Understanding market changes

Coronavirus, stock exchange losses, countries going in to lockdown, businesses being shut down, stock shortages in the shopping centres.Market changes image

We live in unprecedented times with the business models of decades’ old organisations quite literally changing overnight.

The radical changes we have seen over the past few weeks have demonstrated the speed at which market dynamics can change, and the need for businesses to respond quickly.

Boards and management teams are needing to respond with urgency to scenario plan and make decisions with imperfect information as the situation unfolds.

The markets that we operate in and the customers we serve are always changing. Whilst the speed of change is not necessarily what we have seen recently, now is a time not just to focus on the immediate crisis at hand, but to think about how to structure management and board meetings so that market changes form part of the regular and ongoing conversation.

From our experience, we observe that management reports typically fall into one of three different categories:

  1. Activities completed or in progress in the week or month.
  2. Business KPIs which are typically backward-looking and reviewed to ensure the business metrics are on track, trends can be identified and corrective actions put into place. e.g. finance, HR, work health safety.
  3. Progress against the strategy which is often a table that lists out the: goals/objectives, comments on the status against them and an indicator (e.g. traffic light).

As part of aspiring to best practice, any discussion of the strategic plan and, in this case, progress against the strategy, is worth including an item to identify and (as required) discuss any changes to the market conditions.

The review of market changes can often be addressed simply with a few bullet points and identifies by exception, any material changes in the market environment since the last report. It is important to identify both what is going on in the external environment and the potential impact on the business.

Sometimes, where a significant change is occurring or has occurred, it might be appropriate to include a white paper or an article talking about the change, or set up a special meeting to consider those changes. A major technology change; action such as a significant merger or acquisition by a supplier, customer or competitor; or change in government/stakeholder funding might lead you to establish a separate meeting of the Board or a sub-committee like risk/finance.

Within the disability sector, we have seen changes every few weeks or months that impact on organisations. Changes to the NDIS price guide, the Royal Commission and new quality and safeguarding requirements are just a few recent examples.

Making a report on market conditions a regular part of the board reporting template can help to keep the Board and management team coming back to the important strategic matters, and not to just be stuck in the operational issues.

Next month we will share more about some tools that can be used to analyse and better understand your market.

If you’d like any assistance with reviewing your market environment, please contact Andrew for an obligation free consultation.

 

Andrew Ellis
Business Consultant
Email: aellis@cbb.com.au
Phone: 1300 763 505

 


First NDIS grant opportunity in 2020

Over the last months CBB has been supporting organisations across South Australia to learn more about the Information, Linkage and Capacity Building (ILC) grant opportunities through image of grants written on paperwebinars and workshops. In our ILC Ready one on one support program we have assisted 20 organisations to identify needs in their communities, create a vision for change, and design and plan a project for social impact.

On the 10 March the first ILC grant round for 2020 opened, inviting organisations to apply for Individual Capacity Building grants (ICB round 2). A total of $ 85 million is available for projects for a period of up to two years.

 

What do ICB grants achieve? 

Projects need to ensure that people with disability have the skills and confidence to participate and contribute to the community and protect their rights through an increase in

  • Skills and capacity
  • Motivation, confidence and empowerment to act
  • Participation and contribution to community.

Grants must be developed and delivered in collaboration with people with disability and need to be for the primary and direct benefit for people with disability.

 

Who can apply for an ICB grant?

  • Disabled People’s Organisations
  • Family Organisations
  • Priority Cohort Led Organisation

As in round 1, the ICB grants are designed to support the work of Disabled People’s Organisations who are run by and for people with disabilities and strongly align with the social model of disability. The majority of paid staff (or volunteers in the absence of paid staff) need to be people with disability. Alternatively the Board needs to have more than 50% members living with a disability. To make applications easier, the NDIA has simplified the assessment criteria and thankfully published an easy read version of the grant opportunity guidelines. Grant Connect however lists 28 grant documents relating to this grant under GO3770, and finding the easy information poses a challenge.

The grant is also open for applications from Family Organisations. Yet, the definition of Family Organisation has changed from previous grants. Family Organisations are now defined as organisations that support and enhance the health, wellbeing, capacity and resilience of families and carers, and design and deliver supports or services for families and carers. Organisations supporting families (and not people with disabilities) were excluded from previous grant rounds and are now strongly encouraged to apply. Family organisations however will require over 50% of staff members that are carers and more than 50% of board members to be carers. This may pose a barrier for many organisations supporting carers and families. We believe that this is to ensure that the program is available to smaller disability organisations that are not NDIS providers or where NDIS provision is only a small part of their business. However the current funding environment means that there are few organisations who will fall into this category.

As in the previous ICB grants Priority Cohort Led Organisation are also invited to apply. For Aboriginal and/or Torrens Strait Islander communities, Culturally and Linguistically Diverse and LGBTIQA+ communities, the selection criteria have tightened.  More than 50% of staff members and 50% of board members need to identify as part of the priority cohort.

