Mambourin Enterprises CEO Rohan Braddy is one of the world’s leading advocate of the movement on recognising universal access to disability services as a human right. As a member of the National Disability Services Victoria Committee, the National Board of National Disability Services, Mr. Braddy continues to use his experience and qualifications in his professional campaign for an outcome-based approach in service delivery planning and implementation.
In his presentation at the 2014 National Disability Summit, Rohan Braddy offers six insightful ideas and suggestions on how better to approach and handle the transition.
With the scheme being on the trial phase, there are a whole lot of possibilities for change. Mambourin has been working hard over the NDIS prices and have started mapping them on the supports that they provide.
The enterprise has helped reverse-engineer the pricing architecture from the NDIA’s paper and has made assumptions on what is part of the corporate overhead and what’ is not. This early on the scheme’s development process is the best time to start on modelling and planning and stating one’s options. The different systems and processes on human resources, financial, IT, quality, quoting and invoicing, marketing and communications, debt collection, sales and so forth should be properly laid out by now.
The preparation phase should also include the groundwork for establishing an efficient ISP management system that will include support hours, funding, participant and staff details, expenses, rostering, finance system, and the payroll system, among others.
At this stage the formulation of organisational plans including business and strategic plans is recommended to clearly identify the personnel and their respective responsibilities in the process such that everyone is well aware about “who is going to do what by when?”
Here, it is essential to have the participants involved in the process. Make sure to sit down with them and find out the details why they purchase their supports from you and what supports they might need you to provide in the future.
According to the Strategic Plan, the NDIS will dramatically change the disability support. As such, Rohan explains that “not only does the NDIS get its own key focus area but all other key focus areas in the strategic plan are written with it clearly in mind. If the implementation at Mambourin is not planned carefully and implemented well, it could affect our organisation’s very existence.”
Businesses need to get started on a detailed analysis of their current prices. The following costs and prices should be determined:
“We are working toward modifying our business models and practices to cover the shortfall that we expect, including running mini NDIS trials across the organisation, which has included appointing a trial site manager at a site and trying to get away from traditional funding silos and trying to think about a one-stop shop or a wraparound service,” said Rohan.
As a one-stop shop, NDIS will allow participants to simply get to them and avail of all the information they would need and even get some referrals if need be. Make sure to have automated systems in place that will keep track of your cash flow on a regular basis and provide this and other relevant information accurately.
It can’t be emphasised enough that a working capital is prerequisite not only to survive the transition but also to thrive in the new market.
Ensure that the systems put in place provides a comprehensive support infrastructure is critical before eventually going forward. Over the years of its operation, Mambourin has earned a reputation for employing highly qualified and experienced staff that provide top-quality supports to adults with intellectual disability. Traditionally, people with ABI have not been considered part of the Mambourin target market primarily because they have always been funded through health or through the Transport Accident Commission.
Rohan Braddy also stresses the critical need to find an IT system that will basically aim to enhance operational management and deliver quality services to participants without breaking the bank.
The Mambourin executive enumerated the following characteristics that your organisation must look for when shopping around for the ideal IT solutions. Other than the ones on the list, Mr. Braddy recommended picking a system that could not only meet the financial requirements of the NDIA but must be able to track and support the needs of participants.
The ideal IT system for your organisation should have the following characteristics and properties:
It is important to integrate an enterprise resource planning system, more commonly referred to as ERP, which allows an organisation to use a system of integrated applications to manage the business and automate many back office functions related to technology, services and human resources. Ideally, ERP software integrates all facets of an operation.
ERP system requirements include:
Rohan suggested the following tips on how to go about evaluating the most appropriate systems and processes that will work for your organisation:
In closing his presentation at the National Disability Summit, Rohan left an inspiring message for his audience: “Looking at performance, as I said before, you manage what you measure. Work out what’s important for your business and your participants and set measures to monitor how you are going. There are lots of opportunities to share back office, offer complementary services, share in overheads like training and quality systems, find like-minded partners and get on with finding opportunities to save money, drive efficiencies, and improve outcomes.”