Post-Tender Recovery

After a whirlwind of tender and grant submissions, many organisations find themselves at a crossroads: the intense pressure of deadlines has eased, but the work is far from over. What should Disability Employment Service (DES) providers do now to ensure they are positioned for success when the new contracts are announced?

In our latest blog, Paul Diviny, Founder and Director of Prospert, and Peter Bacon, CEO of Disability Employment Australia, share five valuable steps you can take now to manage this critical transition period effectively.

This article is part of our new series – The DES Roadmap – from Tender to Transformation. While it draws on insights following the DES tender, the steps outlined here are helpful for any employment service providers going through a period of change or preparing for new opportunities.

Step 1: Take a breath

Submitting a tender is no small feat, often requiring months of pre-tender preparation and an intense tender submission process. As Peter Bacon advises, “Take a moment to reflect, to reconnect with your colleagues, your friends and family right now. It’s a worthy thing to do, and you should feel no guilt over doing that.”

However, both Peter and Paul caution against letting this pause last too long. Paul says, “There’s a balance. You’ve got to take a break, but at some stage, you need to start turning your attention to what you can line up before Christmas. So, when January rolls around, you’ve already done the thinking, and you’re ready to hit the ground running.”

Step 2: Prepare for January

While enjoying the breather, this is also the perfect time to plan. By January, organisations should have a clear roadmap for the months leading up to the contract’s implementation. Peter explains, “You’d want to have your plans in place for January. So, you get back, your teams are back, and you know what you’re working on straight away. That would be a good milestone to aim for.”

Step 3: Reflect on the tender commitments

The tender commitments you’ve made aren’t just promises—they are roadmaps for service delivery. Paul emphasises, “Providers should look at their tender commitments and ask themselves, have we got that in train already? Testing your model now gives your customers and employers a chance to experience it and ensures you’re prepared for what’s coming.”

Step 4: Focus on staff and capability development

The post-tender period is an excellent opportunity to invest in your staff’s professional development and ensure your team is equipped to meet new requirements. As Peter highlights, “Think about how you’re training your staff. There’s high-quality training out there, but if you’re rolling out something very specific, what’s your plan to train your staff in it? That needs to start right now.”

This is where Prospert can support your organisation. Our tailored training programs help providers get ready for the New Specialist Disability Employment Program with an emphasis on employer engagement. Our training packages include:

• Effective Employer Engagement: A comprehensive online course guiding teams through a 7-step framework to build and sustain employer relationships.

• Leading Employer Engagement: Designed for regional leaders, this program focuses on best practices for employer engagement and team leadership strategies.

• Strategic Business Development: A dynamic course for senior managers that equips them to navigate partnerships, growth opportunities, and diversity-focused initiatives.

With the right training, your team will be well-prepared to deliver outcomes that exceed expectations.

Step 5: Start building employer relationships

Employer engagement is a cornerstone of success for disability employment service providers. Paul advises providers to “map out your market, identify employers you’ve spoken to during the tender process, and begin translating those conversations into action.”

The post-tender period is not just about recovery; it’s about recalibration. By combining reflection with strategic planning, DES providers can position themselves to excel in the upcoming contracts. As Paul sums up, “The organisations that use this time wisely will start 2025 not just prepared, but ahead of the curve.”