New to the list of Priority Cohort Led Organisations are organisations supporting children and young people (0-24 years) and people experiencing homelessness or at risk of homelessness. For both, the organisation only needs to demonstrate a history and a long-term commitment to supporting children or homeless people.

 

What are the NDIA’s funding priorities?

The last ICB round was highly competitive, with almost 500 applications seeking over $210 million. Only one in five applications were successful – a total of 105 grant recipients across the country.

The NDIA’s funding priorities for this grant round are regions, cohorts and organisations not funded in the first ICB round. Given children or homeless people with disability were no specifically invited in the previous rounds, we anticipate to see the approval of eligible projects supporting these communities.

The NDIA also strongly invites organisation to re-apply who had funding in the 12 month interim DPFO funding round but were not successful in the ICB round 1. The funded list of activities now includes activities that scale and extend the scope and/or coverage of previously funded ICB activities which demonstrated effective outcomes. Continuity of support is crucial for people with disability and organisations and we sincerely hope that the change in eligibility criteria does not prohibit these organisations from applying in this grant round.

 

How much funding is available?

Eligible organisations can apply for small grants starting from $10, 000 to $25,000 per year or larger grants in between $100,000 and $500,000 per year. Organisations should take notice that the total application budget should not be more than 125% of the average annual organisational budget for the past three years. This will limit the scope of work for many organisations however, it does give grassroots movements the chance to apply for some funding. Applicants for small grants only need to address two selection criteria. Organisations applying for the larger grant need to submit a more comprehensive application addressing three selection criteria.

Disabled People’s Organisations and Family Organisations that are applying for an ICB grant can in addition also apply for funds for Organisational Capacity Building, up to $50,000 per year. This will allow many to grow their organisation capacity e.g. though upskilling their staff, volunteers or board members. Applications for Organisation Capacity Building funds alone are not permitted.

 

What will increase your chances for funding?

We recommend you should start with the grant guidelines and carefully analyse the eligibility criteria. Also, critically assess if the NDIA is the appropriate funding body or should your program be funded by a different agency or department such as health or education? There is also a helpful summary of Question and Answers available on Grant Connect. Ensure you explain the specific need for people with disability in your community and that you have evidence for this need. Demonstrate how the project will create the outcomes that align with the grant objectives and that your planned activities align with grant guidelines and are for and with people with disability. Do not copy with what is already done elsewhere. The NDIA is looking for great innovative ideas that your organisation will be able to deliver. It is always better to start small and to grow slow but steady. Plans that are too ambitious could be considered high risk or not delivering value for money and could miss out on funding. If entering into partnerships, it is important to explain how these partnerships will enhance the outcome of the project and who will be doing what.

 

What if you are not eligible to apply?

We expect to see two more ILC grant rounds this year.

The Economic & Community Participation grant round 2 is expected to open in April 2020. The grant will offer three application streams: Economic Participation, Social and Community Participation and Activating Community Inclusion. Projects should commence in August 2020.

The Mainstream Capacity Building grant round 2 is anticipated to open in May 2020. The program aims at enabling service systems to be more accessible and inclusive and will start from September 2020. Given the first round focused on Health Services we expect a different priority focus this year.

There are no future rounds planned for the National Information Program.

CBB’s ILC Ready program was kindly funded by the South Australia’s Department of Human Services through its NDIA Community Inclusion and Capacity Development Grant.

Please visit our website for more information on ILC and watch our free webinars.

If you have questions or require support or if you would like to discuss ideas and priorities for your Organisational Capacity Building application please contact CBB’s Business Consultant Dr Ellen Schuler.

Dr Ellen Schuler 
Business Consultant
Email: eschuler@cbb.com.au
Phone: 1300 284 364

 

 


Five steps to protect your organisation from cyber risk

Former Director of the FBI Robert S. Mueller, III, made the famous quote that:

“There are only two types of companies: Those that have been hacked and those that will be hacked.”

And others have since moved to suggest that the quote should now be: “There are only two types of companies: those that have been hacked and those that don’t know they have been hacked.”

It is unfortunate that not for profit organisations are sometimes the target of a cyber-attack. Given that not for profits often hold a lot of personal data, they can be seen as a soft target. Attackers also don’t need to have a lot of data about a person in order to perform identity theft, so the consequences can be significant if personal data is stolen.

Being the subject of a cyber attack can have wide ranging impacts on the organisation; including damage to reputation, financial losses and an inability to service clients during any downtime caused by the incident.

On 28 February 2020, the Office of the Australian Information Commissioner (OAIC) released the latest Notifiable Data Breaches Report on the period July to December 2019. A few key statistics and observations can be made from the report:

  • Nationally, there are approximately 80-90 data breaches per month which are “eligible”* and are reported to the OAIC
  • Malicious or criminal attacks (including cyber incidents) are the leading cause of data breaches, amounting to 64% of all notifications in the past six months
  • About a third of breaches are the result of human error
  • The health sector has the highest number of breaches
  • Most data breaches affect less than 100 individuals, showing the vulnerability of smaller organisations, including not for profits
  • The most common data which is involved is personal contact information.

