Go to top of page

3.3 Annual performance statements

This is a one page signed Performance statement authority from the National Disability Insurance Agency (NDIA) Chairman, Dr Helen Nugent. It presents the NDIA’s 2019–20 performance statements

3.3.1 Introduction

The Commonwealth performance framework covers corporate planning and performance reporting for Commonwealth entities including the NDIA.

The annual performance statements are one of three core elements of this performance framework. The NDIA Portfolio Budget Statements 2019–20 (PBS), which are published in Budget Related Paper No 1.15A, and the NDIA’s Corporate Plan constitute the remaining two components.

3.3.2 Structure and content

The annual performance statement identifies the NDIA’s purpose, as described in the NDIA Corporate Plan 2019–2023, which is then cross-referenced to the related outcome published in the PBS.

The report then provides actual results against each performance metric or target, with supporting comments where relevant.

NDIA Purpose

The Agency’s purpose is to support individuals with a significant and permanent disability (participants) to be more independent, and engage more socially and economically, while delivering a financially sustainable NDIS that builds genuinely connected and engaged communities and stakeholders.

3.3.3 Aspirations

1. A quality experience and outcomes for participants—facilitate outcomes of economic and social independence and deliver a quality service for participants, their families, carers and providers

2. A competitive market with innovative supports—work with participants and other stakeholders to enable the growth of a market of adequate size, quality and innovation

3. A connected and engaged stakeholder sector—a strong and engaged stakeholder sector that genuinely collaborates and contributes to the delivery of the Scheme, with confidence in the NDIA

4. A financially sustainable scheme—deliver a financially sustainable Scheme within the agreed funding, based on insurance principles and risk-awareness

5. A high-performing NDIA—develop a high-performing, operationally excellent NDIA that has an engaged workforce with systems and processes that facilitate service excellence

The 2019–2023 NDIA Corporate Plan uses performance targets to measure achievements against these aspirations.

Aspiration 1: A quality experience and outcomes for participants

A quality experience and outcomes for participants is measured by:

  • percentage of participants in work
  • percentage of participants involved in community and social activities
  • percentage of operational targets met
  • percentage of participant plan reviews met
  • participant satisfaction rating.

The following two tables provide baseline and age-split data for the first two measures.

Table 3.3.3A: Participants in work in 2019–20 compared with the 2019–20 target1

Participants in work

At Scheme entry (baseline)

After three years
in the Scheme

2019–20 target

Aged 15 to 24 years

13%

25%

Aged 25+

26%

24%

24%

Aged 15+ (average)

23%

24%

Table 3.3.3B: Participants in community and social activities in 2019–20 compared with the
2019–20 target2

Participants in community and
social activities

At Scheme entry (baseline)

After three years
in the Scheme

2019–20 target

Aged 15 to 24 years

31%

45%

Aged 25+

36%

49%

47%

Aged 15+ (average)

35%

48%

The following table sets out the 2019–20 performance targets and the results achieved as at 30 June 2020 for Aspiration 1 from the NDIA Corporate Plan 2019–2023.

Table 3.3.3C: Aspiration 1—A quality experience and outcomes for participants

Metric

Target

Baseline
and result

Comment

Participants
in work (%)

24%

Baseline: Scheme actuarial reporting

Result: 24%

Many participants have experienced disruption to work, services and supports during the COVID-19 pandemic. The Agency worked closely with providers of NDIS employment supports to help participants remain connected and supported and encouraged providers to explore innovative ways to deliver this service.

Participants involved in community and social activities (%)

47%

Baseline: Scheme actuarial reporting

Result: 48%

Community and social participation has continued to increase. The Agency has continued to work with providers during the COVID-19 pandemic to ensure participants have the opportunity to remain connected with their community as much as possible.

Operational targets
(% met)

100%

Baseline:
% of Agency operational targets met at 30 June 2020

Result: Rollout complete

The operational bilateral estimate takes into account the number of clients provided to the NDIA by state/territory and Commonwealth governments and the number of people who previously did not receive services approaching the Scheme.

At 30 June 2020 the rollout of the Scheme has been completed and the operational target has been fully met.

At 30 June 2020, 391,999 people with a disability have an approved NDIS plan (excluding ECEI).

Participant plan reviews (% met)

>95%

Baseline:
93% met

Result: 100% completed within 21 days

The percentage of participant-requested review decisions completed within 21 days has improved throughout the year.

