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DISABILITY EMPLOYMENT AUSTRALIA & DISABILITY EMPLOYMENT SERVICES

A GUIDE FOR DISABILITY EMPLOYMENT SERVICE PROVIDERS

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Foreword 3

Introduction 4

Lessons Learned 4

Transition Objectives 5Relinquishing Providers 5Gaining Providers 5Prioritising Participants 5

Appropriate Messaging 6Engagement 6Information about providers 7Terminology 7

Joint Meetings 7What information should be provided? 8Resources to assist with Transition and Joint Meetings 8

Understanding market share and indicative caseloads 9

Direct registrations 10Disability Support Pension 10Eligible School Leavers 10Ticket to Work 10Job in Jeopardy 10

Promoting your services to people with disability 11

Promoting your services to employers 12

Transitioned participants and the performance framework 13

Staffing and caseloads 13Managing redundancy 13Attracting new staff 14Transition checklist relinquishing provider 14Transition checklist for gaining providers 14

Resources to help DES providers achieve results 15Employers’ Guide to DES 15Employer Liaison Capability Framework 15DES Contractual Compliance Train the Trainer Kit 16Connections 4 Quality Digital Marketing Guide 16Department of Employment Learning Centre 16DES Essentials – A Comprehensive Induction Package 16Employment Services Peak Organisations 16

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DISABILITY EMPLOYMENT AUSTRALIA & DISABILITY EMPLOYMENT SERVICES

At the centre of the Transition process is the participant. And the participant’s needs, are what all concerned would undoubtedly agree, matter most. Disability Employment Australia, in consultation with the Department of Social Services has strived to provide a document to assist Providers achieve a transition that respects the participant as well as the good work the ‘Relinquishing’ Provider has done and the ‘Gaining’ Provider will continue to do.

This paper draws on what we have learnt through a number of Transition processes, as well as feedback from our members and the sector. In preparing this paper, we have reflected on previous Transitions. One of the most significant ‘findings’ is that joint meetings between Providers and including the Participant will allow the best chance for a smooth transition. If employers and other interested parties are also quickly brought into the transition window, the process has even more chance of being successful.

There will be time pressures when completing these processes. There will be other competing pressures as well. Disability Employment Australia believes it has taken many, if not all of these into account in this paper. Further to that, we have approached this paper as an Action document and, equally, as a solutions based document. We trust the paper will enhance your understanding of the process and give you tips, ideas and practices beyond what you currently use. Included are hyperlinks to even more resources than this paper could pack in to its pages.

There are many different emotions felt and expressed during a Transition period. There are participants that glide through the process and some that will find it challenging. Disability Employment Australia supports this simple aim: At the completion of the Transition period, the sector and Department can look back at it and believe we all did our best to make every participant (every person with disability intent on getting and sustaining employment) involved get a fair deal and is satisfied with the outcome of their own transition. Disability Employment Australia offers this paper to help achieve that simple aim.

Rick KaneChief Executive OfficerDisability Employment Australia

The Department of Social Services (the department) acknowledges the challenges faced by Disability Employment Service (DES) providers, employers and participants during large scale transition processes.

The department formally engaged Disability Employment Australia (DEA) to research and document ways to better assist DES providers during these transitions. This document, the Better Transitions Guide (the guide), expands on a range of topics that both relinquishing and gaining providers should consider during transition periods.

This guide has been developed to assist providers in achieving a smooth transition for DES participants.The guide draws on what the department and DES providers have learned from past transition processes as well as feedback from participants and other parts of the sector.

The guide includes references to a range of resources available from the department and DEA websites as well as other peak organisations such as National Disability Service, National Employment Services Association and Jobs Australia.

The department thanks DEA for compiling this guide and hopes that DES providers find it a useful resource.

Department of Social Services

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The transition between service providers as new business is allocated or reallocated can be challenging for participants, providers and employers. The Better Transitions Guide sets out to provide real life examples and strategies of successful transitions.