*Under the Notifiable Data Breach legislation, it is an “eligible data breach” where:

  • there is unauthorised access to or unauthorised disclosure of personal information (or the information is lost in circumstances where unauthorised access to, or unauthorised disclosure of, the information is likely to occur)
  • a reasonable person would conclude it is likely to result in serious harm to any of the individuals whose personal information was involved in the data breach, and
  • the entity has not been able to prevent the likelihood of serious harm through remedial action.

If an entity suspects that an eligible data breach has occurred, they must undertake an assessment into the relevant circumstances, notify affected individuals and the OAIC as soon as practicable.

Ensuring that your systems are secure is fundamental to data security, but human error also presents significant risk.  Human error can involve a staff member inadvertently opening a phishing email or clicking a link to a suspicious website. One of the other sources of data breach can be, for example, when a staff member accidentally selects the wrong email address and sends an email with personal details to the wrong person.

Cyber risks are often one of the risks that are identified in a risk assessment, but many organisations struggle to know what to do next to mitigate those risks.

Five steps to mitigate cyber risk

Not for profit providers can take these steps to prepare now and mitigate the risk:

  1. Ensure that cyber risk scenarios are identified in the organisation’s risk assessment.
  2. Look at your people and the role of training in mitigating the risk– it’s important that employees understand how to detect and report threats, protect their devices and the organisation’s data.
  3. Preventative technologies and processes – encryption, secure backups, multi-factor authentication and modern hardware/software will all help to minimise the risk of data loss.
  4. Review relevant policies and preparation – plan ahead by ensuring you have an up to date privacy policy, data breach policy and data breach response plan, and undertake simulation exercises to test management.
  5. Work with a specialised external consultant undertake an independent security review and penetration testing.

CBB consultants have had experience in helping organisations plan their risk management activities. If you’d like assistance with risk management, please contact:

 

Andrew Ellis
Business Consultant
Email: aellis@cbb.com.au
Phone: 1300 763 505

 

References:

  1. October 2019 AICD Magazine – What boards can do in the event of a cyber breach
  2. OAIC Notifiable Data Breaches Report: July–December 2019
  3. OAIC Notifiable Data Breaches Scheme 12-month Insights Report

New ILC grant round open – Individual Capacity Building

NDIA’s ILC Investment Strategy has funding secured for Information, Linkage and Capacity Building (ILC) projects until 2022 and it’s time for another round of ILC grants.

The Individual Capacity Building (ICB) grant (round two) is expected to open for applications in just two weeks. Applications will close on the 22 April 2020.

Total funding available:  $85 million (GST excl.)
Project commencement: August/ September 2020
Project period: up to two years

Who can apply?

  • Disabled Peoples Organisations (DPO)
  • Family Organisations (FO)
  • Priority Cohort Led (PCL) organisations (Aboriginal & Torrens Strait Islander, Culturally and linguistically diverse groups, LGBTIQA+ communities)

The definition of the eligible organisation types will slightly vary from the first grant round. The NDIA has promised simplified grant opportunity guidelines and a simplified application form in plain English. The application guideline will inform organisations about the structure and questions they need to prepare for the grant applications.
Funding Priorities are cohorts and organisations in regions that were not funded in ICB round one. Also, organisations that were successful in the 12 month interim Disabled People and Families Organisations funding round and not successful in ICB round one will be prioritised.

Funding amounts per year:

  • Small grants $10 -25,000
  • Large grants $100 – 500,000

Applicants for small grants need to address two selection criteria in their application. Larger grants require a more comprehensive project proposal and answer to three selection criteria.

Disabled Peoples Organisations and Family Organisations applying for ICB can also apply for additional funds for Organisational Capacity Building, up to $50,000 per year.

Tips for successful grant application:

  • Do not duplicate already existing resources.
  • Check if the NDIA is the appropriate funding body or if the program should be funded from another source.
  • Ensure there is evidence of need and claims are substantiated.
  • Ensure people with disability are involved in the project.
  • Demonstrate how the projects aligns with the social model of disability.
  • Start small and create something that can grow bigger and can be copied elsewhere.
  • Always read the grant guidelines.

Favourable are:

  • Great innovative ideas addressing a need in your community.
  • Project and outcomes that are sustainable in the long term.
  • Collaborative partnerships that are leveraging of each other.
  • New and emerging cohort.

To develop a strong application, applicants are required to address the following questions:

  • What makes a strong application?
  • Who will you target?
  • What will you do?
  • Why is there a need for the activity?
  • Where will you deliver the activity?
  • How will the activity be developed, delivered and evaluated?
  • When will the project be delivered?

