Managing NDIS Funding: Helping Participants Navigate Their Budget

While the NDIS legislation does not explicitly use the phrase “duty of care” for Support Coordinators, there are still clear obligations that effectively create a duty of care through the NDIS Code of Conduct and Practice Standards.

All NDIS providers and workers, including Support Coordinators, must follow the NDIS Code of Conduct, which requires workers to:

• Provide supports in a safe and competent manner with care and skill
• Act on concerns that may impact a participant’s safety or wellbeing
• Prevent and respond to abuse, neglect, violence and exploitation
• Act with integrity, honesty and transparency

These obligations mean Support Coordinators have a professional responsibility to safeguard participants and respond to risks or safety concerns.

The NDIS also states that Support Coordinators play an important role in safeguarding a participant’s wellbeing and may often be the first to identify issues with supports or services.

Helpful NDIS links:

NDIS Code of Conduct

https://www.ndiscommission.gov.au/rules-and-standards/ndis-code-conduct

NDIS Support Coordinators – roles and responsibilities

https://www.ndis.gov.au/providers/working-provider/support-coordinators

With Support Coordination funding becoming more limited, a proactive and structured approach is essential to make funding go further and ensure participants are adequately supported.

1. Plan early and be proactive

Don’t wait until issues arise or funding is nearly exhausted. Early in the plan, map out what support is needed across the entire plan period, including expected challenges, key milestones, and potential risks. Proactive planning helps prevent reactive, time-intensive work later.

2. Schedule regular check-ins

Establish consistent, planned check-ins (e.g. monthly or aligned to key milestones) rather than ad hoc or crisis-driven contact. Regular reviews allow you to:

• Monitor how supports are tracking
• Identify issues early
• Adjust services before they escalate into more complex situations

This approach is far more efficient than responding to crises when funding is already low.

3. Avoid the “crisis cycle”

When Support Coordination is only used once problems escalate, it often results in higher time use over a short period. Maintaining light, consistent engagement throughout the plan helps reduce the likelihood of intensive interventions required later on.

4. Track and document complexity from the start

It’s critical to gather ongoing evidence about:

• The factors contributing to the level of complexity
• Barriers to implementing supports
• Risks (e.g. safeguarding, housing instability, service breakdowns, unsustainable informal supports etc.)
• The impact of these factors on the participant’s ability to pursue their goals
• The actions you have taken to overcome these barriers, including how you have worked collaboratively with a participant’s support network, and the level and intensity (hours) of support coordination required.

This documentation helps demonstrate the true intensity of support required, rather than what was initially funded.

5. Be intentional with time use

Focus Support Coordination on areas where it adds the most value, particularly complex decision-making, system navigation, and risk management, while building the participant’s capacity to self-advocate where possible.

Starting as a Support Coordinator can feel overwhelming, especially when you’re new to the role. The good news is that your background as a support worker is a strong foundation, you already understand participants, their needs, and the realities of service delivery.

That said, Support Coordination is a highly complex role, so it’s important to approach it with both curiosity and a commitment to ongoing learning.

Some key tips:

1. Invest in Support Coordination training

Support Coordination requires knowledge of legislation, systems, risk, and complex problem-solving, it’s not something you’re expected to just “pick up” on the job.

Undertaking formal training can fast-track your confidence and capability.

You can explore training and resources here:

https://www.scacademy.com.au - https://www.scacademy.com.au/support-coordination-training-and-courses

https://www.ndis.gov.au/providers/working-provider/support-coordinators

2. Focus on understanding the NDIS system

Spend time learning how plans, funding categories, service agreements, and reviews work. This knowledge is one of the most valuable things you can offer participants.

3. Build a strong provider network

Connect with local therapists, support workers, housing providers, and community services. Having trusted providers makes your job significantly easier and improves outcomes for participants.

4. Ask questions and learn from others

No Support Coordinator knows everything. Reach out to other Support Coordinators, join peer groups or a Community of Practice, and learn from shared experiences.

5. Keep clear and consistent documentation

Good case notes and records are essential. They not only protect you and the participant but also help demonstrate complexity, risk, and the level of support required.

