5-Minute NDIS Operational Quiz

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Let's start your operational maturity assessment!

We will assess your operations accross 6 different domains to give you a holistic picture of your current situation and readiness for further scalability.

We will first start with a quick question:

Is your annual revenue over $1 million? *

Yes

Domain 1: HR (Human Resources)

Do you employ a full-time HR manager? *

No dedicated HR role – HR tasks are handled ad hoc by management or staff.

We have an HR role in place, but it’s part-time or outsourced (not a full-time position).

Yes, we have a full-time HR manager or an HR team overseeing our human resources.

HR1

What percentage of your workforce is full-time versus casual/part-time? *

Mostly casual/part-time staff (less than ~30% of our workforce is full-time).

A balanced mix of full-time and casual/part-time staff (around 50% full-time).

Primarily full-time staff (over ~80% of our workforce is full-time).

HR2

Is employee training formalized or done on an as-needed basis? *

No formal training program; employees learn on the job and training happens only when immediate needs arise.

Some training is provided (e.g. occasional workshops), but many skills are still learned on an as-needed basis.

We have a formal, structured training program with scheduled training sessions and clear onboarding plans for new staff.

HR3

Domain 2: Finance

Which software or system do you primarily use for financial management (accounting/bookkeeping)? *

We don’t use dedicated software – finances are managed with spreadsheets or manual records.

We use a standalone accounting software (e.g. QuickBooks, Xero) for bookkeeping, but it’s not integrated with other systems.

We use an advanced or integrated financial system/ERP that connects our accounting with other business operations.

FIN1

How do you approach financial planning and budgeting for your organization? *

We do not have a formal budgeting process – financial decisions are made reactively or as needs arise, without a set budget.

We set an annual budget and review it occasionally, though we don’t do very frequent financial tracking against it.

We create detailed budgets and conduct regular financial reviews (e.g. monthly) to track performance against our budget and adjust as needed.

FIN2

Who handles the financial management and oversight in your organization? *

Finances are managed informally by the owner or general manager as one of many responsibilities (no dedicated finance staff).

We have a bookkeeper or part-time accountant (internal or outsourced) who manages our finances periodically.

A dedicated finance manager or CFO is in place to oversee financial planning and management full-time.

FIN3

Domain 3: Compliance

Who is responsible for overseeing compliance and quality in your organization? *

No specific person is assigned – compliance is handled by general management only when issues come up.

Compliance duties are part of someone’s role or occasionally handled with external help (but not a full-time compliance officer).

We have a dedicated compliance officer or team that oversees regulatory compliance and quality management.

COM1

How are your company policies and procedures documented and kept up to date? *

Most policies/processes aren’t formally documented – we rely on staff knowledge and informal communication.

We have key policies documented and we update them when necessary (for example, after a significant change or incident).

We maintain a comprehensive set of written policies and procedures that are reviewed and updated on a regular schedule.

COM2

Do you conduct internal audits or self-assessments to check compliance with policies and regulations? *

We do not conduct formal internal audits; we typically address compliance issues only when external auditors or regulators require it.

We perform internal reviews or audits occasionally (e.g. before an external audit), but not on a regular schedule.

Yes, we have regular internal audits or self-assessments in place to proactively ensure compliance.

COM3

Domain 4: Rostering (Scheduling)

Do you use any software or automation tools for staff rostering/scheduling? *

No specialized tools – rosters are created manually (e.g. on paper or spreadsheets) and updates are communicated by phone/email.

We use a basic digital tool or calendar for scheduling, but it requires manual input and isn’t fully automated or integrated.

Yes, we utilize an automated scheduling software that manages rosters (with integrations or auto-notifications for changes).

ROS1

How do you handle unexpected changes or absences in the schedule?

Ad hoc: if someone is unavailable, we scramble to find a replacement via calls or texts at the last minute.

Semi-organized: we have a basic process (like a list of available backup staff to contact) to manage changes, though it’s mostly manual.

Well-organized: we have a clear system or protocol (e.g. an on-call pool and automated alerts) to quickly cover shifts or absences.

ROS2

How far in advance do you typically plan your staff rosters? *

Only a few days to a week in advance – our scheduling is done last-minute or on a week-by-week basis.

Roughly 2–3 weeks in advance – we plan rosters a couple of weeks ahead, with some last-minute adjustments as needed.

At least a month or more in advance – we schedule well ahead of time, with clear foresight and minimal unexpected changes.

ROS3

Domain 5: Participant Onboarding

How structured is your process for onboarding new participants (clients into your service)? *

Minimal structure – onboarding is handled informally; new participants receive only basic information and learn the rest as they go.

Moderately structured – we follow a general checklist or procedure to introduce new participants and provide key information at start.

Highly structured – we have a formal onboarding program or orientation session that every new participant goes through.

ONB1

Who is primarily responsible for managing the onboarding of new participants? *

No single person – the staff member who will serve the participant handles their onboarding in addition to their regular duties.

Assigned as needed – a manager or team member is tasked with onboarding when a new participant joins, among their other responsibilities.

Dedicated role – we have a specific person or team (e.g. an Onboarding Specialist) that coordinates all new participant intakes.

ONB2

What tools or methods do you use to collect participant information and complete necessary paperwork during onboarding? *

Primarily manual methods (paper forms, emails). New participant details are collected through paperwork and individually entered/stored.

Partially digital – we use some online forms or spreadsheets to gather information, but the process isn’t fully automated or centralized.

Automated system – we utilize an integrated CRM or onboarding platform that digitizes forms and automates the information collection process.

ONB3

Domain 6: Participant Experience

How many key performance indicators (KPIs) do you actively track to measure service delivery and participant outcomes? *

0–1 KPI – we don’t track specific metrics (relying mostly on anecdotal feedback to gauge performance).

A few KPIs – we track a small set of metrics (e.g. 2–4 key metrics like satisfaction ratings or response times).

Several KPIs – we monitor a comprehensive range of metrics (5 or more) covering participant satisfaction, quality, and outcomes.

EXP1

What is your approach to improving the participant experience and service quality over time? *

Reactive – we address issues as they come up or make changes only after receiving complaints or serious problems.

Incremental – we make improvements from time to time, often based on ad hoc feedback or an occasional review, but without a continuous improvement plan.

Proactive – we have an ongoing quality improvement process (regular reviews, goal setting, and updates) to continually enhance participant experience.

EXP2

How do you collect feedback from participants about their experience with your services? *

Feedback is informal – we do not have a formal feedback system; we typically only hear from participants if they proactively share concerns.

Periodic feedback – we sometimes gather feedback (for example, through an occasional survey or at the end of service), but it’s infrequent.

Regular feedback – we have systematic ways to collect participant feedback (e.g. routine surveys or check-ins) and we actively solicit input.

EXP3