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NRA Conference Business Transformation Basics workshop

NRA Conference Business Transformation Basics workshop.

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NRA Conference Business Transformation Basics workshop

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  1. NRA ConferenceBusiness Transformation Basics workshop I know it’s important but there’s too much to do!NDIS. CHSP. Consumer-directed care. Person centred approaches. Workshops, roadmaps, plans and more plans! With reforms coming at you from all directions how do you make sense of it all and ensure your organisation is ready to be part of the future community sector in Australia? Business transformation can be an overwhelming prospect but is integral to ensuring your organisation has a place in the future service system. While there are lots of resources and tools out there to help with this, it can be confusing and time-consuming to even work out where to start.This workshop explores the challenges of business transformation from an NDIS perspective. You will hear the experience and reflections from a service provider in the NSW Hunter Region pilot site and from a consultant working with community organisations to be “reform ready”. Each will offer their top five practical steps to take, with an “immunity to change” exercise to help you kick start your organisation’s business transformation.

  2. Ready, set, reform! Preparing for the NDIS – what to do right now (and what can wait for later)

  3. 1. Make a plan Purpose and Strategic Priorities Operational plan Work plans

  4. 2. Talk to your clients Tell them what you know Encourage them to talk to you and each other Find out what they are worried and/or excited about

  5. 3. Get verified Stepping stone to a quality management system Essential to becoming an NDIS provider

  6. 4. Know what you cost Unit cost is more than total funding divided by number of clients Work out what your cost drivers are and their value

  7. 5. Know your risks Financial viability IT and business systems Market demand

  8. WORKSHOP: immunity to change

  9. At the top of this first column, write your goal — something with a big payoff that you’re motivated to achieve. Below your goal, identify specific, concrete behaviors that will be required to achieve your goal. • Hypothetical example: Simone is a perfectionist. She stays at the office every night long after others go home; when she leaves, she takes work with her and some nights stays up working until 3 a.m. She doesn’t ask her colleagues for help because she doesn’t trust anyone else to do the job as well as she can. She knows she’s working too hard and wants her life back, but she can’t seem to change. • Simone’s primary goal might be to relax her perfectionist tendencies. Behaviors essential to creating a positive shift might include delegating and easing up on work. Column No.1:Your Goal

  10. This is where you list the behaviors that prevent you from achieving your self-improvement goal. Perhaps Simone, the perfectionist, lies when someone offers to help her. “I’m almost done,” she’ll say, as she loads reports into her briefcase to work on at home. Or perhaps she tells herself she’ll stop working at 10 p.m., but when she looks up from her spreadsheet, it’s well past midnight. • You might be tempted to simply say, “Aha, I’ll just alter those behaviors, and voilà, I’m done!” But don’t give in to that temptation. A technical change — simply changing the behavior — won’t get at the root of the problem; it won’t change your mindset and soothe your fears. Only an adaptive change, which the next two columns cover. Column No. 2: What You Do

  11. Typically, when you’re not doing something you believe would benefit you, it’s because you have “competing commitments” that are holding you back. These are typically rooted in the fears that arise when you read through column No. 2 and ask yourself: “If I imagine myself trying to do the opposite of this, what is the most uncomfortable or worrisome feeling that comes up for me? What makes not doing column 2 feel so scary?” • When Simone imagines delegating part of her workload to a coworker, for example, she worries that the results won’t be as good. She might also worry that if someone else does do the work, she’ll become less essential or less respected at work. So Simone’s “worry box” would reflect these fears. Her competing commitments? To be necessary, indispensable, respected. Column No. 3: Why You Do It

  12. The competing commitments listed in column No. 3 are typically the result of some “big assumptions.” These are ideas we hold to be true even though, until we challenge them, we have no way of knowing for sure. • One way to uncover our big assumptions is to apply “If ____, then ____” thinking to our competing commitments in column No. 3. • Simone’s assumption might be something like: “If I weren’t admired and seen as essential, then I’d just be average. I’d cease to be special.” • You’ll know you’ve hit on a big assumption, when you feel a sense of “oh, this is why I’m stuck” — even if part of you can see the assumption as flawed or at least questionable. Column No. 4: Assumptions

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