Toby oConnor - St Laurence Community Services Inc
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Strategising and Marketing
your Business
for NDIS Consumers
Mr P. Toby oConnor
informabringing knowledge to life
National Disability SummitMelbourne 19 March 2015
OVERVIEW
1. Quick Environmental Scan
STRATEGIES
2. Get a ‘Survival Champion’
3. Get a Business Model
4. Know the products your customers want to
spend their money on
5. Make ‘back of house’ a driver
There should be no doubt the Scheme is
the best thing since sliced bread (1928)
The Scheme has been a godsend for a
large number of people with disability, &
their families, in the Barwon trial site
BUT. . .
1. Environmental Scan
Commonwealth does not directly deliver services
other than defence, border protection and
management of income support
It brings limited, if any, direct experience to
delivering local disability services
The closest role has been the Australian
Disability Enterprises – Inclusive Employment
2012-2022 (a 10 year vision statement…)
The challenge to fully implement the NDIS
vision requires the knowledge, experience & IP
of Providers (& their ongoing enthusiasm)
NDIA needs to heed advice … information requirements imposed on NFPs for funding and
evaluation purposes are poorly designed and
burdensome. (PC, Jan 2010)
It has been a stormy relationship with the Scheme designers
NDIA CEO has admitted the NDIA’s
workforce strategies have failed.
A NDIS Trial Site Provider CEO
NDIS offers a chance for us to offer more &
better quality services to people who have
gone without for past centuries
Keep this fact in sight:
$24+B (taxpayer funded) Scheme
= STABILITY
OVERVIEW
1. Quick Environmental Scan
STRATEGIES
2. Get a ‘Survival Champion’
3. Get a Business Model
4. Know the products your customers want to
spend their money on
5. Make ‘back of house’ a driver
Even before you start thinking
about marketing your business,
get a Leader who can articulate
how to respond to the paradigm
shift and can be your Champion of
Success
Best tip for staying in business
It is the CEO who must take
responsibility for organisational
failure to successfully transition
into the NDIS space.
CEO as your Survival Champion- CEO MUST know the NDIS business
(it is “new business”)
OVERVIEW
1. Quick Environmental Scan
STRATEGIES
2. Get a ‘Survival Champion’
3. Get a Business Model – do you
understand the NDIS Business Model?
4. Know the products your customers want
to spend their money on
5. Make ‘back of house’ a driver
Identify & Size
the Market
Product Cost of delivering
Product
Business Model
PS: Business Model links to Workforce Strategy & Marketing
Where to get Business Model input data Intelligence?
A smart strategy would be to use the
information the NDIA has to report (Reports
to COAG & Parliament)
Example: 10% of Participants in the trial sites
have NDIS Packages in excess of $100k p.a.
This means right now there are 882 high end
customers across Australia
-332 of these reside in the Barwon trial site
Identify your Market
Who are ‘NDIS Customers’?
Knowing this information allows you to make
business plans & develop strategies to target
services to specific customers & in turn to
market these to current & future potential
customers ($)
Size of Market
Market = Potential NDIS Customers
(Sept14 Report)
Are you already delivering services to some
of these cohorts?
Are you planning to deliver services to any
of these cohorts?
Your answers to these questions
have implications for your
marketing strategies
If you examine the previous table it is possible
to group the NDIS customer category descriptions
Further market size Analysis
63% of the NDIS customer base have some form
of cognitive disability
Barwon trial site: 3,318 x 63% = 2,090
Products customers are purchasing
Are you already delivering any of these
services (products)?
Do you have plans to deliver any of these services?
Your answers to these questions
have implications for your Business Models
& your marketing strategies
Cost of Product delivery – an example
NDIS Fees - examples
. . . the key question for you to consider here is:
“Who in your workforce presently delivers
these services?”
because this determines the biggest component of
your Business Model - wages.
If already deliver or you plan to deliver NDIS
services . . .
Do the NDIS prices per Service Item cover the actual
(full) costs of your delivery?
• Do you know what the true costs are to deliver
each service you offer now?
• What margin do you make now?
• What margin has your Board directed you have
to make this FY?
• Can your operational model work under the
NDIS prices?
NDIS Business Model
NDIS Business Model
CEO’s task is to configure the workforce in
a manner that covers your full costs to
deliver the service
BIG assumption is that you actually know
what your per capita costs are today
BTW: NDIA is not responsible to make sure
you do not make a loss offering services.
This is business – no longer charity
Things will be tougher when
the NDIA’s neoliberal
approach shifts into overdrive
Summary
Two core pieces of advice:
1. If you think you will deliver services in the NDIS
market the same way you do now, you will lose
money/go out of business (unless perhaps you have
secure alternative revenue stream[s])
2. You must investigate & decide which
billable services (outlined in the NDIA’s
Schedule of Fees) will financially work
for you
OVERVIEW
1. Quick Environmental Scan
STRATEGIES
2. Get a ‘Survival Champion’
3. Get a Business Model
4. Do you know the products your
customers want to spend their money on
5. Make ‘back of house’ a driver
Choice - Participant, or nominated carer,
“manages” $s (in theory) & buys:
• what goods & services they want
• where delivered
• how delivered
• when delivered
• who/which supplier (not limited to NFPs)
• price (will shop around for lowest
price)
1950s Paradigm of disability services
21st Century Paradigm of disability services
Grasping the implications that arise from the
massive difference between these two
operational worlds will assist you to
identify & to develop your new NDIS
products
St Laurence’s pathway to today’s NDIS
environment started well before the NDIS
became reality
In 2010 we founded our product
development on customer feedback
Our workforce tries to ensure we listen
to what our customers want; we try to to
keep up with changing ‘need fashion’.
It’s a never ending process . . .
WHY ?
1. Helps NDIS Participants achieve their
goals
2. Helps NDIS Providers to operate in the
new environment
is an integrated suite of stepped education,
experience & learning pathways offering Participants
choice for growth & independence.
Specifically designed for people who qualify for
NDIS’ Schedule of Items
Range of accredited skills courses for
people with learning difficulties including
Foundation Skills Development
Teacher Manuals & Student Workbooks
written using Easy English
We listen
You Choose
We Respond
Be BOLD
Be DECISIVE
Be VISIONARY&
Bring your workforce (& BoD) with you
OVERVIEW
1. Quick Environmental scan
STRATEGIES
2. Get a ‘Survival Champion’
3. Get a Business Model
4. Know the products your customers want to
spend their money on
5. Make ‘back of house’ a driver
Final section highlights the all pervasive ways the
NDIS paradigm demands you change the ways you
currently do your business.
Identifying & building your saleable & viable
NDIS Products is just the beginning. . .
If you deliver more than a single NDIS Service Item you should
try to capture customers as they move through your company
as you ‘Supersize’ them (not easy with silos) >
But you also need to capture service attendance,
proof that ONLY services outlined in the NDIS Plan
have been delivered and, evidence that OUTCOMES
(not OUTPUTS) have been achieved.
This Slide contained MyPLAN IP and is intentionally blank
screen shots
Of NDIS integrated software
‘Outcome’ tracking system (part of
integrated software package – provides users with
option to give feedback to improve product)
hope . . .
MARKETING MATERIALS
www.mypath.org.au
Disability & ‘How I want to Live’ DVD
Aged Care
www.disabilityservicesgeelong.org.au/disability-services
www.stlaurence.org.au/services/aged-and-community-care-services/
Foundation Skills
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