Financial Management, Control Reporting

Analyse and interpret financial data in order to support business decision making and the
achievement of performance targets

Develop and manage processes for recording financial transactions which meet the needs
of the business user and the organisation

Develop financial policies/ procedures to meet legislative and business needs.

Internal and external auditing

Aged debitor control

Financial reporting ‘Actual vs Plan’

Manage financial activities
Units of Competency:
Certificate IV

BSBFIA401A - Prepare financial reports

BSBFIA402A - Report on financial activity
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Diploma
Advanced Diploma
Grad. Certificate
76

BSBCMN408A - Report on financial activity

FNSBKG402A - Establish and maintain a cash accounting system

FNSBKG403A - Establish and maintain an accrual accounting system

FNSACC406A - Set up and operate a computerised accounting
system

FNSICORG502B Manage a budget

FNSACC503A Manage budgets and forecasts

BSBFLM513A - Manage budgets and financial plans within the work
team

BSBFIM501A - Manage budgets and financial plans

FNSACC505A - Establish and maintain accounting information
systems

FNSACC507A - Provide management accounting information

CHCADMIN604B Manage the finances, accounts and resources of an
organisation

FNSACC613A Prepare and analyse management accounting
information

FNSORG602A Develop and manage financial systems

FNSRSK601A Develop and implement risk mitigation plan

AHCAGB605A Manage business capital

FNSORG602A - Develop and manage financial systems

FNSACC609A - Evaluate financial risk

FNSACC613A - Prepare and analyse management accounting
information

CHCADMIN604B Manage the finances, accounts and resources of an
organisation

SIRWFIN002A Manage debtor processes

BSBFIM701A - Manage financial resources
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Graduate Diploma
4.

77
No appropriate unit identified
Financial Decision Making

Use a range of financial analysis tools to assess the viability of, and risk to, an organisation.
Tools necessary for informed financial decision making might include:

marginal costs templates

fixed and variable cost template

product/service costings and sale price template

break-even point template

accounting analysis formulas
Units of Competency:
Certificate IV

MSS402031A Interpret product costs in terms of customer
requirements
Diploma

No appropriate unit identified
Advanced Diploma

FNSACC608A - Evaluate organisation's financial performance
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
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IT Infrastructure
This Area of Functionality investigates the ability of the organisation’s IT systems to meet
stakeholder expectations (both internal and external), operational needs and reporting
requirements.
Relevant Qualification(s)

ICA40111 - Certificate IV in Information Technology

BSB41607 - Certificate IV in Purchasing
Diploma

ICA50111 - Diploma of Information Technology
Advanced Diploma

No appropriate qualification found
Grad. Certificate

No appropriate qualification found
Graduate Diploma

No appropriate qualification found
Relevant Skill Set(s)

PSPSS00023 - Foundation Procurement Skill Set

ICTSS00001 - ICT Sustainability Planning and Designing Skill Set
Certificate IV
1. IT Infrastructure planning, design and Quality Assurance

Including consideration of

IT needs by function, delivery site, end user

Organisational growth

Contingencies and sustainability

Required types of infrastructure and their integration
Units of Competency:
Certificate IV

No appropriate unit identified
Diploma

ICAICT511A Match IT needs with the strategic direction of the
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enterprise

ICTTEN6206A Produce an ICT network architecture design
Advanced Diploma

ICTTEN6206A Produce an ICT network architecture design
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
2. IT purchasing and contract management (initial and ongoing)

Manage the specification, sourcing and purchasing of IT capability relevant to the delivery
of their service
Units of Competency
Certificate IV

BSBPUR401B - Plan purchasing
Diploma

PSPPROC511 Plan and implement strategic sourcing

BSBPUR501C - Develop, implement and review purchasing strategies
Advanced Diploma

No appropriate unit identified
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
3. IT maintenance, management, compliance and integration??

Identification and management of commercial supplier relationships to ensure effective
delivery of service provision relevant to the organisations current and future needs.

The ability to identify and manage external suppliers to ensure successful delivery and use
of products and service.
Units of Competency:
Certificate IV

No appropriate unit identified
Diploma

No appropriate unit identified
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Advanced Diploma

No appropriate unit identified
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
80
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Human Resource Management
HRM activities, which can be both strategic and operational, include:

Staff attraction, selection and engagement (i.e. employer of choice, staff value
proposition, selection processes)

Retention (i.e. perceived staff value, training and development, engagement)

Motivation (i.e. staff development and progression, reward and recognition,
performance management )

Workforce planning, policy development and industrial relations management
HRM also overseeing organizational leadership and culture, and the organisation’s ongoing
compliance with employment and labour laws.
Relevant Qualification(s)

