NDIS: not business as usual – NDIS invoicing and payment requests

On 19 July the NDIS announced changes to the provider and participant portal.  Providers and participants will now be able to edit, or immediately cancel, service bookings. If the provider rejectsNDIS invoicing and payment requests a revision, a reason or explanatory note can be posted.

These are major improvements to NDIS service bookings which we discussed in the second instalment of this three part series. NDIS processes are constantly evolving. It highlights the need for providers to stay up to date and to readily adapt their processes and procedures. Ensure staff roles are clearly defined – who keeps abreast of NDIS changes, who updates procedures and who communicates changes to staff, and potentially to your clients?

In this third and last instalment we discuss NDIS invoicing and payment requests for your service delivery. We also give ideas on how your organisation can create a focus on continuous improvements to your NDIS business processes. Continue reading…


NDIS: Not business as usual – Part Two

NDIS service bookingsWhen setting off on the NDIS journey it is tempting to pretend that it is business as usual without thinking whether your organisation and customers are fit for travel and what’s the best way to get to the destination. In our first instalment in a series of three we discussed how to support your customers for their first NDIS planning meeting and how to ensure timely plan implementation for the NDIS services they would like to purchase from you.  In this second instalment we give guidance on NDIS service agreements, service bookings and record keeping of your service delivery. Continue reading…


NDIS: Not business As Usual

As the NDIS rolls out providers are urged to transform their business processes and systems. The move from block funding to payment for hours of service provided requires good preparation, NDIS: Not business as usualorganisation and commitment. Registering as a NDIS provider is only the first step. New ways need to be developed, trialled and adjusted as part of your NDIS planning to interact with your customers and the new way of funding.

We have identified ten steps along the NDIS customer journey that you must take when your customer becomes a NDIS participant and selects you as a service provider. Continue reading…


NDIS Overheads

In our last two instalments, we explained how to calculate gross margins and net margins for each of your NDIS service lines, and discussed non-chargeable time and how to minimise it. We’ve left the most challenging subject until last – NDIS overheads.

The reason this subject is difficult is that the longer you’ve been in business and the bigger your organisation size, the more difficult it will be to squeeze or remove overheads.

The unfortunate fact is that current NDIS providers of core supports who have transitioned from block funding to NDIS funding will probably be bleeding cash, for three reasons: Continue reading…


NDIS $ margins

Our ‘ex-accountant’ Brendon Grail shares some of his Activity Based Costing knowledge, in accessible terms that are relevant to NDIS.

Retail businesses understand (and are arguably obsessed by) their gross margin for every product on the shelf. Alas, we don’t meet many NDIS providers who can quote the percentage margins for each of their NDIS services.

In the world of tight, capped NDIS pricing, we suggest that every CEO and CFO should have those figures top of mind. Boards are also likely to be increasingly interested in this subject if they see balance sheet runways (i.e. the number of months of operating costs they hold in current assets) shortening.

The question we often get asked by disability providers is, how can we calculate margins without going through a complicated activity based costing exercise?

Here is how in four easy steps: Continue reading…


Will NDIS turn your organisation upside down? The answer lies in your business model (Part 3)

In Part 1 of this piece, we looked at the ‘understanding your market’ and ‘service delivery’ aspects of a business model in the NDIS world.

In Part 2 we looked at ‘marketing and sales pipeline’ – one of the most challenging aspects for most NDIS disability service providers.

In this the final instalment, we look at financials. How you generate revenue is the key driver of your business model. Continue reading…


Will NDIS turn your organisation upside down? The answer lies in your business model (Part 2)

In the last instalment of Foreword, we looked at two of the key aspects of a business model in the NDIS world – understanding your market, and service delivery.

We looked at five steps to better understanding your market – analyse customer demographics, analyse customer needs and wants, calculate total prospective market size, map competitors and map your services to the NDIS price guide. Continue reading…


Will NDIS turn your organisation upside down? The answer lies in your business model (Part 1)

It has been estimated by some economic commentators that two-thirds of current disability service providers will not exist by 2020 due to market disruption as a result of NDIS. The Federal Government is comfortable with this because it is confident that new providers will emerge and many existing providers will grow to meet the massive surge in demand brought about by the doubling in size of the disability services pie.

Changing the fundamentals

Before you dive into the details of changes to your business processes and systems, it’s worth taking a step back. Continue reading…


If you’re a disability service provider, what worries you most about NDIS?

As part of a government funded program of work, CBB is working with 80 disability service providers across South Australia, as they transition to NDIS. To kick off the program, we ran a survey with providers to understand what work they had done already, and how they felt they were performing, across six key areas:

  1. Understanding the market
  2. Service delivery
  3. Marketing and pipeline
  4. Compliance, quality, systems and processes
  5. Business model and financials
  6. Workforce, leadership and governance

We posed a range of statements across these areas, and asked organisations what they had in place already, and what was in their future plans. Continue reading…