The last ICB round was a highly competitive grant round, with almost 500 applicants seeking over $210 million. Approximately one in five applications were success (to total of 105) with a funding amount of $105.875 million. Most applications were submitted in NSW (143) and Victoria (116). In SA 7 out of 38 applications received funding.

We expect to see further ILC grant rounds this year:

  • The second Economic & Community Participation grant round will offer three application streams: Economic Participation, Social and Community Participation and Activating Community Inclusion.
  • The Mainstream Capacity Building grant round two aims at enabling service systems to be more accessible and inclusive. Given the first round focused on Health Services we expect a different priority focus this year. At this stage there are no future rounds planned for the National Information Program.

For more information on ILC grants please visit ILC Ready and watch CBB’s free webinars. For questions or assistance or if you would like to discuss your Organisational Capacity Building application please contact:

Dr Ellen Schuler 
Business Consultant
Email: eschuler@cbb.com.au
Phone: 1300 763 505

 

 


Why not for profits need to plan the year ahead

 

man asking where next

At this stage of the financial year, the thought of planning the financial year ahead has probably crossed your mind. If your organisation has a formal planning process that is in place for the start of every calendar year, you may have started planning already.

Before we go into planning mode, or agonise about the mere thought of doing any sort of planning, is planning ahead even useful? Is it just a waste of time?

Below are three reasons that planning is not a waste of time, but a valuable exercise.

 

Opportunity to be proactive

In today’s connected world we are constantly being pulled in a million and one different directions. We receive endless updates about legal changes and Government funding; our clients have many different means to contact us and, of course, staff members have varying and changing needs to be addressed. All this to say, that in the middle of the working year, it is very easy, and at times difficult not to be, operating in a reactive state. This can be especially true of leaders of organisations.

The planning process however provides us the opportunity to be proactive. When beginning the planning process, particularly planning for longer periods such as a year or two rather than a week or two, our minds move towards exploratory, opportunistic type questions such as ‘what do we want to achieve’, rather than reactive type questions such as ‘what needs to be done’. After all, if you ask somebody what they plan to do in the next 12 months you may get a proactive response such as ‘achieve xyz’, whereas if you ask them what they plan to do in the next week you may get a more responsive type answer, such as ‘finalise our client report’, which is due the following week.

Planning allows us for a brief moment to put the day to day tasks, that form part of our lives, to one side and ask ourselves a handful of longer term, more meaningful questions.

 

Revisit what’s important

What is important to your organisation? Why does your organisation exist? What problems are being solved and what needs are being addressed?

These are the type of questions that are able to be asked in the planning process, when the day to day tasks are momentarily put on hold. These types of questions, with the big picture in mind, allow you to revisit what’s important to both you and the organisation.

When revisiting what’s important, there are two timelines in which we must consider. What is currently being done and what needs to be done.

When reviewing what is currently being done, consider the day to day tasks that are being undertaken, but that you feel do not necessarily align with the organisation vision and/or are not the most efficient use of resources. Tasks may include pursuing and completing work that at one time was in line with your organisation’s mission, but overtime has changed and is no longer as aligned as it once was. Other examples may include an inefficient use of employees’ time or archaic systems that unnecessarily waste time.

Are you happy with the current state of play? Are there things you would change in your own work and that of your organisation?

In looking to the future, questions can be asked about the type of organisation you want to be and what you’d like the organisation to achieve. This an opportunity for aspirational thoughts to flourish. It is difficult, if not impossible, for the mind to wonder and for you to imagine what your organisation could achieve, and the impact it could have, when you are in the middle of your day to day activities. Planning allows you to take a longer term horizon. The practical consequences are that you can plan actions for the year ahead, that lay the foundations for your longer term goals.

 

Improve performance

Planning has the potential to improve an organisation’s performance by providing an opportunity to focus on how best to allocate resources, how to solve key problems and by bringing improved focus and efficiencies to staff and leaders.

Allocation of resources

With the opportunity to be proactive and revisit what’s important, an organisation is able to review where resources are being allocated and determine if this is the most efficient use of the resource/s in light of what’s important. All organisations have limited resources, particularly in terms of time and money. Even slight reallocations of key resources can impact overall organisational performance.

Solve key problems

Without planning, you risk just doing more of what you’ve always done, without regard to external market context, or internal changes. As market conditions evolve and internal changes occur, problems are likely to arise. Planning provides the opportunity for key personnel to work through and solve problems affecting the performance of the organisation.

Improved focus and efficiencies

Planning allows for a strategic roadmap to be created in which staff and leaders can align to. With an aligned focus on tasks and functional activities, efficiencies are inevitably gained. Furthermore, leaders who are equipped with a strategic roadmap and direction for the organisation are able to make better, more informed decisions in a more efficient manner.

 

If you’d like any assistance with planning, please contact 1300 763 505 for an obligation free consultation with one of our Business Consultants.