The guide will support providers to understand the range of tools and resources available and will respond to lessons learned from the transition of DES-ESS and DES-DMS participants following the recent tender and business reallocation processes. This guide is relevant for senior management, but particularly for managers and practitioners operating on the frontline. The guide does not repeat information already made available by the Department of Social Services, rather it refers to relevant guidelines and references. Specifically, the guide sets out:

• Forward planning to help providers develop the appropriate business capacity to manage their post-transition business

• Strategies for effectively managing revised business shares, including marketing and direct registration of job seekers

• The need to involve affected participants in personalised transition discussions

• The importance of transferring an understanding about each participants’ employment journey

• The value of quickly commencing and engaging with participants who have transitioned to a new provider

• To ensure employers and other key stakeholders are included in the process

DisclaimerThis subject material is issued by Disability Employment Australia on the understanding that:

Disability Employment Australia, its officials, authors, or any other persons or agencies involved in the preparation of this publication expressly disclaims all or any contractual, tortious, or other form of liability to any person in respect of the publication and any consequences arising from its use, including any omission made, by any person in reliance upon the whole or any part of the contents of this publication.

Disability Employment Australia expressly disclaims all and any liability to any person in respect of anything and the consequences of anything done or omitted to be done by any such person in reliance, whether whole or partial, upon the whole or any part of the contents of this subject material.

No person should act on the basis of the material contained in this publication without considering and taking professional advice.

Although the transition of participants in the Disability Employment Services program is relatively new, the sector and Department have learned some valuable lessons. The table below shows the numbers of DES participants transitioned as reported by the Department at the Disability Employment Australia Leaders’ Forum in Sydney, November 2014.

YEAR PROGRAM NUMBER2010 DES-DMS Tender 4,8002012 DES-ESS Tender 21,0002013 DES-DMS Reallocation 7,000

In early 2015, following the partial tender of CRS Australia’s share of DES-DMS, 20,774 participants were transitioned. By May 2015, the results of the DES-ESS business reallocation will be known and the sector will be engaged in another transition period.

Disability Employment Australia conducted a survey of the DES sector who have experience in the transition of participants to inform the contents of this guide. The majority of respondents identified their primary job function as senior management.

Feedback from the survey suggests that transitions can be complex and often poorly understood by participants and practitioners.

The survey asked what worked best in DES participant transitions. The key areas identified were:

• Prioritising participants who are employed• Prioritising participants for individual or group joint

meetings• Ensuring wage subsidy agreements are honoured• Ensuring participants understand why and how

they are being transitioned• Using correct terminology to explain why a provider

has a reduced market share• Designing and implementing transition plans• Understanding the roles and responsibilities of

gaining and relinquishing providers• Providing an accurate and succinct program

summary• Clarity over what information should be provided to

gaining providers• Understanding how business share is calculated

and why indicative caseloads change• A better understanding of how transitioned

participants effect performance ratings

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DISABILITY EMPLOYMENT AUSTRALIA & DISABILITY EMPLOYMENT SERVICES

The Department of Social Services awards new business or reallocates existing business with the objective of assisting as many participants as possible into open employment. The Department of Social Services transition policy calls for a smooth transition with as little disruption as possible for participants, employers and providers. These objectives necessitate an individualised consideration of each transitioned participant, by both the gaining and relinquishing provider.

Relinquishing Providers A relinquishing provider has a contract that has had its market share reduced by a certain percentage or reduced to zero, in which case it exits the Employment Service Area.

Relinquishing providers’ report they are often challenged to provide the level of service and information necessary while maintaining appropriate staffing levels or trying to build caseloads through direct registrations. Relinquishing providers need to demonstrate respect to the staff and management of gaining providers and provide necessary information about participants.

Gaining ProvidersA gaining provider has either had its market share increased or a new contract awarded in an Employment Service Area. It is important for gaining providers to understand the history of service provision and/or the current supports of new participants.

Survey results indicate gaining providers would do well to demonstrate empathy to the staff and management of relinquishing providers to better ensure provision of information that is going to make the transition and ongoing assistance easier for participants and employers.

Prioritising ParticipantsGiven the risk of disruption and the objective of open employment, relinquishing or gaining providers should pay particular attention to participants in the Post Placement Support or Ongoing Support phases. Where participants are studying there are more stakeholders

to consider, for example training institutions.

All participants should be connected with their new provider as quickly and smoothly as possible. They should also be prioritised for commencement, starting with those receiving Mobility Allowance and those tracking towards an outcome.

Participants in receipt of Mobility Allowance require an active Employment Pathway Plan in order to receive the payment. Those participating in a Compliance Activity or with participation requirements should come next, followed by participants referred but not yet commenced. Providers should make every effort to commence all transitioned participants within ten days to meet transition objectives.

