National Disability Services Limited ABN 52 008 445 485 National Office Locked Bag 3002 DEAKIN WEST ACT 2600 This Toolkit is available online Version 3 – April 2015 The Sector Development Fund (SDF) was established by the Australian Government and is administered by the National Disability Insurance Agency to assist the disability services sector (including people with disability, their families and carers) to transition to the new NDIS arrangements.
Board member performance Which of the following ratings best describes how many essential and advanced practices your organisation has in place? Practices not relevant Practices not yet addressed Addressing some essential practices Addressing all essential practices Addressing all essential practices, and some advanced practices Addressing all essential practices, and most advanced practices N/A 1 2 3 4 5 Essential practices • Directors in the organisation: – understand and comply with their duties – have core competencies of a director, including the ability to think strategically, work as part of a team, understand financial statements and possess business acumen – attend meetings on a regular – constructively engage in the business of the board – follow up on a timely on commitments made – declare and manage potential conflicts of interest • The Chair and CEO have established a productive working relationship Advanced practices • Directors in the organisation: – link the company to important knowledge and resources in the community – can access learning and development for knowledge and capability gaps – actively engage with other information sources to increase their understanding of the NDIS and other disability reforms – have been exposed to external knowledge of good practice in other organisations that is relevant to the NDIS reform
Financial reporting and monitoring Which of the following ratings best describes how many essential and advanced practices your organisation has in place? Practices not relevant Practices not yet addressed Addressing some essential practices Addressing all essential practices Addressing all essential practices, and some advanced practices Addressing all essential practices, and most advanced practices N/A 1 2 3 4 5 Essential practices • Financial reports: – are timely, compare actual performance against budgets and enable significant variations to be actively managed – include projections for individual service areas at all levels – are calculated and monitored over time – are reviewed at board and management team levels – are in forms that enable auditing with minimum difficulty Advanced practices • Visual displays, commentary and analysis are provided in financial reports to aid understanding • Balanced Scorecard-type reporting is used, with clear linkages between financial and non-financial information
Employee performance planning and support of the following ratings best describes how many essential and advanced practices your organisation has in place? Practices not relevant Practices not yet addressed Addressing some essential practices Addressing all essential practices Addressing all essential practices, and some advanced practices Addressing all essential practices, and most advanced practices N/A 1 2 3 4 5 Essential practices Employee performance management processes are in place that align to organisational goals Supervision is structured to suit different of employees and the environment in which supports are delivered, and is provided more often when staff are working with clients who have complex needs Staff performance is regularly reviewed, both formally and informally, and appropriate timely action implemented Feedback from clients is actively sought and acted upon (in a way that allows any concerns to be raised without fear of retaliation) Guidelines and processes are in place to support staff if they require immediate support A process for inappropriate staff performance is promptly and actively managed within the relevant industrial relations framework Advanced practices (including managers) are trained in performance planning and support Achievements are recognised and celebrated
GAP ANALYSIS Domain Issues Current rating Gap? Yes or No Priority H/M/L Strategy Strategy and strategic planning processes Business planning processes Implementation of strategic and business plans Corporate Governance Constitution and Client and stakeholder consultation and feedback Risk management & compliance Policies and procedures protocols Board processes member performance Board structure & composition
Domain Issues Preferred Rating in 18 months Gap? Yes or No Priority H/M/L Client market Understanding the organisation’s clients and communities Market research, strategies and planning Marketing practice Financial sustainability Financial processes and controls Costing and pricing software Budgets Financial reporting and monitoring People and capacity Staff leadership HR strategy and workforce planning HR systems, policy and procedures Staff, recruitment and retention
Domain Issues Current rating Preferred rating in 18 months Gap? Yes or No Priority H/M/L People and capability Employee learning and development Employee performance planning and support Information & knowledge management Records and data management Strategy for Information and Communication Technologies Quality management Data collection and storage Data reporting and use Quality management and continuous quality improvement