 

Dimitri Matsouliadis
Business Consultant
Email: dmatsouliadis@cbb.com.au
Phone: 1300 763 505


Peer networking worth its weight in gold

If you’re someone who doesn’t have a professional online presence, you could be missing out on some valuable career or sector information. To keep in touch with the latest news, what your contacts or competitors are doing and to join discussion groups with like-minded individuals, consider having a LinkedIn profile.

LinkedIn isn’t just a place to find a job. Its importance goes further than that. It has been specifically designed for the business community, so if you’ve been hesitant to be part of it, here’s a couple of reasons why you should reconsider.

You’ll be amazed at what you can find out

It’s a great way to get the latest industry news. Your connections, generally from your current industry or sector, will be posting articles and updates, and sharing content from the people or organisations that they are interested in. These appear in your news feed so it’s an excellence source of current information.

More connections could mean more opportunities

The more people that you connect with, the more business opportunities can arise. A business may advertise a tender or one of your connections might post an article about a project they are working on or a training program they’re involved with.  Any of these could mean opportunities for you and your organisation.

Find out more about prospective employers

LinkedIn is also a great place to research organisations. Most companies will have a page where they post updates and company news. You can also find out from looking at their connections who is employed there.

Sharing your point of view and teaching others

There are many public and private LinkedIn Groups that you can join. Think of these as virtual meeting rooms (or forums). These groups are great for people with shared interests, so you can share and grow your expertise and extend your network.

We’ve put this into practice with the launch of CBB’s NDIS Success program. NDIS Success aims to increase the supply of NDIS services in communities and will be delivered via webinars and online resources.

The NDIS Success LinkedIn group will allow participants to share their thoughts and ideas, offer assistance and ask for help from their peers. Following each webinar during the program, registrants will also visit the NDIS Success LinkedIn group to ask questions and share ideas on what they’ve learnt or need clarification on. This peer networking is a very valuable way to progress everyone’s knowledge on the provision or expansion of their NDIS services.

If you’re now convinced you should have a profile, head to Linkedin.com and enter your email address and set a password. We recommend using your personal email address instead of your current work address. This will save you having to update your profile if and when you change jobs.

Follow the prompts to setting up your account. It’s not an arduous process and won’t take long to set up.

LinkedIn community of users illustration

When your profile page is activated, it will start prompting you to more information about yourself and to build your network. Depending on the information you added when you first registered, LinkedIn will make suggestions about who to follow. It’s up to you what to include.

LinkedIn’s research has shown that some people chose not to include a photo because they are worried they will be discriminated against, however their data shows that profiles with a photo are more likely to be viewed by others. If you’re looking to promote yourself, a photo is a good idea.

Hot tip – when you click to view someone else’s profile, they will be notified that you viewed it. You can turn this off by going to “Me”, Settings & Privacy, and Profile Viewing Options.

And now you’re set. This is a basic introduction to LinkedIn and Groups and their purpose, but there are many different options for privacy and viewing so log in and look around. Visit your home page regularly (news feed) to see what your connections are up to. The more you use it the more beneficial you’ll find it.

Don’t forget to register for NDIS Success and join the NDIS Success LinkedIn Group to get expert advice from our Business Consultants.

Kirsten Tait
Marketing Officer
Email: ktait@cbb.com.au
Phone: 1300 763 505


How to measure ROI with a zero-based marketing budget

man thinking in front of boardThe simplest and easiest way to set next year’s marketing budget is to take last year’s budget and simply add the percentage that you want to grow by.  Within 60 seconds your new marketing budget is set, but this doesn’t allow for external market factors like new providers, changing government policies or the needs or wants of customers.

Alternatively, you could adopt a zero-based marketing budget. This will take longer to put together, but it will make you ask the hard questions about the outcomes you want, how much you need to spend to achieve them and the different options available to you

 

Where to start with a zero-based marketing budget

The most daunting thing about having a zero-based marketing budget is staring at a blank white board or empty spreadsheet.  The good news is, if you look at your marketing strategy, you’ve already got a starting point.

If you don’t have a marketing strategy and plan, a good place to start is by reading one of our previous blogs – Planning for future success

In your marketing strategy you would have identified your strengths, weaknesses, opportunities and threats, the market and your marketing funnel.

Use this to start writing down the high-level things you think you need to do to attract new customers and retaining existing ones to either existing or new services.  For example, it may be that your existing customers only use one of your services and don’t know about the other services you offer. It’s always cheaper to cross-sell to an existing customer who knows you than to acquire a new customer.

From here you can list all the communication options that you think you could use to solve that issue.  At this stage the more ideas the better, as there’s no right or wrong answer. You can, and will, logically reduce the list down later.

Once you’ve written everything you can think of, walk away and revisit it the next day. This will give you time to reflect on your ideas and add in any new option(s) you’ve thought of.

 

Reviewing your options

With all your options listed down it may seem like an impossible task to decide which ideas to keep and which ones to delete. By researching the cost and comparing it to the possible result of the activity, you can logically eliminate ideas.

