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Building an NDIS Workforce Ken Baker Chief Executive National Disability Services

Building an NDIS Workforce Ken Baker Chief Executive National Disability Services. National Disability Insurance Scheme. Fully implemented, the NDIS will: significantly expand the service system with an estimated 410,000 people eligible for support

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Building an NDIS Workforce Ken Baker Chief Executive National Disability Services

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  1. Building an NDIS WorkforceKen BakerChief ExecutiveNational Disability Services

  2. National Disability Insurance Scheme Fully implemented, the NDIS will: • significantly expand the service system with an estimated 410,000 people eligible for support • transform the way in which services are funded, planned and delivered: ‘people with disability will exercise choice and control through a person-centred, self-directed approach to service delivery with individualised funding’ - COAG design principle

  3. National Disability Insurance Scheme • Workforce capacity is an NDIS ‘building block’ • Commonwealth is the lead jurisdiction • COAG design principle: • ‘a national workforce strategy will seek to establish the sector as an industry of choice’ • 2012 Federal Budget includes $122.6 million over 4 years to build sector and workforce capacity • Practical Design Fund ($10 M) received 440 applications

  4. Workforce challenges • Doubling the size of the workforce

  5. Workforce challenges • Doubling the size of the workforce • Building a workforce with the right skills and attitudes

  6. Workforce challenges • Doubling the size of the workforce • Building a workforce with the right skills and attitudes • Maintaining workforce quality and standards in the face of growing demand for labour

  7. Workforce challenges • Doubling the size of the workforce • Building a workforce with the right skills and attitudes • Maintaining workforce quality and standards in the face of growing demand for labour • Ensuring attractive working conditions while meeting consumer demand for flexibility

  8. Workforce challenges • Doubling the size of the workforce • Building a workforce with the right skills and attitudes • Maintaining workforce quality and standards in the face of growing demand for labour • Ensuring attractive working conditions while meeting consumer demand for flexibility • Getting data to inform workforce planning

  9. Workforce challenges • Doubling the size of the workforce • Building a workforce with the right skills and attitudes • Maintaining workforce quality and standards in the face of growing demand for labour • Ensuring attractive working conditions while meeting consumer demand for flexibility • Getting data to inform workforce planning • Maintaining organisational culture, professional boundaries and WHS compliance as service delivery evolves

  10. Workforce challenges • Doubling the size of the workforce • Building a workforce with the right skills and attitudes • Maintaining workforce quality and standards in the face of growing demand for labour • Ensuring attractive working conditions while meeting consumer demand for flexibility • Getting data to inform workforce planning • Maintaining organisational culture, professional boundaries and WHS compliance as service delivery evolves • Supporting the large unpaid ‘workforce’ of carers

  11. Workforce challenges • Doubling the size of the workforce • Building a workforce with the right skills and attitudes • Maintaining workforce quality and standards in the face of growing demand for labour • Ensuring attractive working conditions while meeting consumer demand for flexibility • Getting data to inform workforce planning • Maintaining organisational culture, professional boundaries and WHS compliance as service delivery evolves • Supporting the large unpaid ‘workforce’ of carers • Resolving issues about direct employment by consumers

  12. Current workforce profile • Around 80% are female

  13. Current workforce profile • Around 80% are female • High proportion 40-59 years

  14. Current workforce profile • Around 80% are female • High proportion 40-59 years • 85% work casual or part-time, compared to 50% in the general female workforce

  15. Current workforce profile • Around 80% are female • High proportion 40-59 years • 85% work casual or part-time, compared to 50% in the general female workforce • Relatively low-paid high annual turnover rate – 21% in Queensland in 2006

  16. Current workforce profile • Around 80% are female • High proportion 40-59 years • 85% work casual or part-time, compared to 50% in the general female workforce • Relatively low-paid high annual turnover rate – 21% in Queensland in 2006 • Relatively high proportion (24%) work more than one job (compared with 6% of employed Australians overall). Half of the second jobs are in the disability sector

  17. Current workforce profile • Around 80% are female • High proportion 40-59 years • 85% work casual or part-time, compared to 50% in the general female workforce • Relatively low-paid high annual turnover rate – 21% in Queensland in 2006 • Relatively high proportion (24%) work more than one job (compared with 6% of employed Australians overall). Half of the second jobs are in the disability sector • 26% of non-professionals want to increase working hours

  18. Current workforce profile • Around 80% are female • High proportion 40-59 years • 85% work casual or part-time, compared to 50% in the general female workforce • Relatively low-paid high annual turnover rate – 21% in Queensland in 2006 • Relatively high proportion (24%) work more than one job (compared with 6% of employed Australians overall). Half of the second jobs are in the disability sector • 26% of non-professionals want to increase working hours • 79% of non-professionals have a post-school qualification

  19. Why are people attracted to disability work? • Contribute to the well-being of others (64%) • Work in an exciting and challenging role (53%) • Flexible work environment (46% • Job security (32%) RimfireResources, ‘NDS Victoria Disability Services Workforce Data Report’, 2010

  20. What would make the job more attractive? • Pay and benefits • Increasing or guaranteeing hours • Training and development • Better communication from management

  21. Developing a workforce strategy: • Collect data to inform workforce planning

  22. Developing a workforce strategy: • Collect data to inform workforce planning • Implement a national recruitment campaign

  23. Developing a workforce strategy: • Collect data to inform workforce planning • Implement a national recruitment campaign • Review immigration barriers

  24. Developing a workforce strategy: • Collect data to inform workforce planning • Implement a national recruitment campaign • Review immigration barriers • Improve staff retention

  25. Developing a workforce strategy: • Collect data to inform workforce planning • Implement a national recruitment campaign • Review immigration barriers • Improve staff retention • Improve workforce utilisation

  26. Developing a workforce strategy: • Collect data to inform workforce planning • Implement a national recruitment campaign • Review immigration barriers • Improve staff retention • Improve workforce utilisation • Set funding/pricing to support workforce development

  27. Developing a workforce strategy: • Collect data to inform workforce planning • Implement a national recruitment campaign • Review immigration barriers • Improve staff retention • Improve workforce utilisation • Set funding/pricing to support workforce development • Review industrial arrangements

  28. Developing a workforce strategy: • Collect data to inform workforce planning • Implement a national recruitment campaign • Review immigration barriers • Improve staff retention • Improve workforce utilisation • Set funding/pricing to support workforce development • Review industrial arrangements • Build skills and career pathways

  29. Developing a workforce strategy: • Collect data to inform workforce planning • Implement a national recruitment campaign • Review immigration barriers • Improve staff retention • Improve workforce utilisation • Set funding/pricing to support workforce development • Review industrial arrangements • Build skills and career pathways • Invest in capital to boost productivity

  30. Developing a workforce strategy: • Collect data to inform workforce planning • Implement a national recruitment campaign • Review immigration barriers • Improve staff retention • Improve workforce utilisation • Set funding/pricing to support workforce development • Review industrial arrangements • Build skills and career pathways • Invest in capital to boost productivity • Support volunteering

  31. Developing a workforce strategy: • Collect data to inform workforce planning • Implement a national recruitment campaign • Review immigration barriers • Improve staff retention • Improve workforce utilisation • Set funding/pricing to support workforce development • Review industrial arrangements • Build skills and career pathways • Invest in capital to boost productivity • Support volunteering • Resolve issues about direct employment by consumers

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