BSB41013 - Certificate IV in Human Resources

TAE40110 - Certificate IV in Training and Assessment

BSB50613 - Diploma of Human Resources Management

TAE50211 - Diploma of Training Design and Development

TAE50111 - Diploma of Vocational Education and Training
Advanced Diploma

No appropriate qualification found
Grad. Certificate

TAE70210 - Vocational Graduate Certificate in Management
(Learning)
Graduate Diploma

TAE80210 - Vocational Graduate Diploma of Management (Learning)
Relevant Skill Set(s)

CHC08 Workforce Planning Skill Set

BSBSS00026 - Workforce Development Implementation Skill Set

BSBSS00027 - Workforce Planning and Development Skill Set

CHCSS00056 - Workforce Planning Skill Set
Certificate IV
Diploma
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1. Staff attraction, selection and engagement:

Design and develop appropriate attraction, selection and engagement policies, procedures
and practices to ensure the selection of the best possible staff
Units of Competency:

BSBHRM402A Recruit, select and induct staff

BSBHRM405A - Support the recruitment, selection and induction of
staff

BSBHRM506A Manage recruitment selection and induction processes

BSBATSIM514A - Recruit and induct staff
Advanced Diploma

CHCORG605B Manage human resources in a community sector
organisation
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Certificate IV
Diploma
2. Staff retention including:

Perceived staff value (able to be heard, aligned vision and values)

Training, Learning and Development

Staff engagement
Units of Competency
Certificate IV

No appropriate unit identified
Diploma

No appropriate unit identified
Advanced Diploma

CHCORG605B Manage human resources in a community sector
organisation
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
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3. Motivation:

Opportunities for staff development and progression

Reward and recognition

Managing and improving staff via performance management
Units of Competency:
Certificate IV

BSBHRM403B - Support performance-management processes
Diploma

BSBHRM505B Manage remuneration and employee benefits

BSBHRM512A - Develop and manage performance-management
processes

CHCORG605B Manage human resources in a community sector
organisation
Advanced Diploma

Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
4. Workforce planning, policy development and IR management

Utilises a range of tools and management information to forecast demand levels ensuring
effective/efficient management of resources whilst responding instantly to real-time
changes in demand to ensure customer service

Develop and maintain policies and procedures to support appropriate HRM practice

Manage staff in accordance with legislative requirements.
Units of Competency:
Certificate IV

BSBHRM404A - Review human resources functions

BSBWRK411A - Support employee and industrial relations procedures
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
BSBHRM513A Manage workforce planning

BSBWRK510A Manage employee relations

PSPHR504A Implement workforce planning and succession strategies

BSBHRM502A - Manage human resources management information
systems

CHCORG605B Manage human resources in a community sector
organisation

BSBCCO606B Forecast and plan using customer contact traffic

PSPMNGT603B Facilitate people management

BSBHRM602B - Manage human resources strategic planning
Grad. Certificate

BSBLED710A - Develop human capital
Graduate Diploma

CHCMGT802C Manage policy development
Diploma
Advanced Diploma
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Risk Management
Risk Management is the identification, assessment, and prioritization of the effect of uncertainty
on organisational objectives, whether positive or negative. It includes the coordinated and
economical application of resources to minimize, monitor, and control the probability and/or
impact of unfortunate events or to maximize the realization of opportunities.
Relevant Qualification(s)
Certificate IV

No appropriate qualification found
Diploma

FNS60811 Advanced Diploma of Integrated Risk Management
Advanced Diploma

FNS60811 Advanced Diploma of Integrated Risk Management
Grad. Certificate

No appropriate qualification found
Graduate Diploma

No appropriate qualification found
Relevant Skill Set(s)

MSSSS00006 - SS6 Reduce sustainability risk
1. Identification, interpretation and integration of regulations, standards and legislation across all
organisational activities.

Develop implement and maintain systems, policies, procedures and practices that ensure
identification, interpretation and integration of required legislation and standards.
Units of Competency:
Certificate IV
Diploma

BSBSMB401A Establish legal and risk management requirements of
small Business

BSBRSK401A - Identify risk and apply risk management processes

BSBRSK501B Manage risk

CHCINF505D - Meet statutory and organisation information
requirements
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Advanced Diploma

No appropriate unit identified
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
86
2. Internal policies, procedures and practices that ensure organisational compliance and risk
mitigation

Embedding of an enterprise risk management culture in the organisation to maximise the
strategic outcomes

Influencing organisational culture and providing strategic direction
Units of Competency
Certificate IV
Diploma

VUAU091 Manage environmentally sustainable work practices

BSBMGT403A - Implement continuous improvement

BSBSUS301A - Implement and monitor environmentally sustainable
work practices

BSBWHS401A - Implement and monitor WHS policies, procedures
and programs to meet legislative requirements

ICASAD503A - Minimise risk of new technologies to business
solutions

BSBOHS404B - Contribute to the implementation of strategies to
control OHS risk

BSBWHS404A - Contribute to WHS hazard identification, risk
assessment and risk control