For example:

During the analysis you’ve realised that hardly any existing customers visit your reception, so the cost per result of doing the activity is very high compared to the other options.  Therefore, you’d decide not to do it.

However, the other two ideas come at a relatively low cost compared to the potential gain: a combined cost of $1,800 vs the potential of an additional $100,000 in revenue (20 enquiries at $5,000 potential revenue each), so you decide to add them as lines to your budget.

Measuring the ROI

Not only does this analysis help you decide what activities you should do because you have looked at the potential results, it also allows you to measure the return on your investment. By measuring where your engagement, leads or customers have come from throughout the year or per campaign, you can measure which of your marketing activities were effective.

Here’s the same example but we’re measuring the ROI:

As you can see, the results you expected weren’t the actual outcomes but if it’s your first year of doing this or if there are changes in the market, then your expectations are unlikely to match the results exactly. But what it does do is give you a benchmark for the next year so when you go into the planning phase again, you use the data from this year to refine your predictions for next year, to be more accurate.

 

Benefits of a zero-based marketing budget

Not only does a zero-based budget help you justify your marketing budget recommendations, it also helps you prove the ROI of your investment; something a lot of organisations struggle to articulate.

Whilst you can argue for hours whether to use a first touch or last touch* attribution method to decide where to credit the win, the truth is, unless you have sophisticated systems reporting and analysis, you’ll never know.

A zero-based marketing budget will get you to challenge why you are doing some of the existing marketing activities, and whether they are still worthwhile.

The important thing is by using the zero based budget, you are planning for success and learning to monitor your results which will help you improve your future activities and lead to marketing dashboards that help drive your organisation forward.

 

If you’d like any assistance, please contact us on 1300 763 505 for an obligation free consultation with one of our Business Consultants or book an appointment here.

*First touch – where they first found out about you, the new service etc. OR Last touch – what was the final thing they saw before they acted.

Andrew Ellis

 

Andrew Ellis
Business Consultant
Email: aellis@cbb.com.au
Phone: 1300 763 505

 

 


NDIS Registration Rules – what’s new for providers?

The rules are changing sign

What do the changed requirements to NDIS Registration Rules mean for providers undergoing audits?

Changes to the National Disability Insurance Scheme (Provider Registration and Practice Standards) Rules 2018 (the Rules) came into effect from 1 January 2020.

The changes aim to reduce the regulatory burden on registered providers by providing:

  • a verification audit pathway for all providers delivering low risk supports regardless of legal entity, replacing certification audit pathways for bodies corporate. This effectively means a more streamlined online process for bodies corporate (through the Commission’s portal), in place of onsite audits, and;
  • a mid-term audit within 18 months of registration approval in place of yearly surveillance audits. This ultimately reduces the overall amount of auditing from two surveillances in each certification/registration cycle to one.

What will verification audits look like for body corporates?

The updated NDIS (Approved Quality Auditors Scheme) Guidelines 2018 state that auditors need to refer to the ‘current document published by the Commission which outlines the evidence that auditors must receive to assess conformity with the verification module.’ This is the NDIS Practice Standards: Verification Module – Required documentation document which is available at: NDIS Commission Verification Module.

There is a new section in this document which outlines requirements for body corporates undertaking verification. This section reads:

Bodies Corporate (excluding government providers) seeking registration for verification only registration groups are required to demonstrate the following:

Human Resource Management

  • Pre-employment checks in accordance with workers screening requirements.
  • Qualifications and/ or experience
    • In order to meet this requirement, the provider must provide evidence that one staff member who will deliver supports has met the requirements for each profession(s) the provider intends to deliver under each registration group(s). (See Requirements by Profession within the verification module)

Where a requirement includes the words ‘or equivalent’, this means an institute of a similar status to that which is referred. Factors to be taken into consideration include the relevant industries’ acknowledgement of the institute as a body, which maintains the reputation and quality of the profession, as well as the experience and qualifications required for professionals in the industry to gain membership of the institute.

Where a provider has multiple staff working with the same profession it is the ongoing responsibility of the provider to ensure staff achieve the same standard.

  • Provide the certificate of completion of the NDIS worker orientation program (mandatory training) for each staff member 
  • Personal accident insurance or worker’s compensation insurance. A certificate of currency for current insurance that meets the minimum level of cover commensurate to the scope of the provider. Providers should seek professional advice as to the type and amount of insurance that is necessary.

Incident Management

  • Describe how the provider manages incidents, or provide a copy of your incident management process, as relevant to the supports delivered for this registration group, including any relevant material provided to participants. 

The process must meet the requirements of the National Disability Insurance Scheme (Incident Management and Reportable Incidents) Rules 2018. The process should be relevant (proportionate) to the size and scale of the provider and to the scope and complexity of the supports being delivered. 