It requires commitment from both service providers staff -

the relinquishing and transition provider. Some PWD can be severely affected by the removal of the person who has been majorly involved in their support during employment. Therefore it is vital that when meetings are held with the new provider that the relinquishing staff member attend and be willing to assist with a smooth transition.

- Quote from Survey

PPS & OGS

MOBILITY ALLOWANCE

COMPLIANCE ACTIVITIES

PARTICIPATION REQUIREMENTS

REFERRED, BUT NOT COMMENCED

ALL OTHER PARTICIPANTS

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It is important to get a good understanding of the communication preferences and styles of participants. One common misconception is that all people who identify as Deaf can read and write. Another is that every participant will open a letter that appears to be sent by the Government. If you are a relinquishing provider you need to consider how you communicate best with your participants and pass these strategies along to the gaining provider. The smoothest transitions occur when the participant, relinquishing and gaining providers have face to face conversations.

For many, a group session would work well, but for others an individual appointment would be more appropriate. The most important thing is that the participant understands how and why they are being transitioned to another provider. There are fact sheets and participant letters made available by the Department of Social Services that should be provided. However, providers should consider making this information available in a manner best suited to the individual participant.

This might involve using plain English, pictures or diagrams, or creating a video in Auslan. It can often help to include the logos of the relinquishing and gaining providers on such communications, along with a picture or screenshot of a map.

See example right:

Remember that graphics and diagrams don’t work for all participants, some will require larger text or another format. Many participants will understand the letter from the Department of Social Services.

It is also advisable to include information on the public transport or parking arrangements at your site. Some states will publish accessibility information about public transport stops (e.g. Stop 10, Tram 96), which should also be included, for example:

If you have staff that identify as Indigenous, with disability and/or speak other languages, this is also handy information to include to make things easier for participants. Some providers use centralised teams to

coordinate transitions, but whether you do this or not, it is important to ensure the participant has a contact phone number, email address and name of their new employment consultant if they have any queries.

For more information about making information accessible to people with disability see, for example: http://www.disability.wa.gov.au/Global/Publications/Understanding%20disability/Built%20environment/aip_printed_info_principles.pdf

EngagementBest practice demonstrates that the participant and employer first hear news of the transition from the relinquishing provider. The relinquishing provider is best placed to explain the changes to the participant. However the loss of business is understandably a difficult process, necessitating strong leadership from senior management.

Letting a participant know they will be transitioning to a new provider is best done face to face during a standard contact appointment. This affords the participant an opportunity to ask questions about the decision and understand their right to choose another provider in the ESA as part of the reallocation process.

To put it simply, the Department believes the participant has a better chance of getting work with another provider because they are

higher performing.

Information and explanation of the transition - not brochure but human interaction and engagement.- Quote from Survey

CRS Australia

Helped for work

Helped by CRS Australia

No more help by CRS Australia

New help

Helped by Disability Employment Australia

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DISABILITY EMPLOYMENT AUSTRALIA & DISABILITY EMPLOYMENT SERVICES

Refer to the participant fact sheets and letters on the Provider Portal for more information.

If you are unable to advise participants of the transition face to face, then other modes of contact need to be considered, remembering that many would have received a letter from the Department advising them of the change. The provider guidelines for the transition of business always contain a timeframe which lets you know when letters will be sent to participants. You may want to get in touch with participants by phone soon after this to help them understand the letter in practical terms, especially those participants receiving post placement and ongoing support services.

You could also consider sending an SMS or email to participants shortly after the date the Department sends letters advising of the transition. An example SMS message might read: Get a letter from DSS about changing providers? Give me a call on 03 9012 6000 and I’ll explain.

Information about providers All DES providers are required to include information on their Connections 4 Quality page, which has been designed to enhance participant choice of provider by making more information available about your service and links with employers. Relinquishing and gaining providers should refer transitioned participants to this information to increase familiarity with local services.

Disability Employment Australia has developed a free resource for the sector, inclusive of videos with employers, participants and practitioners as well as tools, to help providers with digital marketing and their Connections 4 Quality pages. For more information please visit: http://c4q.disabilityemployment.org.au

Information is also available on the Labour Market Information Portal to assist providers to engage people quickly, by letting them know your outcome rates for their particular disability type in comparison to other providers. This report is available here: http://lmip.gov.au/default.aspx?LMIP/DisabilityEmploymentServicesData/DESOutcomeRatesbyDisabilityType

Employment services peak organisations also have information on their websites to assist:

National Disability Services: http://www.nds.org.au

Jobs Australia: http://www.ja.com.au

National Employment Services Association: http://www.nesa.com.au

TerminologyIt is important to use appropriate terminology when communicating with participants. In previous transitions, some participants have been told that their provider is closing down, resulting in the provider having to make media releases that they were not

actually closing, rather one of their offices would be closing. Remember many DES providers deliver other non-employment related services, so learning that they are closing down can cause anxiety and stress for some.