6. Remember your role is to empower, not take over

Support Coordination is about building the participant’s capacity to understand and navigate their supports, not doing everything for them.

7. Be kind to yourself while you learn

It’s completely normal to feel overwhelmed in the first few months. Confidence comes with time, exposure, and experience.

This is a common situation, especially in roles like employment consultants, LAC-like positions, or support workers where families trust you.

Some helpful approaches include:

1. Explain the benefit of Support Coordination

Support Coordinators have specific expertise in navigating the NDIS and can often save participants time and stress.

2. Offer a short-term bridge if needed

Sometimes participants need temporary guidance while waiting for funding or finding a Support Coordinator.

3. Protect your professional boundaries

Set clear expectations about your role and what you are able to offer. This protects you if expectations start extending beyond your job responsibilities.

This is a situation many Support Coordinators come across, and it’s understandably frustrating when you’re receiving conflicting advice.

The key principle to understand is that NDIS funding is tied to when the support was delivered, not when the invoice is paid. 

If the allied health services were delivered during the previous plan period, they are generally expected to be claimed against that plan, even if the invoice is issued later.

However, in practice, there are some nuances:

1. NDIA position (why they may say “yes”)

The NDIA will sometimes allow flexibility if the service was delivered before the plan ended but not yet claimed, particularly where:

• The delay was outside the participant/provider’s control
• The claim is still within allowable timeframes
• There is clear evidence of service delivery

2. Plan Manager position (why they may say “no”)

Plan managers are typically more risk-averse because:

• They must comply strictly with NDIS claiming rules
• They may not process claims against a new plan for services delivered in a previous one
• They are accountable for audits and financial compliance

3. What you should do next

• Confirm service dates
• Ensure the invoices clearly show the dates the supports were delivered.
• Request written advice from the NDIA
  • If the NDIA has said the invoices can be paid, ask for this confirmation in writing (email is fine). This is important
• Provide this to the Plan Manager
  • Plan Managers are more likely to proceed if they have documented NDIA direction
• Check timeframes
  • NDIS generally allows a period (currently up to 2 years) to submit claims, but this still needs to align with plan dates and system rules
• Escalate if needed
  • If the plan manager still declines, you can ask them to escalate internally
  • Contact the NDIA again referencing the conflicting advice
  • Request formal clarification or a case note on the participant record

When Support Coordination funding has run out but the participant is in crisis, there are still a few options to explore.

Steps that need to have already been taken:

1. Request a plan reassessment or plan variation

If the participant’s situation has significantly changed, complete a Change of Situation as this can trigger additional funding.

2. Document risk and urgency clearly

Provide evidence such as incident reports, provider reports, hospital involvement or safeguarding concerns.

3. Engage the Local Area Coordinator (LAC)

If Support Coordination funding has been exhausted, the NDIA is not responding in a timely way, and there are no alternative support options available, it is appropriate to escalate to the Local Area Coordinator.

Contact the LAC, clearly outline the urgency and risks involved, and request their involvement to ensure the participant continues to receive support. This may include a temporary handover or shared support approach while funding or NDIA responses are being resolved.

4. Escalate through NDIA pathways

In urgent situations, you can request escalation through the NDIA or involve the NDIS Commission if safety concerns exist.

Many participants experience decision fatigue or become overwhelmed when trying to implement their plan. Support Coordinators can help by adjusting the way information and choices are presented. 

Helpful strategies include:

1. Break decisions into small steps

Instead of presenting multiple providers or options at once, discuss one option at a time.

2. Use visual tools or summaries

Simple comparison charts or short summaries can make information easier to process.

3. Allow extra time

Participants may need multiple conversations before feeling comfortable making decisions.

4. Focus on what matters most

Prioritise the supports that will make the biggest difference to their safety and increase independence.

5. Support supported decision-making

Where appropriate, involve trusted family members, advocates or supporters or someone the person has built a trusting relationship with.

6. Normalise uncertainty

Reassure participants that decisions can often be adjusted if something doesn’t work.

The goal is not to rush decisions, but to build the participant’s confidence and capacity over time.