Complaints Management

  • Describe how the provider manages complaints, or provide a copy of your complaints process, as relevant to the supports delivered for this registration group, including any relevant material provided to participants. 

The process must meet the requirements of the National Disability Insurance Scheme (Complaints) Rules 2018 and follows principles of fairness and natural justice. The process should be relevant (proportionate) to the size and scale of the provider and to the scope and complexity of the supports being delivered.  

Risk Management

  • Describe or provide a copy of the providers work health and safety policies and procedures relevant to the supports delivered for this registration group, including any relevant material provided to NDIS participants. 

The policies and procedures should be relevant (proportionate) to the size and scale of the provider and to the scope and complexity of the supports being delivered. 

  • Public liability insurance. A certificate of currency for current insurance that meets the minimum level of cover commensurate to the scope of the provider. Providers should seek professional advice as to the type and amount of insurance that is necessary. 
  • Professional indemnity insurance. A certificate of currency for current insurance that meets the minimum level of cover commensurate to the scope of the provider. Providers should seek professional advice as to the type and amount of insurance that is necessary.[1]

There is still a proportional approach to processes, policies and procedures for verification, which means that body corporates with a larger workforce and large numbers of NDIS participants would be expected to have systems addressing risk management, complaints management and incident management which are commensurate with the size, scale and scope of those providers.

 

What is the impact of mid-term audits for registered providers?

The mid-term (18 month) audit has replaced the yearly ‘surveillance’ audit for registered providers. It appears that the mid-term audit will now include assessment of:

  • Division 3 of the Core Module – Governance and Operational Management as a mandatory requirement;
  • Any Standard which was identified in the previous audit as needing to implement a Corrective Action Plan; and
  • Any Standard specified by the NDIS Commission.

 

What does this mean for registered providers that have already had their first ‘surveillance’ monitoring audit in NSW and SA?

 

The updated NDIS (Approved Quality Auditor) Guidelines has a new clause to address these situations, and basically it is good news for this category of providers. Another mid-term audit is not required, if the original surveillance monitoring audit:

  • Was carried out by an Approved Quality Auditor (certification body) using certification no later than 18 months after the beginning of the provider’s registration period;
  • Assessed the Standards relating to Governance and Operational Management;
  • Assessed any specific Standards which were previously identified in the initial certification as requiring the provider to implement a corrective action plan.

It is likely in many cases that the original surveillance monitoring audit would have addressed these requirements, which means that these providers are not due for another audit until the time of the three yearly re-certification. Note: Engels Floyd has assisted a number of providers address corrective actions, so if this is an area of concern for you, please feel free to contact them.

We do encourage providers to contact their certification body to review their quote for the certification cycle, as the original quote would have been based on yearly surveillance audits.

For questions about the NDIS registration rules, comment or compliance support contact Engels Floyd, info@engelsfloyd.com or 0478 616 207.

[1] Reproduced from NDIS Practice Standards Verification Module – required documentation, January 2020 (pages 2 to 4)

Sharon Floyd

 

Sharon Floyd
Director of Engels Floyd and guest blogger for CBB.
Engels Floyd have trained all the NDIS Quality Auditors and have spoken at CBB’s Community ExecNets.

 

 


Governor’s Leadership Foundation Program

By Scott Mosen – Guide Dogs SA/NT

The Governor’s Leadership Foundation (GLF) Program is nothing less than an incredible experience.Bulb made up of small bulbs

Since 2004, Community Business Bureau has offered the Keith Fulton Memorial scholarship to community sector employees in South Australia who want to broaden, enhance and accelerate their leadership capability.

For me, it had an impact on many parts of my life and I would suggest that many other participants would tell you the same. It helped me to better understand and manage the grey areas that exist in our professional and personal lives on most days.

The Governor’s Leadership Foundation brings together leaders from community, business and the public service, a unique blend of people that bring different perspectives and experience, creating an environment where you cannot help but learn from others, and it will almost certainly challenge your own thinking.

During the ten-month program we were fortunate to experience many different facets of our community, from sessions on farms, in businesses, in a prison, in Parliament House, an Aboriginal community, homeless centres, Government House and more. We had the opportunity to learn about the complex issues that exist in our State and the interactions between economy, society and environment.

You could be forgiven for thinking the first few paragraphs sound like an advertisement for the program, but it’s not. I learnt more about myself than I could have imagined.

During the year, I was made redundant from a position that I was personally invested in, and while the decision was the result of organisational changes and centralisation, it still hurt a bit. But it got better. The program helped me understand that there are moments in time where you have little control, it is okay to press pause and take a breath, and that leadership is often about managing the ever-present ambiguity in our lives with care, courage and authenticity.

The guest speakers throughout the year, incredible leaders from across many sectors, were insightful and generous in sharing their successes and experience with our group; they all left an indelible impression on me.