The easiest way to explain why a person has been transitioned to another provider is to explain that the Department of Social Services believes they will have a much better chance of finding or sustaining work with a higher performing provider. Gaining providers need to be wary of terminology such as ‘your provider wasn’t good enough so they are being shut down’. A more positive message might be ‘we are keen to welcome you to our service which has been very successful in getting and sustaining jobs, which is why the Department changed your referral’.

Feedback from the survey suggests the least problematic transitions occur when there has been a joint meeting between the participants, their employers, gaining providers and any natural supporters.

Relinquishing providers have an especially important role in arranging and conducting joint interviews, it is very important to let gaining providers know about previous service provision so people do not have to constantly repeat their story, creating disillusionment with the system meant to help them. However, given the imperative to commence people as quickly as possible and economies of scale, flexible thinking is required around the format of the Joint Meeting. The Department of Social Services has indicated that Joint Meetings can have set formats, or a combination of formats:

• Face to face with the participant, relinquishing and gaining provider

• Group meetings such as morning teas or site open days

• Teleconferences or videoconferences

• Meetings between relinquishing and gaining providers without participant present

• Face to face meetings during normal contact appointment with relinquishing provider

• Meetings that include employers or educational institutions as appropriate

Our client got English text messages prior to being notified by us about the transition that said ‘[Provider] is closing down’ ... We had to make press releases that we weren’t closing down.- Quote from Survey

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What information should be provided?Keeping the transition objectives in mind, the relinquishing provider should prepare or deliver information that will ensure the gaining provider can quickly engage a person without having them repeat their story or history of activities. The Department of Social Services has suggested this information should include: current support arrangements; compliance activities; wage subsidy agreements; progress addressing vocational and non-vocational barriers; ongoing support arrangements and any other arrangements to support a smooth transition. Much of this information can be provided in a good quality Program Summary, but a face to face or telephone discussion commonly yields more insightful information.

During the meeting and despite the format, the gaining and relinquishing providers should discuss for each participant: their barriers to employment; current skills, attributes and strengths; roles and activities of post placement support and ongoing support; agreed job tasks and requirements; wage subsidy agreements and payment history; employer information only where the participant has provided written consent; safe work practices required and employee advocate / family contact information.

esources to assist with Transition and Joint MeetingsThere is a range of information and resources available from the employment services peak organisation websites that will assist the DES sector to successfully transition participants.

Disability Employment Australia: http://www.disabilityemployment.org.auNational Disability Services: http://www.nds.org.auJobs Australia: http://www.ja.com.auNational Employment Services Association: http://www.nesa.com.au

Placement Support PlanA template for a placement support plan can be found on the Employers’ Guide to Disability Employment Services: http://guide.disabilityemployment.org.au/files/employment_support_plan.pdf

Explanatory Video: https://www.youtube.com/watch?v=lTDsEEwBa-ABlank Template: http://guide.disabilityemployment.org.au/files/employment_support_plan.doc

Staying Well at Work PlanDisability Employment Australia has also developed a Staying Well at Work template for DES participants with mental illness:

Explanatory Template: http://disabilityemployment.org.au/file/601edbf0a8350b6c0374ceaa6e2337e5717ba5f4/mental-health-plan-template.pdfBlank Template: http://disabilityemployment.org.au/file/3682db74b60160bc3b6bb8c5a2e83411dda67fb2/mental-health-plan.docx

Disclosure of Mental Illness

Social Firms Australia has produced a guide for job seekers and employees around disclosure of mental illness in the workplace. Download: http://socialfirms.org.au/sites/socialfirms.org.au/files/product/SoFA_Job%20Seek_handbook_May12_F_web.pdf

Strengths, Skills and AttributesA tool for identifying current skills, strengths and attributes can be found on the Disability Employment Australia website courtesy of Stanford University:

