38,085 research outputs found

    Making it work: a workforce guide for disability service providers

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    This guide provides strategies for disability service providers to draw upon when creating and sustaining a workforce of support workers to meet the aims of DisabilityCare Australia and implement the National Disability Insurance Scheme Act 2013. In particular, the Guide is designed to assist providers develop a workforce strategy that will enable support workers to: i)    support the independence and social and economic participation of people with disability ii)    provide reasonable and necessary supports, and iii)    enable people with disability to exercise choice and control in the pursuit of their goals and the planning and delivery of their supports. The essence of DisabilityCare Australia is to be supportive, responsive, flexible and creative. This Guide offers a wealth of ideas and practical suggestions without being prescriptive. It includes ideas relating directly to support workers as well as to their interactions with service users and their employing service provider, and there are varying cost implications. The Guide does not attempt to provide one integrated workforce management strategy. Instead, it is intended that providers will take away ideas to develop their own unique workforce strategy relevant to their environment and provider type. The aim of this guide is to contribute to the development of enthusiastic, competent and satisfied workers who will embrace the aims of DisabilityCare Australia and provide excellent support to people with disability. The Guide is organised around the following themes: Communication Organisational culture, values and expectations Recruitment Flexible, responsive and creative work Training, mentoring and support Recognition and incentives Career Pathways Authors: Dr Carmel Laragy, RMIT University Associate Professor Paul Ramcharan, RMIT University Associate Professor Karen Fisher, Social Policy Research Centre, University of NSW Karen McCraw, CEO, Karden Disability Support Foundation Robbi Williams, CEO, Purple Orange (Julia Farr Foundation

    How Resilient Are Our Societies? Analyses, Models, and Preliminary Results

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    Traditional social organizations such as those for the management of healthcare and civil defence are the result of designs and realizations that matched well with an operational context considerably different from the one we are experiencing today: A simpler world, characterized by a greater amount of resources to match less users producing lower peaks of requests. The new context reveals all the fragility of our societies: unmanageability is just around the corner unless we do not complement the "old recipes" with smarter forms of social organization. Here we analyze this problem and propose a refinement to our fractal social organizations as a model for resilient cyber-physical societies. Evidence to our claims is provided by simulating our model in terms of multi-agent systems.Comment: Paper submitted for publication in the Proc. of SERENE 2015 (http://serene.disim.univaq.it/2015/

    Towards a Smarter organization for a Self-servicing Society

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    Traditional social organizations such as those for the management of healthcare are the result of designs that matched well with an operational context considerably different from the one we are experiencing today. The new context reveals all the fragility of our societies. In this paper, a platform is introduced by combining social-oriented communities and complex-event processing concepts: SELFSERV. Its aim is to complement the "old recipes" with smarter forms of social organization based on the self-service paradigm and by exploring culture-specific aspects and technological challenges.Comment: Final version of a paper published in the Proceedings of International Conference on Software Development and Technologies for Enhancing Accessibility and Fighting Info-exclusion (DSAI'16), special track on Emergent Technologies for Ambient Assisted Living (ETAAL

    A new system for better employment and social outcomes: interim report

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    This report argues that fundamental reform of the architecture of Australia\u27s welfare system is needed to better capture evolving labour market and social changes, and proposes four pillars of reform. In December 2013, the Minister for Social Services, the Hon. Kevin Andrews MP, appointed an independent Reference Group to review Australia\u27s welfare system. This is the Reference Group’s Interim Report. Mr Patrick McClure AO chairs the Reference Group. The other members are Mr Wesley Aird and Ms Sally Sinclair. The Reference Group was supported by a Taskforce in the Department of Social Services in preparing this report. Executive summary Government cash transfer payments to individuals and families represent the most significant component of Australia’s social support system in expenditure terms. The Department of Social Services has policy responsibility for income support payments and supplements worth around $100 billion in 2012–13. This is a significant investment with a wide reach across the community. Changes to Australia’s income support system over time have resulted in unintended complexities, inconsistencies and disincentives for some people to work. The system is also out of step with today’s labour market realities and community expectations. The income support system is in need of major reform to deliver better outcomes for all Australians now and into the future. Long-term reliance on income support increases the risks of poor health, low self-esteem and social isolation. It can also have intergenerational effects. Children who grow up in households with long periods on income support are more likely to have poor education, employment and social outcomes. In contrast, employment generates clear financial, health and social benefits for individuals, families and communities. To maximise employment and social outcomes, and to remain sustainable over the longer term, Australia’s income support system needs to have a stronger employment focus. It should provide adequate support while encouraging more people to work to their capacity. It should also be simpler and more coherent. While reforms in recent decades have increased participation expectations for income support recipients, a more fundamental reform of the architecture of the system is needed to better capture evolving labour market and social changes such as the growth in part-time work and the increased labour force participation of women. The broader social support system should work in tandem with the income support system to assist those most in need. This includes well-functioning employment services, housing assistance, child care, and early intervention and integrated services for people and families with complex needs, such as homelessness, mental health conditions and drug or alcohol addiction. Reform needs to take account of recent developments such as the system of lifelong care and support for people with disability being introduced through the National Disability Insurance Scheme, the expansion of paid parental leave and the opportunities offered by new technology. It should also take account of effective interventions to support people who are vulnerable in the labour market, such as people with mental health conditions and people with disability. This report proposes four pillars of reform: Simpler and sustainable income support system Strengthening individual and family capability Engaging with employers Building community capacit

    State of the World's Volunteerism Report: Universal Values for Global Well-being

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    The focus of this report is on the universal values that motivate people the world over to volunteer for the common good and on the impact of volunteer action on societies and individuals. The authors advocate the power of volunteering to promote cooperation, encourage participation and contribute to the well-being of individuals and of society as a whole
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