This case study is for a house with four participants, Glenn, Raj, David, and Jay. This house had issues around overservicing and as a result of the adjustments we made in partnership with the client services team we were able to deliver $2,707 per week in bottom-line savings.

Please note that names, addresses, and exact amounts have been changed for privacy purposes.

ANALYSIS
The first step was for us to perform our standard analysis of the house by reviewing the NDIS plans, rosters, and current claiming practices

Our analysis identified the total funding for the house was $18,365 per week, however current claiming was $18,719 per week and the total claimable roster cost was $22,159 per week (with actual staff costs of $15,777).

The claimable roster cost is the hours of support multiplied by the applicable hourly rate as opposed to the staff cost which is the actual cost paid to staff as wages.

NEW ROSTER
Following our analysis, we developed a draft roster that was more closely aligned with the funding available. We then met with the client services staff to understand the unique support requirements of each participant and refined the roster accordingly. As part of this process, we also considered the shifts from a workforce planning perspective to ensure the new roster would be suitable and attractive for staff.

As can be seen in the table below, the new roster was able to reduce the actual staff cost by $2,707 per week.