Explanatory Template: http://disabilityemployment.org.au/file/59b5e066f36f575867204ab72b6f7c7cf3f00c2a/transferrable-employability-skills-form-sample.pdfBlank Template: http://disabilityemployment.org.au/file/0e5fc8586addbb14bd091d2b2681729de5cc5d35/transferrable-employability-skills-form.pdf

Clarifying Work ValuesA tool for clarifying work values can also be found on the Disability Employment Australia website courtesy of Stanford University:

Explanatory Template: http://disabilityemployment.org.au/file/d363df983509492a4f1c0e25e8651c5c3fd0f60d/clarifying-work-values-sample.pdfBlank Template: http://disabilityemployment.org.au/file/a65af75dfb563ef9fe173bf5fa15beb08167a0a6/clarifying-work-values.pdf

The transition from one agency to another will naturally be more smooth and seamless when the participant feels in control rather than being a puppet. Once the move occurs, there should be a handover process with both agencies, any support networks or employers involved. The transfer of online files and data is not sufficient.- Quote from Survey

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DISABILITY EMPLOYMENT AUSTRALIA & DISABILITY EMPLOYMENT SERVICES

Disclose and Seek InformationA template for securing permission to disclose and seek information can be found on the Disability Employment Australia website:

Explanatory Template: http://disabilityemployment.org.au/file/7a85a117cf21862446e12df5815eb92974853189/consent-to-disclose-and-release-personal-info-template.pdf

Blank Template: http://disabilityemployment.org.au/file/8e94b6a8089b20ca445fc35fc27d602265193c63/consent-to-disclose-and-release-personal-information.docx

Orientation and Safety ChecklistA worker orientation and safety checklist template can also be found on the Disability Employment Australia website:

http://disabilityemployment.org.au/file/dad55af5fa1db6981e7bb82fd82b8b3f05a6acb8/new-worker-safety-and-orientation-checklist.pdf

Program SummariesIt is recommended that a Program Summary is completed by relinquishing providers for all participants identified for transition. Disability Employment Australia has prepared an example of a good quality Program Summary:

http://disabilityemployment.org.au/static/media/Program_Summary_2.pdf

nderstanding market share and indicative caseloadsThe DES program is uncapped, meaning it has the capacity to service as many people with disability that meet its eligibility requirements. The indicative caseload report provides an indication of the numbers of participants expected to transition to your organisation. However, these numbers may change for reasons such as exiting the program, relocation or exercising their right to choose another provider.

Providers are awarded a share of business referrals, so if you had a 10% business share and there were 100 people eligible, you should expect 10 participants. Should the number of participants eligible in the ESA be 1000 you would expect 100. Participants can either choose their provider or the IT system will allocate one based on remaining market share, with contracts below 100% of market share prioritised. A contracts’ market share can stretch to 130% capacity. When a contract is at 130% capacity it is not eligible to receive new referrals.

As you have a share of a constantly changing stock of participants it is difficult for the Department to provide exact numbers in your indicative report. Refer to the fact sheet on the provider portal relating to how business shares are calculated for more information as the methodology can change depending on the type of tender or reallocation.

Providers are also eligible to directly register eligible participants on top of their contracted market share. This is a strategy providers use to grow their business, especially if they have relinquished participants to another provider, or their market share is above its tolerance.

Good planning ... we created a file for every client that was a transition file, it was a lot of work but we did it among all staff and specified what needed to be included by looking at transition guidelines, top of the list was gaining client consent for the information being shared.- Quote from Survey

Indicative caseload has been a VERY helpful tool.- Quote from Survey

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irect registrationsDirect registrations are on top of any contracted market share, meaning a provider can directly register a participant even when their market share is over its 130% tolerance. Direct registrations allow providers to activate those outside of the labour market, meaning people who are not available or looking for work. However, providers can also directly register people with disability who are in jobs that may become in jeopardy due to the impact of their disability.

The most common forms of direct registrations are those on the Disability Support Pension (DSP) or not on any income support, Eligible School Leavers (ESL) and Jobs in Jeopardy. Given the domino effect of an ineligible direct registration, providers must ensure they have a sound understanding of the direct registration guidelines.

Disability Support PensionThere are currently over 800,000 people receiving the DSP. At December 2014, there were 28,283 people receiving the DSP participating in DES, with the majority in DES-ESS. People on DSP make up around 17% of the DES caseload. The Productivity Commission cites evidence that over 50% of those in receipt of DSP want to work. So how can providers attract voluntary participants to your service?

