The National Disability Insurance Scheme (NDIS) supports thousands of Australians with significant and permanent disability, and their families and carers. It is a world first, and a significant expression of Australia’s inclusive and empowering approach to its people.

The National Disability Insurance Agency (NDIA) is the independent statutory agency responsible for implementing the scheme.

Services

  • Integrated capability development
  • Strategy
  • Planning
  • Learning

Challenge

During its first ten years of operation, this pioneering scheme experienced many challenges – expected and unanticipated. Some of the challenges related to under-funding of the NDIA, and to under-staffing, given the scale and complexity of the scheme. Many of these challenges have been addressed since the publication of the findings of the Disability Royal Commission.

The NDIA’s People, Culture and Wellbeing (PC&W) Division is central to the success of the organisation. In early 2024 the newly appointed Chief People Officer – focused on creating a contemporary, fit-for-purpose PC&W function within two years – issued a tender to support a comprehensive planning process for the Division. The Being Group was the successful bidder.

Solution

Two key principles underly all our strategy work:

  • Strategy is only good if it is implemented.
  • The strategy process has to actually build client capability, not make clients dependent on us or other providers.

We developed a comprehensive Operational Plan for 2024–2026. It was purposely not called a “strategy”, to emphasise the practical, delivery-focused importance of the plan. It is nevertheless underpinned by a sound change strategy. The process was highly consultative, involving numerous interviews, meetings and workshops with Directorates within PC&W and internal and external stakeholders and clients. We also conducted additional research, including analysis of APS Employee Census results.

The process identified a great deal of work to be done, and it was clear that not everything could be actioned at the same time. The plan strategically identifies urgent initiatives to be delivered in the short term in response to enquiries, commissions and ministerial directives, and other longer-term actions.

The plan also deconflicts the work of the different PC&W Branches and Directorates, to improve efficiency, coordination and collaboration.

Of great importance to the long-term value of the project is the development work with individuals and leadership groups. As a result of the work of the CPO and of this intervention, the PC&W function has clear strategic direction, has a phased, long-term plan of delivery and improvement, and has improved capability to meet challenges strategically and effectively.

BEING continues to provide empowering support as part of the original contract.

I wanted to take the opportunity to thank you, the management team and Jo for setting up this week’s Leadership Workshop. I was in the private sector for close on 30 years and in that time, have been involved in my fair share of planning / guest speaker events. I must say that I rate this activity very highly. Great communication, great teamwork and an outstanding facilitator. I believe it was time well spent and honestly speaking, I have not experienced anything that comes close to this in my time with the Agency.

Feedback from a leader participating in a workshop facilitated by our CEO, Siebert Neethling, as part of this project.

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