Participant satisfaction measured at the time of the plan approval (%)9

>90%

Baseline: Internal satisfaction survey reporting

Result: N/A

Since September 2018, the Agency has conducted an enhanced, externally conducted participant satisfaction survey to allow for a comprehensive understanding of the participant experience at each stage of the pathway. It gathers responses at four primary stages of the participant pathway: access, pre-planning, planning, and plan review. Current satisfaction rates are:

Access 81 per cent

Pre-planning 83 per cent

Planning 84 per cent

Plan review 85 per cent

Significant improvements have occurred since this survey commenced in the second quarter of 2018–19.

9 The previous participant satisfaction survey has been replaced. The new version provides an enhanced understanding of the participant experience and outcomes by surveying participants at each point of the pathway. Targets for these survey results are not directly comparable with the 2019–2023 Corporate Plan targets.

Aspiration 2: A competitive market with innovative supports

A competitive market with innovative supports is measured by:

  • percentage of participants choosing who supports them
  • provider sentiment and confidence
  • plan utilisation by region
  • market concentration.

Table 3.3.3D: Aspiration 2—A growing and competitive market with innovative supports

Metric

Target

Baseline
and result

Comment

% of participants choosing who supports them10

45%

Baseline: Scheme actuarial reporting.

Result: 47%

In partnership with key stakeholders, the Agency developed and implemented a framework for monitoring and responding to a wide range of market issues. The Agency designed actions to support and shape the market to better respond to changing patterns of participant demand.

Provider sentiment and confidence11

5.5 out of 10

Baseline:
Provider Sentiment and Satisfaction Survey

Result:
5.9 out of 10

The Agency has invested in the development of the NDIS market through continued work with service providers to address key and emerging areas for improvement. Through market engagement activities, market analysis and strategic communications to drive market responses, the Agency implemented a range of programs in 2019–20 to improve the participant and provider experience.

Plan utilisation by region (per cent of regions that are more than 10 percentage points from the national benchmark12

<8%

Baseline: Scheme actuarial reporting.

Result: 10%

Utilisation continues to be negatively correlated with remoteness from major metropolitan areas. Further work is ongoing to improve access to services in “thin markets”. Utilisation improves for a given cohort of participants the longer they have been in the Scheme.

Market concentration (per cent of regions where the top 10 providers supply more than

85 per cent of the supports)13

<10%

Baseline: Scheme actuarial reporting.

Result: 13%

On average across all regions, 62 per cent of payments go to the largest 10 providers. There are 10 regions where 85 per cent or more of payments go to the largest
10 providers (13 per cent) and 18 regions where less than 45 per cent of payments went to the 10 largest providers (23 per cent). All of the 10 regions where more than
85 per cent of payments go to the 10 largest providers are regional and remote areas in the Northern Territory, Western Australia and South Australia.

10 Baseline is Scheme actuarial reporting (outcomes report). Result is from the latest survey outcome result as at 30 June 2020. Measures people who have been participants for three years or more. The 2019–20 target is from the 2019–2023 Corporate Plan (p.43). For participants who have been in the Scheme for at least two years, the result is 50 per cent.

11 Baseline is the Provider Sentiment and Satisfaction Survey. Result is from the survey outcomes in September 2019.

12The 2019–20 target is from the 2019–2023 Corporate Plan (p.43).

13The 2019–20 target is from the 2019–2023 Corporate Plan (p.43).

Aspiration 3: A connected and engaged stakeholder sector

A connected and engaged stakeholder sector is measured by:

  • sector sentiment
  • number of engagement activities completed
  • total unique website users (ndis.gov.au).

Table 3.3.3E: Aspiration 3—A connected and engaged stakeholder sector

Metric

Target

Baseline
and result

Comment

Sector sentiment (rating out of 10)14

5.5

Baseline:
NDIS biannual sector survey

Result: 5.9

In 2019–20, the Agency continued to build and maintain genuine and collaborative partnerships with a wide range of stakeholders. Relationships developed with participants, their families, carers, providers, the disability sector, community and government have continued to inform the delivery of the Scheme, to help ensure it is fit for purpose.

Number of engagement activities completed

+50 per month

Baseline: Community and sector engagement

Result:
254 (average) engagements per month

The Agency has continued to foster partnerships with key stakeholders, actively engaging with the community and the sector. This has encouraged public debate on issues that matter. Relationships with state and territory governments have also been strengthened.

Total unique website (ndis.gov.au) users

2,367,000

Baseline:
Website visits as per Google analytics

Result:
3,300,000 unique website users

There were 3.3 million unique users, resulting in over 1.5 million page views per month.