• Word of mouth – seek referrals and leads from satisfied participants

• Engage with people with disability on social media• Engage with allied health services and local

general practitioners• Engage with Disabled Peoples Organisations• Have a strong value proposition statement• Employ people with disability on the frontline• Have a strong digital presence that promotes your

organisation• Engage with National Disability Insurance Agency

(NDIA) planners• Have a developed and operating Disability Action

Plan

Eligible School LeaversThe transition from school to work is challenging for all young people, especially those with disability. The DES program has the flexibility to work with young people with disability in their final year of school to assist with the transition into employment. It is important for providers to be familiar with the ESL guidelines. Providers need to ensure eligibility checks are correct or the provider may not be eligible for service and outcome fees. So how can providers attract students to your service?

• Engage with local schools• Participate in a Ticket to Work network• Word of mouth• Engage with National Disability Insurance Agency

(NDIA) planners

Ticket to WorkTicket to Work is creating employment opportunities for young people with disability across Australia. Ticket to Work is preparing students for the workplace and giving them an employment pathway that will ensure they successfully transition into work.

For more information: http://www.tickettowork.org.au/

Job in JeopardyJob in Jeopardy assistance is aimed at helping people with disability, injury or health conditions to remain at work. It is an early intervention strategy where the DES provider works with the employer and worker to help ensure both stakeholders have capacity to maintain employment. Often it is about helping the employer to understand and make reasonable adjustments so inherent requirements can still be met.

Job in Jeopardy can be used as a long-term strategy to engage employers, to better understand their recruitment needs, and to build disability confidence, by working with their existing staff. Providers can approach employers with solutions to real business problems. This approach can go a long way to translating good will into action the next time the employer is considering recruiting a person with disability. Supporting an employer to become disability confident can open doors for other participants and help build solid relationships with new employers.

Meeting with outgoing DES consultant was very beneficial to us to gain more background of the client and then having set 1 hour time frames with the job seekers to go over our business and how we will be servicing the client.- Quote from Survey

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DISABILITY EMPLOYMENT AUSTRALIA & DISABILITY EMPLOYMENT SERVICES

romoting your services to people with disabilityThe following table is an excerpt from the Connections 4 Quality Guide, which can be found at http://c4q.disabilityemployment.org.au. It can be used as a checklist to develop your value proposition as part of the transition process and to attract participants to your service, particularly when you are seeking direct registrations.

KEY TRIGGERS KEY MESSAGES & CONTENT OPTIONS

Likelihood of getting a jobPromotion of actual job vacancies.

News about recent job placements to promote success.

Partnerships with employers and what type of job role they have or are looking to employ.

Success with job seekers who have attained and retained jobs, their disability and job support requirements.

Success in terms of employment success rates both recent and in the long term.

You will listen to me and understand my unique needs

Talk about individualised approaches and provide examples of how you dealt with particular job seeker needs.

How you tailor your services to meet the individual job seeker needs.

Show how appropriate job options will be identified and fit with the job seeker’s unique skills and abilities.

You will help support and prepare me

Walk through the process. Provide online examples of the preparation process, such as preparation training and developing resumes, and applications.Provide online content that assists people prepare for interviews.

Brand awareness and trustYour Facebook, LinkedIn and other icons to show how many friends like your pages.

Compile short quotes, testimonials and case studies from job seekers.

Develop videos for YouTube. Consider sending material to media outlets for publicity.

You are in an easy-to-access location

Highlight public transport and parking options for job seekers and the conveniences of meeting locations.

Provide information on home visits and your organisation’s capacity to meet at other venues.

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romoting your services to employersThe following table is an excerpt from the Connections 4 Quality Guide, which can be found at http://c4q.disabilityemployment.org.au. It can be used as a checklist to develop your value proposition as part of the transition process and to attract employers to your service, particularly when you are seeking to promote Job in Jeopardy Assistance.

KEY TRIGGERS KEY MESSAGES & CONTENT OPTIONS

What will you do for my organisation

How you deliver positive business outcomes. What are they? Why are your services needed?How you minimise any potential negative business impacts.

What the DES provider can do to keep the client doing the right thing and help ensure the arrangement is successful for the employer.Access to funding and support - now and in the future.

Funding support calculation sheets.

Likelihood of successNews about recent job placements in similar industries.

Existing partnerships and successes with employers, including employer feedback.Relevant employment success rates, short and long-term.