Our facilitators across the year introduced to a host of topics, from polarities to shadow work, often gently tipping us upside down and shaking our preconceived ideas before carefully placing us back on our feet. The sessions and resources can be difficult to quantify or explain, as the sum of this program is greater than its parts. If you know someone that aspires to be a great leader, then perhaps you should send him or her the link to the scholarship.

I am grateful for the opportunity to participate in the Governor’s Leadership Foundation program and would like to show my heartfelt appreciation to the people that provided such a wonderful opportunity for me to learn and grow as a person and a leader.

GLF Registration of Interest for 2021 is now open, via the Leaders Institute of South Australia website

Thank you to everyone who supported me including the other 41 GLF participants that will continue to do great things in South Australia and beyond.

This year I have joined the wonderful team at Guide Dogs, so send me an email if you would like to learn more about us. And remember, it’s okay to paws and take a breath.

Governor's Leadership Foundation

 

Scott Mosen
Manager – Individual and Community Fundraising and Business Development
Email: scott.mosen@guidedogs.org.au

 


Governor’s Leadership Foundation Program 2019

By Mel White – Southern Volunteering SA Inc

Thanks to the support of the Community Business Bureau through a half scholarship, plus the support of the Southern Volunteering Board of Management and my own personal financial investment, I was delighted to be successful in obtaining a place to embark on the Governor’s Leadership Foundation (GLF) in February 2019. GLF is an intensive leadership program run by the Leader’s Institute of South Australia, providing development to South Australian leaders across all sectors. Each year, CBB sponsors two half scholarship for not for profit leaders, in memory of one of CBB’s founding board members, Keith Fulton.

As the opening retreat grew closer I was feeling apprehensive and excited as to what the year would bring. The opening weekend was a fabulous start to the course ahead, with highlights being the immediate – and sometimes confronting – intense examination of yourself as a leader. I was very interested to explore my fears and what was potentially holding me back, and to see that everyone else in the room had fears, despite their career stature. It was exhausting but incredibly valuable. I was able to share my Leadership Circle profile with staff and Board at Southern Volunteering SA (SVSA), asking for their help to let me know when my areas for improvement were showing up – particularly my ‘courageous authenticity’. This early sharing led to a regular scheduled feedback after each month’s GLF, at the staff and Board meetings, whereby I could cascade my learning to everybody in the organisation, thus getting more ‘bang for the buck’ on the investment.

Applied learning examples

  • Redarc visit – a scheduled visit to a large electronics company near our office base had me thinking beforehand what on earth I would gain from the session. How wrong could I be! Anthony Kittel, the owner of the company, talked about values and planning in a way that resonated with me, running a small not for profit. Following the visit, I reached out to Redarc and asked if Anthony would address our Board and staff team in preparation for drafting SVSA’s new strategic plan for 2020. He obliged and the whole team benefited from looking at our own planning through a different lens, which I believe broadened everyone’s horizons and generated more ideas than previous planning ever has. In return we also held a session via one of our Board members on innovation and invited Redarc staff to attend. We have established our first corporate relationship with Redarc, with them offering use of their meeting room for us to host future volunteer training sessions.
  • Training for volunteer managers – I was able to incorporate learning on adaptive leadership into a workshop I delivered to local government volunteer managers. One of the main issues facing volunteer managers is leading volunteers through change. An insight into adaptive leadership and cascading this learning gave a different viewpoint as to how to deal with this. Particularly the insight that people do not fear change, they fear loss. Adaptive leadership is about assessing the potential losses the change may bring and working with people to address this.
  • Reconciliation session – this session has led to us planning new exercises to incorporate into cultural training we intend to deliver with future funding, in particular a ‘privilege walk’.
  • Shadow work session – this information was cascaded to staff to look at in their own time. I certainly felt the learning around the awareness of your own personal shadow was fundamental to understanding how to engage successfully with people you generally find it challenging to interact with.
  • Environmental sessions – this put a spotlight on our practices as an organisation and, although considerably environmentally conscious already, we have made further small changes
  • Presentation skills session – a session on presentation skills also talked about values statements, learning which was brought back to the organisation and incorporated into our new strategic plan.

General summary

The Governor’s Leadership Foundation Program has given me the opportunity to interact with professionals from diverse backgrounds and sectors, giving me differing viewpoints on a range of issues. As a fairly new arrival to Adelaide, the presentations and visits have deepened my knowledge of the country and state I now call home, enabling me to understand the business, political and economic systems much better. What I have valued most of all, is the spotlight the program has put on my own leadership style and the opportunity to examine this and develop as a leader. I have also been able to cascade many of the learnings in my own organisation and out into the sector.

GLF learnings have enabled me to cope with some huge personal life changes in 2019, giving me clarity in decision making and a renewed sense of resilience. Most importantly it has given me a new network of 41 peers who I know I can rely on and with whom I share a very special bond now. I am particularly delighted to have connected with two other participants whom I now consider close friends.

 

Mel White
Executive Officer
Southern Volunteering SA Inc