Assisting Change - Questions and answers

View questions and answers from the supplier briefings for the Assisting Change programme and Request for Proposals (RFP).

Questions and answers from the January supplier briefing

What are the expectations for where the referrals would come from?

The Whaikaha Quality and Performance team will make decisions on referrals to Assisting Change. The service will be targeting based on presenting issues. There may be several ways we might learn that a provider could benefit from advisory support e.g. through other existing quality mechanisms such as incidents or complaints, from the findings and recommendations of developmental evaluations.

We want Assisting Change to be a positive relationship-based support, negotiated between the provider and Whaikaha. The Quality Team will refer a provider to the brokerage service with a request for an advisor focused on the specific quality need. The brokerage will then find the advisor that best matches the provider and their quality needs.

Is this similar to accreditation?

No, Assisting Change is not the same as accreditation or certification against Ngā Paerewa.

The Whaikaha Development Evaluation processes are a key part of our quality processes and check provider performance against their contracts. The evaluation tools used illustrate what Whaikaha and the evaluation agencies contracted to do developmental evaluation look at in terms of quality, and what areas the Assisting Change service may support providers to improve in.  

How often does that developmental process occur?

The frequency of developmental evaluations varies depending on service type, risk of harm to the disabled persons or tāngata whaikaha Māori, and feedback through the quality system. For the higher risk service types we try to achieve a three yearly cycle.

How are we going to manage this type of demand/budget?

Whaikaha would like to see in your proposal what it would take to run the brokerage service and what connections you have and plan to make to ensure you develop wide advisor options who can be connected to providers.

How you build a strong brokerage service that can provide these services is critical. The advisor work will be unique, based on the provider, the geographical area and the presenting issues and we cannot predict the workflow. With the budget we will work together to see how the process evolves.

As there is a broad range of issues, does Whaikaha have a sense of where there is the greatest need for this service?

The range of issues that an improvement advisor may support the provider on will vary based on the needs of each provider. For example, it could cover areas such as safeguarding practices, governance, incident and complaint management, enabling self-determination, culturally appropriate practices, or organisational management issues.

We are doing some analysis of common issues and trends that are emerging through the current quality mechanisms which, once complete, can be used to help the successful supplier set up their network of advisors.

An advisor will be focused on service level quality improvements, rather advising on an individual case relating to a single disabled person. For an individual issue, there could be other responses needed, e.g. people might get linked in with the People for Us peer worker service.

Is there an expectation in this work that advisors will be providing this training, or will there be funds outside this work?

There is no extra training budget and training is generally seen as outside the scope of Assisting Change. Providers are expected to fund their own training as part of their contract.

If a developmental evaluation report contains recommendations or requirements, would this create a conflict of interest if the developmental evaluation agency is also providing Assisting Change?

This is a potential conflict of interest. How you would manage that should be discussed in your proposal. One control in this situation is that the Whaikaha Quality and Performance team make decisions on what work is referred to Assisting Change.

How long are advisors expected to be on the ground for before fading out?

How long advisors are alongside a provider will be dependent on what the issues are, so it is flexible and situation dependent. There could be a level of intensity before reducing out. In general, it is envisaged this is a relatively short-term advisory service with agreed focus, deliverables and milestones.

What are the opportunities for other parties to refer providers to Assisting Change?

All referrals will be mandated and directed through the Whaikaha Quality and Performance Team. The detail of the process will be worked out in the development in the contract.

What if the provider isn't wanting the Assisting Change advisor?

We are aiming that the advisory support is mutually agreed. Whaikaha does have the powers under contract to compel the provider to accept the advice. Compelling would be a last resort.

Is the brokerage to be national or regional?

We want Assisting Change to be available nationally, and it could be delivered regionally and locally, including in rural areas.

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Other questions

Question on whether quality system designs will be pre-determined

Question: Will the design of the quality systems (including evaluation processes) and/or key frameworks to align with (such as the Enabling Good Lives principle) be pre-determined or will successful organisations be able to consider these designs/make recommendations?

Answer: Growing Voice and Safety Assisting Change is one small part of Whaikaha overall quality system. As outlined on our website and in the RFP documents Whaikaha has three pou within which all developments are anchored - Te Tiriti o Waitangi, The United Nations Convention on the Rights of Persons with Disabilities and Enabling Good Lives. All design work occurs within these pou.

Question on incorporating diverse worldviews

Question: Is there space to incorporate diverse worldviews (e.g., cultural) in the design and implementation of quality systems (including evaluation processes)? The EGL principles don't always resonate with the (cultural) worldviews of all disabled people so it would be ideal if the quality systems are flexible or can be customised.

Answer: Diverse world views are always welcomed. The pou of Whaikaha have been endorsed by diverse groups of disabled people, tāngata whaikaha Māori, families and whānau and providers, over a number of years and developments.

Is there an expectation for engagement with the Disability Advisory Groups within Whaikaha and/or Enabling Good Lives?

Yes. The Growing Voice and Safety Project has, and continues to be guided by the Insights Alliance, one of the Whaikaha partnership groups. Once the service is implemented the successful supplier will need to ensure ongoing local relationships with the disability community.

Question on the budget range

Question: Please could you provide an indication of contract value/budget or a budget range? This will be important for us to get a sense of Whaikaha's idea of a proposal that offers value for money, particularly given the significant contract term.

Answer: The budget for this service is subject to final budget decisions by Ministers, and will be confirmed when the contract with the successful supplier(s) is agreed. Whaikaha is estimating a budget of around $0.36M for the first full year of the service (From July 2024 to June 2025), with the assumption that further budget increases would be needed to scale the service up in future years to support an increased number of providers.

Question on what skills the provider needs

Question: The skills needed to support organisations to improve their quality, and the organisational areas of improvement needed, are potentially broad. Are you expecting that a successful provider needs to be able to a broker and provider all of the skills needed, or can they provide some subset of specific capabilities?

Please clarify if the list of capabilities below captures the range of skill sets you are expecting from the Assisting Change/Advisory services, and whether you require one single provider to broker all of these:

• Service quality – reviewing and providing advice to providers on best practice in addressing quality issues (e.g. critical incidents, death events) – i.e. providing the expert and clinical advice on how services should be delivered
• Service improvement – supporting organisations implement service improvement (process change and continuous improvement)
• Business functions – advice of business functions to ensure effective operations and sustainability
• Organisation capability – business and service planning, workforce development etc
• Culturally appropriate support for Kaupapa Māori and Pacific Providers

Answer: Whaikaha is seeking one or more brokerage services who can nationally provide or contract a wide range of advisors to assist providers. We do not see the brokerage service providing all the direct advice to providers. Provider needs will vary and could potentially cover the broad range of issues you raise.