14 Result is for the survey outcomes in March 2020.The 2019– 20 target is from the 2019–2023 Corporate Plan (p.43).

Aspiration 4: A financially sustainable scheme

A financially sustainable scheme is measured by:

  • scheme support costs
  • community inclusion and capacity development grant costs
  • agency operating costs.

Table 3.3.3F: Aspiration 4—A financially sustainable scheme

Metric

Target

Baseline
and result

Comment

Total Scheme, Operating and Grants Costs within budget ($m)

$17,850 million as per the PBS (all programs)

Baseline: Portfolio Budget Statements
2018–19

Result: $19,266 million as per the NDIA Financial Statements

The Scheme experienced strong growth in Scheme costs due to both growing participant numbers and increased spend per participant. This led to a $1,376 million overspend against budget, for which approval was received from the Minister for Finance to use retained earnings to fund the deficit.

Payment errors/ anomalies (% of program outlay)

5%

Baseline: NDIA Financial Statements

Result: 6.2%

The Agency has a compliance and assurance program aimed at substantiating a statistically selected sample of claims lodged by providers and self-managed plan participants. The results of the review conducted in 2019–20 extrapolated over the total value of provider payments assessed the accuracy rate in total payments made to providers was 93.8 per cent. The estimated potential overall financial impact of the provider error rates is $181.3 million, or 1.2 per cent of total cash payments.

Community inclusion and capacity development grant costs ($m)

$132 million

Baseline:
based on PBS 2019–20 (Program 1.2)

Result:
$135 million

The ILC program seeks to build the capacity of people with disability and communities to enable people with disability to achieve their goals and be included in all aspects of community life. Delivering ILC activities serves as a catalyst for change and is focused on creating greater inclusion for people with disability.

This program will cease to be managed by the Agency in the 2021 financial year with responsibility transferring to the Department of Social Services.

Aspiration 5: A high-performing NDIA

A high-performing NDIA is measured by:

  • employee engagement
  • gender balanced leadership
  • people with disability employment
  • risk culture.

Table 3.3.3G: Aspiration 5—A high-performing NDIA

Metric

Target

Baseline and result

Comment

Employee engagement15

76%

Baseline: NDIA pulse survey 2020

Result: 80%

The Agency’s Engagement Index increased by 4 per cent to 80 per cent, from the 2019 APS Census result of 76 per cent. This illustrates that its workforce continues to be engaged and committed. The Agency’s continued focus on leadership development, recognition, skill and capability development, clear performance expectations and goal setting and quality decision making has contributed to the level of engagement.

Gender Balanced Leadership

50%

Baseline: People and Culture Division data

Result: 51%

The Agency recognises the importance of gender-balanced leadership, with 51 per cent of women holding senior leadership roles across the Agency. This represents a one per cent increase on last year. The Agency continues to champion gender inclusion through the celebration of International Women’s Day and investment in leadership development programs that nurture female talent.

People with disability employment

15%

Baseline: People and Culture Division data

Result: 11.1%

The Agency is committed to its focus on the employment of people with disability (11.1 per cent) through a variety of targeted recruitment approaches including the Indigenous Apprenticeships Program, Indigenous Australian Government Development Program, Australian Network on Disability Stepping Into Program, RecruitAbility and the APSC’s affirmative measures disability and Indigenous schemes.

Risk culture
(% staff agreeing Agency has positive risk culture)

50%

Baseline:
APS Census 2019

Result: 57%

The Agency continues to improve the focus of staff on managing risks. This includes the implementation of Insight and Risk Week, delivering a week of activities focused on risk.

15 Percentage of employees positive about working at the NDIA.

Footnotes

  1. Measures people aged 15 years and over who have been participants for three years or more. Data collection commenced 1 July 2016 for people entering the Scheme. From 1 July 2016 to 31 March 2017, the baseline was 21 per cent (from Scheme actuarial reporting). The 2019–20 target is from the 2019–2023 Corporate Plan (p.42). Although the target was met, the number of participants in work has been negatively impacted by the COVID-19 pandemic.
  2. Measures people aged 15 and over who have been participants for three years or more. Data collection commenced 1 July 2016 on people entering the Scheme. From 1 July 2016 to 31 March 2017, the baseline is 35 per cent (Scheme actuarial reporting). The participation rate in community and social activities for people without a disability is 65 per cent (Australian Bureau of Statistics General Social Survey, 2010). Forecasts are based on this benchmark target. The 2019–20 target is from the 2019–2023 Corporate Plan (p.42). Although the target was met, the number of participants involved in community and social activities has been negatively impacted by the COVID-19 pandemic.