What if income doesn’t keep up with delivery cost?
Use dated price evidence, then make future price changes explicit in the scenario.
For NDIS provider leaders and boards
See the whole business.
Rehearse the next move.
Your history. Your business. Your possible futures.
Connect funding, care, people and cash with dated market evidence. Follow what changed and test the financial and human consequences before acting.
No sign-in for the Care demo · synthetic records · live calculations and AI answers
THE BUSINESS BEHIND THE DECISIONCHANGE THE VIEW ↓
LIGHTHOUSE VIEW / ACROSS THE PORTFOLIO
Sept 2026SYNTHETIC PORTFOLIO · 6 PROVIDERS
One view. Connected pressures.
400participants
250workers
57months of history
Unfilled support hours · September 2026140Down 44 from the previous month
Recorded monthly shortfallHours / monthJan 2022 — Sept 2026
Employee-delivered hours19,649 hrs
Agency cost$1,122,217
Synthetic records as at 25 Sept 2026. Unfilled monthly hours do not identify a named worker or prove that a particular shift is covered. History does not establish cause or predict a future result.
01 / A WORKED DECISION
See the connections
in a working case.
A home under pressure brings finance, workforce and participant choice into one decision. Its conditional options show what could change, what blocks action, and what would reverse the view. This is one example of the whole provider business.
River Home 04 / a home under pressure
Central Coast · operating history to Sept 2026
Then / Jan 2022$6,552Derived monthly result; today’s support overhead applied to the past month
Now / Sept 2026-$14,994Support -$11,251 · property -$3,743
People / at the centre6 residentsHomes, routines and relationships to protect
Conditional / landlord agreement needed
Negotiate property terms
-$916,118Conditional 36-month closing cash · opening cash $45,000 · annual price growth 2%Change from retaining the home: $29,512 over 36 months
Open this option and its working ↗What it means for people
No resident move; reduces pressure to alter support hours.
What must be resolved
Landlord agreement; no assumption that consent is secured.
THE SMALLER NEXT STEPReview the decision ↗
Request a written rent variation while preserving existing tenancies and support.
Property lead · review 2026-11-24. A concession reduces the gap; it does not solve it.Where the figures come from, and what would change the decision
Operating results use billed revenue and allocated payroll. The historical result applies current support overhead to earlier months because a monthly overhead series is unavailable. The forecast uses paid claims. All amounts are AUD. The example uses hosted synthetic records, version care-synthetic-2026-09-v2. Financial effects are conditional; a blocked closure keeps the actual forecast at baseline. The workspace exposes the full assumptions and monthly working.
Reconsider the rent option: Withdraw assumed saving if a signed variation is absent within 60 days or concession is below the modelled amount.
Published NDIS pricing ↗ · retrieved 2026-09-25. Future price and wage changes are planning assumptions. Provider systems are not connected.
02 / THE WHOLE BUSINESS
A decision in one place.
Consequences everywhere.
A plan cut changes the support you can fund. That changes the roster, the cost and the care people receive. A new referral brings the same questions in reverse. Lighthouse connects those effects so you can judge the decision as a business, with the people it affects in view.
FOLLOW THE PAST
What changed—and why?
Funding, payments, delivered support, workforce costs and care records over time.
UNDERSTAND THE PRESSURE
What can we actually deliver?
People, skills, funding, capacity and obligations, alongside dated market evidence.
REHEARSE THE FUTURE
What happens if we change?
Compare the options, the cash and care effects, what’s missing and what would change the answer.
03 / THE QUESTIONS FROM THE BUSINESS
From participant decisions
to the provider’s next chapter.
What needs to change?
What happens if it does?
01
FUNDING, SPEND & COST
Where are we losing money?
Trace the current home result through claims, support cost, property and cash. Ask which gap needs attention.
02PARTICIPANTS & SERVICE DESIGN
What if a participant’s funding is cut?
Ask what the present records can show about exposure, support and care. A participant plan-cut scenario is not yet calculated here.
03WORKFORCE & CAPACITY
Can our people deliver what we’ve promised?
Look at workload, missing hours and expiring skills before adding more pressure to the team.
04QUALITY & SAFEGUARDS
Where is care coming under pressure?
Follow recorded incidents, roster gaps and support trends. Ask what needs attention behind the financial result.
05GROWTH & PROVIDER TRANSFERS
Which growth can we actually support?
Screen a referral or exiting provider against funding, consent, skills and continuity of care.
06PORTFOLIO & SERVICE VIABILITY
What should we keep, change or exit?
Work through a home under pressure. Compare the cash effect, the impact on people and the smallest safe next step.
These questions open the Care demo. Ask uses its synthetic portfolio and identifies missing evidence; a participant-level plan cut cannot yet be simulated.
ASK LIGHTHOUSE / LIVE ANSWERS
Start with your question.
Follow it across the business.
Explore the history, challenge an assumption and compare a different future. Ask Lighthouse uses the portfolio’s evidence and calculations to explain the result, including what the available data cannot settle.
Ask about the businessQUESTIONS WORTH FOLLOWING“Where are funding and care cost moving apart?” ↗“Where is workforce coverage thin?” ↗“What would change this recommendation?” ↗
Answers are generated on request over synthetic Care records and live calculations.
04 / THE WORLD AROUND THE BUSINESS
Explore the sources ↗The next pressure may
start outside your business.
Pricing, wage changes, local demand and care obligations shape your options. Bring dated evidence into the decision. Keep future assumptions visible.
National Disability Insurance AgencyEvidence checked 2026-09-25 ↗
Where will a wage change put the most pressure?
Connect the applicable award changes to workforce cost and test the assumptions.
What must remain true when the business changes?
Keep participant choice, qualified coverage and continuity beside the financial case.
Explore the business behind the numbers.
This page uses the hosted Care portfolio: synthetic records across 6 providers, including support delivered outside care homes. The participant and funding workspace uses a separate synthetic portfolio. Ask Lighthouse and the calculations are live; real provider systems are not connected.
- Participants
- 400
- Workers
- 250
- History
- 57 months
YOUR NEXT MOVE