{"id":6911,"date":"2018-06-22T12:22:27","date_gmt":"2018-06-22T02:22:27","guid":{"rendered":"http:\/\/amergin.net.au\/?p=6911"},"modified":"2019-12-02T15:41:03","modified_gmt":"2019-12-02T05:11:03","slug":"new-ndis-price-guide-what-it-means-for-providers","status":"publish","type":"post","link":"https:\/\/amergin.net.au\/new-ndis-price-guide-what-it-means-for-providers\/","title":{"rendered":"New NDIS Price Guide: What It Means For Providers"},"content":{"rendered":"

The NDIA has delivered some welcome news to providers following an Independent Pricing Review (IPR) – 10 of which will come into effect from 1 July 2018.<\/p>\n

There’s no doubt that yesterday’s news announcing the NDIA’s acceptance of the IPR’s pricing recommendations demonstrates its willingness to take ‘bigger’ steps in the right direction. With capped hourly rates and tight worker-participant ratios making things difficult, many provider services have struggled to survive, let alone prosper. With some key funding increases to come into effect almost immediately (and in much needed areas) many providers will be a little happier leading into the new financial year.<\/p>\n

However, there is a strong argument that the NDIS pricing model should take into account deeper considerations. The argument around ‘what hourly rate is adequate to operate a service’ must go beyond simple operational viability and include a broader perspective around the other challenges facing providers. The immediate challenges (and required supports) for disability service providers will generally depend on which of two groups they fit in:<\/p>\n

    \n
  1. New businesses trying to establish their services.<\/strong> Like any new business, half the battle is getting the service off the ground, let alone building efficient internal processes, employing staff and ultimately being able to compete effectively. Conservative profits can make it particularly hard for these services to survive long-term as they build their client bases.<\/li>\n
  2. Established, larger non-government organisations trying to transition from existing ‘block funding models’ to the new world of participant-managed funding.<\/strong> Many organisations have simply had to close down with no clear way to survive once the money runs out. Those who are pushing through are having to diversify their services, invest heavily in marketing to reposition themselves and look for ways to build internal capacity.<\/li>\n<\/ol>\n

    While the 2018\/19 NDIS Price Guide has taken into account operational margins, there’s been little provision to support services across both groups and help them manage these challenges. And, as the NDIS market grows with ever-increasing numbers of participants and service providers, the Federal Government continues to juggle the Scheme’s affordability while trying to build a long-term, self-sustaining marketplace for the future – and this has proven much more difficult, particularly given the fast pace of the rollout.<\/p>\n

    While there are no immediate solutions, the Government’s ‘guarantee’ of the Scheme means the only way to move is forward and the Scheme, its participants and providers will need to find a way through.<\/p>\n

    Below are the 10 changes to come into effect from 1 July, 2018.<\/p>\n

    Regional Travel<\/strong><\/span><\/p>\n

    The Independent Pricing Review (IPR) highlighted the difficulty that participants (who do not live in a metropolitan area, but are not considered remote) may have with accessing supports.<\/em><\/p>\n