BSBRSK401A - Identify risk and apply risk management processes

PSPGOV417A Identify and treat risk

CHCCS513C Maintain an effective community sector work
environment

BSBMGT507A Manage environmental performance
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
BSBOHS505B Manage hazards in the work environment

BSBATSIM505C Control organisational finances

BSBCUS501C Manage quality customer service

BSBRSK501B Manage risk

BSBWHS503A - Contribute to the systematic management of WHS
risk

BSBRSK501B - Manage risk

PSPGOV517A Coordinate risk management

PSPMNGT608B Manage risk

ICAICT610A Manage copyright, ethics and privacy in an IT
environment

CHCORG619D Manage quality of organisation's service delivery
outcomes

BSBWHS603A - Implement WHS risk management
Grad. Certificate

PSPMNGT704A Undertake enterprise risk management
Graduate Diploma

No appropriate unit identified
Advanced Diploma
87
3. Quality Management including quality planning, quality control, quality assurance and quality
improvement.

Ensure that quality management is embedded in the culture of the organisations and is
appropriate resourced and planned

Ensure quality planning processes are designed, implemented and monitor to ensure
consistency of organisational activities

Ensure quality control practices meet the stated quality outcomes sought by the
organisation in all its activities

Ensure quality performance results are used to used identify opportunities for quality
improvement through issue investigation, process improvement or process redesign

Understand, consider and manage the impact of human capital on quality management
outcomes
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Units of Competency:

CHCORG423C - Maintain quality service delivery

MSS402051A - Apply quality standards
Diploma

SIRXQUA006A Benchmark and continuously improve operational
quality
Advanced Diploma

CHCORG619D - Manage quality of organisation's service delivery
outcomes
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
Certificate IV
4. Ethics Management across all organisational activities including:

Set, implement, apply and monitor ethical standards appropriate to the organisation.

Ensure that ethical issues within the organisation are understood and uphold in all
organisational activities including:

the rights and duties between a company and its employees, suppliers, customers and the
community,

the fiduciary responsibility to its stakeholders
Units of Competency:
Certificate IV

CHCCS400C Work within a relevant legal and ethical framework
Diploma

CHCCS502C Maintain legal and ethical work practices
Advanced Diploma

No appropriate unit identified
Grad. Certificate

PSPETHC701A Lead and influence ethical practice in the public
sector (modification required)
Graduate Diploma

No appropriate unit identified
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Innovation and Growth
This Area of Functionality covered two components. Innovation is the development of new
value through solutions that meet new requirements, unarticulated needs, or old customer and
market needs in value adding new ways. Business Growth is the process of improving some
measure of an organisation’s success. Growth can be achieved either by boosting the top line or
revenue with greater product sales or service income, or by minimizing costs or a combination
of the two.
Relevant Qualification(s)

BSB41910 - Certificate IV in Business (Governance)

BSB40907 - Certificate IV in Governance
Diploma

BSB50710 - Diploma of Business (Governance)
Advanced Diploma

No appropriate qualification found
Grad. Certificate

No appropriate qualification found
Graduate Diploma

No appropriate qualification found
Relevant Skill Set(s)

BSBSS00011 - Key Management Skill Set

BSBSS00008 - Innovation Leadership Skill Set

BSBSS00009 - Innovation Practice Skill Set

BSBSS00014 - Managing Innovation Skill Set

BSBSS00007 - Governance Induction Skill Set

CHCSS00025 - Governance skill set
Certificate IV
1. Board & Executive Leadership & Organisational Culture including:

The vision for the organisation is appropriately set

Culture – designed, managed and monitored throughout all the organisation’s activities
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An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia

Appropriate internal and external communication delivers the organisation’s vision and
supports it culture

Appropriate governance arrangement are designed, implemented, performed and
reviewed in accordance with stakeholder expectations

The organisation’s leadership activity monitors its performance and seeks opportunities
for improvement
90
Units of Competency:
Certificate IV

No appropriate unit identified
Diploma

CHCCOM504B Develop, implement and promote effective
workplace communication
Advanced Diploma

CHCMGT601B - Contribute to effective governance in the
community sector
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
2. Strategy development, monitoring and communication

Monitor developments and innovation within the industry

Design appropriate organisational strategy

Monitor organisational performance against implemented strategy making corrections
where needed

Ensure the organisation’s strategy is communicated and understood to the organisation’s
key stakeholders
Units of Competency:
Certificate IV

No appropriate unit identified
Diploma

SIRXQUA005A Maintain operational quality and productivity
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia

SFILEAD501C Develop and promote industry knowledge

SFILEAD502C Shape strategic thinking
Advanced Diploma

No appropriate unit identified
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
91
3. Innovation

