🇦🇺Australia

Nicht abgerechnete Unterstützungsleistungen bei Arbeitsplatzplatzierung und Begleitung

Updated: Feb 20262 verified sources

Definition

DES and NDIS‑funded supported employment models pay for clearly specified outcomes (e.g. placement and 4‑, 13‑, 26‑week job maintenance milestones) and defined supports, not for every contact made.[5][7] Providers typically use a mix of paper notes, emails, and spreadsheets for employer contacts, job coach visits, and follow‑up calls. When these interactions are not transcribed into the case management and claiming system in time, no claim is raised against the participant’s plan or DES outcomes schedule, creating structural revenue leakage. A 2002/03 cost‑benefit analysis of CRS Australia showed that rehabilitation service inputs of AUD 113.16m generated benefits exceeding costs, implying high value per participant and that small percentages of unclaimed activity can translate into material revenue losses.[7] Logically, if even 3–5% of eligible supports are not claimed due to documentation gaps, medium providers (AUD 3–5m revenue) are losing AUD 90k–250k annually.

Key Findings

Financial Impact: Logikbasiert: 3–5 % der abrechnungsfähigen Unterstützungszeit bei unterstützter Beschäftigung bleiben mangels Dokumentation unberechnet, typisch AUD 90.000–250.000 Umsatzverlust p.a. für einen Anbieter mit AUD 3–5 Mio. Jahresumsatz.
Frequency: Laufend, bei jedem Platzierungs- und Nachbetreuungsfall mit manueller Dokumentation und Nachtragsabrechnung.
Root Cause: Medienbrüche zwischen Fachkraftnotizen und Abrechnung, fehlende Pflichtfelder für abrechnungsrelevante Aktivitäten, unklare Zuordnung zu NDIS‑Supports bzw. DES‑Meilensteinen, Verzögerungen bei Dateneingabe.

Why This Matters

The Pitch: Vocational rehabilitation and supported employment providers in Australia 🇦🇺 waste schätzungsweise AUD 50.000–150.000 pro Jahr an nicht abgerechneten Platzierungs- und Nachbetreuungsleistungen. Automation der Leistungsdokumentation, Termin‑Erfassung und abrechnungsfähigen Meilensteine eliminiert dieses Risiko.

Affected Stakeholders

Job Coaches / Employment Consultants, NDIS- und DES-Teamleiter, Finance / Billing Manager, Service Delivery Manager, CEO von gemeinnützigen Reha‑Trägern

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Financial Impact

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Current Workarounds

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Methodology & Sources

Data collected via OSINT from regulatory filings, industry audits, and verified case studies.

Evidence Sources:

Related Business Risks

Abbruch von Arbeitsverhältnissen durch unzureichende Arbeitgeberunterstützung in der Nachbetreuung

Logikbasiert: Frühzeitiger Abbruch von 10–20 % der vermittelten Stellen mit internen Kosten von ca. AUD 3.000–6.000 je Fall führt bei 100 Platzierungen p.a. zu Verlusten von rund AUD 30.000–120.000 an ‚verpufften‘ Investitionen, zuzüglich entgangener Outcome‑Erlöse.

Logikbasiert: 10–20 % der Arbeitszeit von Job‑Coaches gehen für manuelle Koordination verloren; bei Vollkosten von AUD 120.000 pro FTE entspricht dies AUD 12.000–24.000 Kapazitätsverlust pro FTE und Jahr (z.B. AUD 60.000–240.000 für ein Team von 5–10 FTE).

Nicht abgerechnete Leistungen bei AT‑Assessments und Beschaffung

Quantified (logic-based): For a medium provider performing ~1,000 AT assessment/procurement episodes per year, if 5–10% of episodes involve 1–2 hours of assessment/procurement time that cannot be billed or is rejected (1.5 hours average at AUD 180/hour clinical rate), this equals 75–150 hours/year or AUD 13,500–27,000 in direct unbilled labour. Adding 1–2 large equipment orders per month written off due to funding ineligibility or missed prior approval (24 per year at average margin AUD 1,500) adds ~AUD 36,000/year. Total indicative revenue leakage: ~AUD 50,000–60,000 per site, or AUD 100,000–300,000 for multi‑site providers.

Überhöhte Beschaffungskosten und Lagerbestände bei Hilfsmitteln

Quantified (logic-based): For low‑cost AT (under AUD 1,500 per item) across a vocational rehab provider’s caseload, assume 1,000 items purchased annually at an average cost of AUD 500 each (AUD 500,000 total). If 10–20% of items are later found unsuitable, cannot be reused, or sit idle due to lack of loan/refurbish systems, this equates to AUD 50,000–100,000 in direct product wastage. Add 300–500 hours of clinician and admin time per year spent on repeated supplier quotes, ad‑hoc orders and stock management at blended AUD 80/hour (AUD 24,000–40,000). Combined cost overrun: approximately AUD 75,000–140,000 per medium provider, and AUD 150,000–500,000 for larger multi‑site operations.

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