What is done to help job seekers fit in to ensure the arrangement is successful for the employer.

Brand awareness and trustWhat referrals you have from other employers that have worked with you.

What are your corporate and brand credentials?

Staff skills and experience.

How your organisation worksDo you have an individualised approach and understanding of the specific needs of the employer?How you support both the employee AND the employer.

What written agreements and Employer Service Guarantees are provided?How responsive your organisation is to problems and how solutions to barriers are promptly delivered.

Screening and matching methodsHow you define selection criteria.

What your short-listing approach is.

How you ensure you only recommend suitable job seekers.

Contact details and call to action Appropriate staff contacts details are prominent on the Connections for Quality and your website.

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ransitioned participants and the performance frameworkThe star ratings system for DES sets out to answer two main questions:

• What did your contract achieve?• What was it reasonable to expect your contract to

achieve?

It is easy to know what a contract has achieved as this data is available through the DES Health Check or the Outcome Rates Report, available from Employment Services Reporting. It is not as easy to understand what is reasonable for your contract to achieve as this relies on the achievements of other providers, labour markets and individual participant characteristics. National average information for contracts that commence during a particular transition will be available to help you compare changes in performance to contracts that started around the same time. The performance system is relative, meaning one contract is compared to other contracts and assessed at how far or near it is to the average.

Expected performance is determined through a complex regression analysis that looks at the characteristics of every individual in the DES program as well as the labour markets in which they reside. There are a number of regression factors that feed into the analysis, for example, participants without a high school education who are long-term unemployed are much less likely than others with recent experience and qualifications to find work. This means the expected performance level is lower for those with higher levels of disadvantage and higher for those with lower levels of disadvantage – comparatively speaking.

Whether or not a participant is a transitioned participant is a regression factor that feeds into the black box of comparative performance. If a provider gains a caseload with participants in the post placement support phase it will have a high expected performance level for those participants, as they are already tracking towards an outcome. Expected performance levels improve at a faster rate for new contract.

The service clock is different from the performance clock. As the transitioned participant is new to your organisation you have had no time to work with them, therefore the performance clock starts at zero and starts clicking towards the thirteen and twenty-six week denominators only after commencement.

All DES contracts must be in operation for at least nine months, before their first star rating is calculated. After twelve months of operation, their star rating will be released publicly. Further information is available in the ‘DES Star Rating Methodology Advice’ available on the DES Provider Portal: https://ecsnaccess.gov.au/sites/SecureSitePortal/Documents/Current/DES%20Star%20Ratings%20Methodology%20Advice.pdf

taffing and caseloadsWith any reallocation or tender of business it is important to have the right staff ready to assist people with disability and employers. While caseload sizes are dependent on other resources within an organisation, the following table, based on anecdotal evidence, can be used as a rough guide to setting caseload sizes for each full-time equivalent. Where caseloads are on the higher side, dedicated employer liaison or on-the-job support staff commonly help out with that function.

DMS 40 - 60ESS 20 - 40

Managing redundancy

With any transition of business providers will need to either increase or decrease their staffing levels to manage their new business share. Jobs Australia has produced a guide for the employment services sector on managing redundancy.

This useful resource provides a summary of the issues associated with redundancy processes and assists managers to carry out these processes lawfully and fairly. A range of factors such as industrial minimum standards, organisational values and strategic management will influence the approach an employer should take when managing significant change, and in particular when there is the potential for jobs to become redundant.

This resource can be accessed here: http://ja.com.au/news/guide-leaders-resilience-during-tough-times

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Attracting new staff

The Department of Employment has created an Employment Services Industry Jobs Board on the Australian Job Search website. It has also created a guide to creating vacancies and finding employment services staff, which can be accessed here: http://www.jobsearch.gov.au/documents/employment%20services%20industry%20jobs%20board%20-%20employer.pdf

Members of Disability Employment Australia can lodge vacancies on our website that are distributed to over 2,000 subscribers working in and around the DES space. To lodge a vacancy: http://disabilityemployment.org.au/members/dashboard/add-job/

Along with online job boards like SEEK and CareerOne, the professional networking platform LinkedIn is a game-changer for recruiters. Disability Employment Australia moderates a DES discussion forum with over 2,000 members. You can lodge a job within this group (and wider throughout LinkedIn) here: http://www.linkedin.com/groups/Disability-Employment-Services-Australia-4504270?gid=4504270&trk=nmp_rec_act_group_name

ransition checklist for gaining providers

The following checklist can be used by gaining providers as a guide to creating your own transition checklist for each individual participant:

Set transition priority Relinquishing provider has informed participant

of the transition Reviewed information available in the IT system Appropriate terminology and messaging to new

participants Understands how to get to your office Understands right to choose another provider

and complaints processes Joint meeting format agreed and arranged Relevant information received from

relinquishing provider Reviewed Program Summary Joint meeting conducted Collect additional information as required

ransition checklist relinquishing providerThe following checklist can be used as guide to creating your own transition checklist for each individual participant:

Set transition priority Notified of the transition appropriately Reason for transition explained using

appropriate terminology and messaging Understands location of new provider Understands right to choose another provider

and complaints processes Program Summary completed Permission to disclose employment details

sought where relevant Joint meeting format agreed and arranged Relevant information prepared for gaining

provider Joint meeting conducted Further information provided to gaining provider

if necessary

Afford the participant genuine choice and control. Both providers need to be resourced appropriately. It works well when the two agencies have a similar philosophy in relation to Ongoing Support.- Quote from Survey

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DISABILITY EMPLOYMENT AUSTRALIA & DISABILITY EMPLOYMENT SERVICES

Disability Employment Australia in collaboration with the Australian Government has created a number of free resources for DES providers to assist with capability development of staff. Having a workforce ready to adapt to an increase of referrals, or to market services to build caseloads following a decrease of business is critical to meeting transition objectives.

Employers’ Guide to DES

The Australian Network on Disability and Disability Employment Australia prepared the Employers’ Guide to Disability Employment which aimed to help providers better understand what employers want from DES. This is a free resource. The interactive online learning website contains interviews with DES practitioners, tools and resources to help you with staff training: http://guide.disabilityemployment.org.au/

Employer Liaison Capability Framework

The Australian Human Resources Institute and Disability Employment Australia created the Employer Liaison Capability Framework which can help your Human Resources department or frontline managers with job specifications and recruiting the right people to liaise with employers.

A report is available online to help the DES sector better understand how recruiters and HR professionals seek to be engaged with, available here: https://disabilityemployment.org.au/file/c09c0975d1e3a5fe3ca5b76550eb262a1e58be77/employer-liaison-des-report-july-2012.pdf

The capability framework is show below:

esources to help DES providers achieve results

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DES Contractual Compliance Train the Trainer Kit

The DES Contractual Compliance Train the Trainer Kit can help front line managers and practitioners understand the Deed and the Department of Social Services approach to program assurance. It contains a workbook with over twenty activities, facilitators guide with model answers, power point presentation and an evaluation tool. The kit is available on the Disability Employment Australia website free of charge for all DES providers: https://disabilityemployment.org.au/events-and-training/training/item/2010/

Connections 4 Quality Digital Marketing Guide

The Connections 4 Quality digital marketing guide can help with digital marketing, it includes video interviews with providers, participants and employers as well as a toolkit. You can view the guide and its extensive content for free here: http://c4q.disabilityemployment.org.au/

Department of Employment Learning Centre

The Department of Employment hosts the online Learning Centre, of which some modules are mandatory for staff to complete in order to lodge outcome claims. The Learning Centre aims to provide information on the specific deliverables under the Deed and the overarching aims of the program. It is highly recommended that all DES staff complete relevant modules. The Learning Centre can be accessed through the ECSN website: http://ecsn.gov.au/ECSN/

DES Essentials – A Comprehensive Induction Package

Used by over 60% of providers, Disability Employment Australia has prepared DES Essentials, a comprehensive DES induction Train the Trainer Kit which consists of seven modules, all including workbooks with over fifty learning activities, and facilitator guides with model answers, power point presentations and evaluation tools.

The learning modules include: Disability and Australian Society, History of DES, National Standards for Disability Services, Finding Employment, Sustaining Employment, Role of Practitioners and the DES Deed. The full DES Essentials package investment is $1995 for members or $2995 for non-members. For more information on DES Essentials, including a short video on YouTube: http://disabilityemployment.org.au/events-and-training/training/item/197/

Employment Services Peak Organisations

In additional to Disability Employment Australia, other employment services peak organisations have resources on their websites that may assist providers.

National Disability Services: http://www.nds.org.au

Jobs Australia: http://www.ja.com.au

National Employment Services Association: http://www.nesa.com.au