Steering a not-for-profit through the revolutionary NDIS change

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Steering a not-for-profit through the revolutionary NDIS changecasestudy-image

Brief

The National Disability Insurance Scheme (NDIS) turned the Care Providing industry upside-down, setting a precedent for other government schemes to follow. The trend challenged the traditional “block-funding” of care providing organisations by announcing that from 1 July 2016, a move to an “individual-funding” model would occur whereby those with disabilities could apply directly to the government agency for funding and empowering them with the power of “choice” of care provider and services.

A not-for-profit organisation approached Blue Seed Consulting to assist them with understanding the impact of such a change as well as implementing a targeted, resource sensitive change strategy to address their needs.

Solution

A thorough change diagnostic was conducted which outlined:

  • The Scope of the Change – technology was the first consideration, however, the diagnostic revealed key considerations and actions regarding clients, operating model, processes and policies, employees and the broader industry environment
  • Stakeholder and Impact Analysis – this formed the basis of a “fit for purpose” change strategy to smartly prioritise and allocated resources
  • Change Audience Analysis – stratification of the change audience, identifying and addressing their change and learning needs
  • Measures of Success

The diagnostic process resulted in the co-creation of a connected engagement, communications and training plan. This clearly identified change capability, capacity, resourcing and detailed activities for the organisation to consider and implement.

Following on from this Blue Seed Consulting provided the change and training capability to support the organisation’s implementation of the plan:

  • Change Activities – communications through existing and new channels, information sessions, pop-up shops, process walkthroughs, system demos and a super-user capability programme
  • Training – role based, process-centric training was designed, developed and implemented, considering the significant diversity of skill, capability and technology comfort levels
  • Change readiness assessments – were performed regularly to assess and report on change effectiveness and to re-evaluate approaches in an agile and reciprocal way.

Results

  • Broadening the change focus from only technology, to systemic business impacts
  • Operational and “middle-manager” engagement and capability development allowed for a more unified support of the case for change as well as empowerment of the front line “change makers”
  • A change approach that put the client at the centre, with respect for the core mission of the not-for-profit. At the heart of the change was “thinking like a business, acting like a care provider”
  • Significant change value was delivered by leveraging a limited budget and the capacity of resources