The summary results for Options 1 to 4 are presented in 6. In the case of Option 4 we decided to reduce associated service time per appointment to 24 minutes and time as required to allow for an extra appointment per day, but numerous combinations for reducing non-productive and associated time are possible. In any case Options 2 and 3 represent the extremes of the range of results that could be expected. 6: Summary results of analysing scenario options 1 to 4 Data Current service delivery model Option 1: Add an appointm’t per day by reducing time Option 2: Add an appointm’t per day by reducing associated service time Option 3: Add an appointm’t every 2nd day by reducing time Option 4: Add an appointm’t per day by reducing non- productive and associated service time Day 1 Number of 1-hour appointments 4 5 5 4 5 Associated service time per appointm’t 0.50 0.50 0.37 0.50 0.40 Day 2 Number of 1-hour appointments 4 5 5 5 5 Associated service time per appointm’t 0.50 0.50 0.37 0.50 0.40 Available time* 76 76 76 76 76 Client-facing service time* 40.00 45.00 45.00 40.50 45 Associated service time* 20.00 22.50 16.60 20.25 18 Non-productive time* 16.00 8.50 14.40 15.25 12.96 Billable time* 50.00 56.25 53.30 50.63 54.04
instance, in earlier sections there has been discussion about timekeeping). The specific changes that may be required to an organisation’s primary systems and processes are beyond the remit of this guide, but a valid generalisation for small and medium sized organisations might be that they will benefit from having some additional tools available outside of the primary systems, at least until such time as there is investment in those primary systems to ‘mainstream’ the new requirements. NDS Costing and Pricing Tool The Costing & Pricing Learning Program website (http://www.cplp.nds.org.au) contains several tools, guides and resources to assist organisations undertake activity-based costing under the NDIS. Version 4.0 of the NDS Costing and Pricing Tool contains additional functionality specifically designed to reflect some of the key concepts discussed here: Service delivery model—absolute clarity around the Services being offered and their labour requirements Productivity—the extent to which Available Time is applied to delivering Services Utilisation—the extent to which Productive Time is converted to Billable Time. This Tool can be used by any human services organisation to: Calculate unit costs for services; Calculate target unit prices for services; and Calculate the gaps between target unit prices and achievable unit prices, and the impact on the organisation’s overall financial performance. Dashboard Report In environments where customer responsiveness is crucial, the performance of frontline teams is instrumental to the competitive advantage of the organisation. Tracking this performance and reporting it back to these teams in such a way that the team’s performance can be discussed in quite explicit terms (that is, recognising the unique individuals in the team) in team meetings enables teams to reflect on their practice and consider improvements. An aid to such discussions is the dashboard report—a highly visual single-page report illustrating the performance of team on a small number of key metrics. This Guide is accompanied online by an Excel Template that produces a dashboard report, an example of which is shown in Figure 5: a weekly style report designed to focus on just three performance areas considered key for the team.