Opportunities for innovation are identified, priorities and appropriately resourced. This
includes:

the development of new value through solutions that meet new requirements,
unarticulated needs, old customer and new markets.

the development of more effective products, processes, services, technologies, or
ideas
Units of Competency:
Certificate IV

BSBMGT406A - Plan and monitor continuous improvement
Diploma

BSBINN501A - Establish systems that support innovation

CHCORG501B - Facilitate workplace change and innovation

BSBATSIM421A - Support a positive and culturally appropriate
workplace culture

BSBINN502A Build and sustain an innovative work environment
Advanced Diploma

BSBMGT608C - Manage innovation and continuous improvement
Grad. Certificate

No appropriate unit identified
Graduate Diploma

No appropriate unit identified
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
92
Level 5
Level 6
Level 7
Level 8
Graduates at this
level will have
theoretical and
practical knowledge
and skills for
specialised and/or
skilled work and/or
further learning
Graduates at this
level will have
specialised
knowledge and
skills for
skilled/paraprofessi
onal work and/or
further learning
Graduates at this
level will have
broad knowledge
and skills for
paraprofessional/hi
ghly skilled work
and/or further
learning
Graduates at this
level will have
broad and coherent
knowledge and
skills for
professional work
and/or further
learning
Graduates at this
level will have
advanced
knowledge and
skills for
professional/highly
skilled work and/or
further learning
Graduates at this
level will have broad
factual, technical
and some
theoretical
knowledge of a
specific area or a
broad field of work
and learning
Graduates at this
level will have
technical and
theoretical
knowledge in a
specific area or a
broad field of work
and learning
Graduates at this
level will have
broad theoretical
and technical
knowledge of a
specific area or a
broad field of work
and learning
Graduates at this
level will have
broad and coherent
theoretical and
technical
knowledge with
depth in one or
more disciplines or
areas of practice
Graduates at this
level will have
advanced
theoretical and
technical
knowledge in one
or more disciplines
or areas of practice
Graduates at this
level will have a
broad range of
cognitive, technical
and communication
skills to select and
apply a range of
methods,
tools, materials
and information
to:
• complete routine
and non-routine
activities
• provide
and
transmit
solutions to a
variety
of
predictable and
sometimes
unpredictable
problems
Graduates at this
level will have a
broad range of
cognitive, technical
and communication
skills to select and
apply methods and
technologies to:
• analyse
information to
complete a range
of activities
• provide and
transmit solutions
to sometimes
complex problems
• transmit
information and
skills to others
Graduates at this
level will have a
broad range of
cognitive, technical
and communication
skills to select and
apply methods and
technologies to:
• analyse
information to
complete a
range of
activities
• interpret and
transmit
solutions to
unpredictable
and sometimes
complex
problems
• transmit
information and
skills to others
Graduates at this
level will have welldeveloped
cognitive, technical
and communication
skills to select and
apply methods and
technologies to:
• analyse and
evaluate
information to
complete a range
of activities
• analyse,
generate and
transmit solutions
to unpredictable
and sometimes
complex
problems
• transmit
knowledge, skills
and ideas to
others
Graduates at this
level will have
advanced
cognitive,
technical and
communication
skills to select and
apply methods
and technologies
to:
• analyse critically,
evaluate and
transform
information to
complete a range
of activities
• analyse,
generate and
transmit solutions
to complex
problems
• transmit
knowledge,
skills and ideas
to others
Skills
Summary
Level 4
Knowledge
Level
9.4 AQF – Qualification Level 4 to Level 8
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)
Application of knowledge and skills
Level
Map Workforce Development Needs for the Disability Sector
to support DisabilityCare Australia
Level 4
Graduates at this
level will apply
knowledge and
skills to
demonstrate
autonomy,
judgement and
limited responsibility
in known or
changing contexts
and within
established
parameters
Level 5
Graduates at this
level will apply
knowledge and
skills to
demonstrate
autonomy,
judgement and
defined
responsibility in
known or changing
contexts and within
broad but
established
parameters
Level 6
Graduates at this
level will apply
knowledge and
skills to
demonstrate
autonomy,
judgement and
defined
responsibility:
• in contexts that
are subject to
change
• within broad
parameters to
provide specialist
advice and
functions
Level 7
Graduates at this
level will apply
knowledge and
skills to
demonstrate
autonomy, welldeveloped
judgement and
responsibility:
• in contexts that
require
selfdirected work and
learning
• within broad
parameters to
provide specialist
advice and
functions
93
Level 8
Graduates at this
level will apply
knowledge and
skills to
demonstrate
autonomy, welldeveloped
judgement,
adaptability and
responsibility as a
practitioner or
learner
April 2013
An Endeavour Foundation project funded by the
Dept. of Families, Housing, Community Services and Indigenous Affairs (FaHCSIA)