This project uses a structured co-design methodology to strengthen skills in innovation while exploring new ways to think about the support worker role.
Prior to the NDIS, the way disability service providers operated had been relatively static for a long time. Service providers now find themselves amid a significant and disruptive change to the way they provide services, manage their business, and prioritise. This new approach demands more than structural change – it also requires managers, workers, NDIS participants and their families to take on new leadership skills and to apply innovative thinking.
Think Change Grow recognised a gap in the innovative and leadership capabilities of the disability services sector needed to respond to challenges of the NDIS. This included skills to co-design their solutions with the people they support. They also saw a need to rethink the role of disability support workers to better meet the needs, wants and aspirations of the Scheme's participants.
Disability service providers in NSW were invited to participate in a program named 'The Greater Collective'. The program aimed to strengthen the leadership capability of participants while using a structured design approach to focus on the sector specific problem of the relevance of the traditional disability support worker role under the NDIS.
Celebral Palsy Alliance, Northcott and House with No Steps partnered with Think Change Grow to implement the program. Staff from these organisations, people with disability and carers were invited to participate in the program to develop responses to the question:
"How might we redesign the role of the Disability Support Practitioner in order to more efficiently and effectively meet the needs, wants and aspirations of the NDIS recipient?"
This mutual challenge and collaboration informed the design leadership workshops during which solutions were proposed and pitched to the CEOs of the partner organisations.
The program comprised three full-day workshops that were attended by a diverse group of 17 people including disability support workers, NDIS participants, carers and “wild cards” (people with little to no previous experience of disability). While the immediate aim of the program was to design projects to solve the stated problem, the longer-term anticipated outcomes were associated with the development of leadership skills by the program participants. Participants who responded to the post-program evaluation all identified strengthened leadership skills across a range of indicators. These included confidence in solving complex problems, navigating change, giving and receiving feedback, and insiring others with a vision and strategy.
From the workshops, four projects were developed and pitched by the participants to the CEOs of the partner disability service providers. From these, two ideas were selected for piloting and further development.
1. The Next Chapter project looked at separating out the tasks people with NDIS plans want workers to do. The aim was that people can have a range of workers with a range of expertise to provide a range of services, rather than one generalist worker who might not have specific knowledge needed.
2. The Handover Snapshot project focussed on testing an audio case-note app that would positively impact the experience of clients and bring more efficiency to the role of the disability support worker.
During the IWF project, House with No Steps began implementation of their trial of The Next Chapter. Their trial encouraged specific support workers in their teams to reduce their focus on some identified aspects of their role, and instead increase their focus on active support. The evaluation found that workers noticed a positive impact on both the people they support and a more relaxed working environment. House with No Steps is considering expanding the project to more houses, and actively involving customers in future trials.
All three partner service providers agreed to work together to further develop and trial The Handover Snapshot project. To begin, a visual prototype of the app was created, which received good feedback. Feasibility of further development was then explored. Iit was ascertained that the investment required to develop an app that would interface with the three organisation's IT infrastructure was not feasible at this stage. This was attributed to competing priorities demanding immediate attention and arising from the NDIS rollout. All partners indicated an interest in pursuing the project together in the future.