<p>The Oxford English Dictionary defines a strategy as "a plan of action designed to achieve a long-term or overall aim". The National Disability Insurance Scheme (NDIS)&nbsp;<a href="https://www.dss.gov.au/disability-and-carers/programmes-services/for-people-with-disability/ndis-integrated-market-sector-and-workforce-strategy">Integrated Market, Sector and Workforce Strategy</a>&nbsp;released this week presents a vision of a robust and mature NDIS market and identifies 'action areas', but stops short of providing an action plan.</p><p><strong>The three 'action areas' are:</strong></p><ul><li>enable people with disability to plan and develop goals for a life they value and to exercise choice and control over their supports</li><li>develop a diverse and sustainable range of suppliers</li><li>ensure there is a diverse and flexible workforce supply to support people with disability into the future.</li></ul><p>The Strategy also acknowledges "the existing value, experience, skills, knowledge and infrastructure in the current disability support system in Australia;" but its response to the risks entailed in the transition from the current system to the new market is inadequate.</p><p>It places high expectations on the Sector Development Fund, extending it potentially to developing an e-market and supporting the introduction of the National Quality and Safeguarding Framework. The Fund may need to grow to meet these expectations.</p><p>Mostly, the Strategy reiterates well-rehearsed principles that support the development of an NDIS market, while making few specific commitments. It uses the word&nbsp;"could"&nbsp;19 times in reference to government engaging the sector or directing investment through the Sector Development Fund; the word&nbsp;'will'&nbsp;is used far less.</p><p>The Strategy flags the (potential) establishment of Industry Advisory Groups to provide advice to the Disability Reform Council on specific issues and to identify actions to support market development.&nbsp;</p><p>There is a welcome commitment to ensuring that information on demand/population and service data is available to providers to highlight market opportunities and inform investment decisions.</p><p>On the critical issue of pricing, the Strategy contains nothing new.</p><p>On workforce development, the key directions are consistent with NDS's advice to Government in September 2014 (Roadmap to a Sustainable Workforce). </p><p><strong>They include:</strong></p><ul><li>Support for induction training with orientation to the NDIS for new workers;</li><li>A training and skills analysis focusing on new workforce roles and potential workforce shortage areas;</li><li>Recognition of the need to scope new work roles such as those involved in community inclusion and complex care.</li><li>Working with education authorities and providers to ensure preparation of allied health students for the NDIS and encouraging clinical placements in the sector;</li><li>Establishing a 'Transforming the Workforce' program to stimulate innovation.</li></ul><p>One firm commitment is that the Australian Government will extend the Carecareers and ProjectAble initiatives (developed by NDS with the support of the NSW Government) to encourage potential recruits, including school leavers, to join the disability workforce.&nbsp;</p><p>In an environment of rapidly growing demand for services, the NDIS cannot afford to lose the contribution (including the social capital) of current providers. Therefore, there is some urgency to invest in initiatives that support the required market development, while managing the considerable risks ahead. The release of the Strategy and, in recent weeks, the Guidelines for the Sector Development Fund will help give direction to long-awaited investment. Further work is needed on risk mitigation.</p>