As part of our Conversation Series, we sat down with Strategy and Business Development Executive, Daniel Kyriacou, who oversees business growth and strategic initiatives at Achieve Australia.
He talked to us about how he helped to launch and run the community campaign to bring about the National Disability Insurance Scheme (NDIS).
So Daniel, what drives you and what are you passionate about?
I want to help empower people who don’t have a voice or who may be marginalised in our community so that they can have more control over how they live their lives. On the campaign for the NDIS, I worked with thousands of volunteers across the country.
We focussed on getting people with disability and their families to speak up and be heard. I got to create a national audience willing to listen to the disability community talk about the challenges they faced but also their dreams and aspirations. I am passionate that if we get it right, the NDIS can be the vehicle that enables the disability community to achieve their ambitions.
”We should be market leaders in how we share information and respond to the needs of the people we support and their families. If we get that right, success will be measured in the positive way the people we support, their families and our staff talk about us and feel about our organisation.Daniel Kyriacou
So, you started off working in the disability sector during a crucial moment in time?
Yes, I was given a very important role to create a community campaign to change the way Australia funded disability supports. The campaign resulted in the creation of the NDIS. I worked with a skilled campaign team to develop new ideas that would get politicians, the public and the media on board. The campaign made people talk and collaborate. Ultimately, this two year campaign developed my passion for the disability sector.
What’s in store for the future in your division?
Our focus is to innovate and continuously improve our business. In the first part of 2019, my team is focussed on new programs and ways of working in the areas of Day Programs, respite and in regional NSW. We start each project by asking four questions:
- Is the way it’s always been done the best way?
- Are our systems, processes and structures helping or hindering our work?
- Can we allocate the resources we have in a way that delivers better outcomes for the people we support?
- Are our products and services that we deliver right for the locations and people we support?
I also oversee our communications team who engage with our stakeholders. We are also focussed on improving all touchpoints with our stakeholders.
What does success look like?
We are not interested in being the biggest or most profitable, other service providers can measure success like that. We are focussed on being the best. We need to be market leaders in quality of service. That’s a given, but it’s not enough. I want our services to set the bar. They should be empowering, innovative and engaging. We should be market leaders in how we share information and respond to the needs of the people we support and their families. If we get that right, success will be measured in the positive way the people we support, their families and our staff talk about us and feel about our organisation.