Three Service Lines — What They Share, What They Don't

Accommodation (SIL), Day Programs, and Respite are documented as if they are three separate businesses. This page surfaces what they genuinely share, where the systems picture diverges or is unknown, and where the structural gaps are most likely to sit. Sources: Visual Representations (all 3 lines), ME Services Assessment (SIL focus), Revenue Process Maps (SIL focus), Customer Journey Map (SIL focus), client lifecycle loop analysis, and client-facing procedures.

Systems confirmed across all 3 lines

VisiCase, Proda, Micropay, SharePoint, ELMO

Systems confirmed for SIL only

HubSpot, QuickClaim, MS Dynamics, Connect — unconfirmed for other lines

Different front-door role names

Service Development Team / Pathways Officer / Sales Officer + Nursing SM

Lines with a documented departure process

SIL CJM labels it "undocumented"; Day Programs and Respite not shown at all

The three lines

Front door: Service Development Team

Accommodation (SIL)

Clinical gate: Clinical / Behaviour Support review — required but inconsistently triggered. Not consistently notified via HubSpot; email + internal MS Form used instead.
Key intake documents: Service agreement, NDIS plan, Proda service booking, behaviour support plan. Standard set — no site-visit checklist documented.
Post-start monitoring: Fortnightly check-ins × 3, then 3–6 monthly ongoing.
Additional actors: SDA Provider (separate swimlane in CJM). Support Coordinator active throughout.
Tenure: Long-term / permanent placement. Departure is a significant event with COO sign-off required.
Departure: CJM labels exit "undocumented." 01.05 process exists but is not connected to CJM handoff.

Front door: Pathways Officer

Day Programs

Clinical gate: 15+ document checklist required at site visit before commencement — the most clinically intensive intake of the three lines.
Key intake documents: Mealtime management plan, behaviour support plan, dysphagia report, epilepsy management plan, allergy action plan — all must be current at site visit.
Post-start monitoring: Immediate post-start check-in + 1-month review. Ongoing cadence not documented.
Additional actors: Group session management (03.01.06 process). Transport coordination likely. Ratio requirements for group settings.
Tenure: Ongoing / recurring. Participants may attend multiple days per week over years.
Departure: Not documented. Journey map ends at 1-month check-in. No exit process shown.

Front door: Sales Officer + Nursing Service Manager

Respite (Summer Hill House)

Clinical gate: Nursing Service Manager holds a formal eligibility gate early in the process — the only line where a named clinical role actively approves entry before referral progresses.
Key intake documents: VOOHC Initial Assessment, VOOHC Case Plan, Health care plan, specialist plans. Out-of-home-care legislative context applies.
Post-start monitoring: Not shown. Visual Representation ends at "first official stay." No ongoing review cadence documented.
Additional actors: Higher family/carer coordination due to short-stay model. VOOHC-specific regulatory requirements.
Tenure: Short-stay / episodic. Participants may book recurring stays. Calendar/booking management distinct from other lines.
Departure: Not documented. Journey does not address what happens between stays or when a participant stops accessing respite.

What all three share

Shared foundation — confirmed across Accommodation, Day Programs, and Respite

Systems (confirmed)

VisiCase — primary case management and shift notes
Proda — NDIS service bookings and claiming
Micropay — payroll (all staff, all lines)
SharePoint — Knowledge Hub, policies and procedures
ELMO — training compliance and L&D
SafetyCulture — WHS and safety audits
RosterOn — staff rostering and time/attendance

Process (all three lines)

Service Agreement / Statement of Service creation
NDIS plan and funding validation
Incident management (02.xx process library)
Shift note documentation
Behaviour Support Plan — required at intake
Mealtime management plan — required (different triggers)
Staff rostering against client needs
NDIS worker screening clearances
Finance closeout at departure
Goal planning and review cycle

Compliance and governance

NDIS Practice Standards (applicable across all registration groups)
Continuous Improvement Register (shared register)
Risk Management Framework
Complaints and Feedback Register
NDIS Commission incident reporting obligations
Clinical / Allied Health review (triggered differently per line)
SCHADs Award obligations (all staff)

Partial overlaps — shared by two lines but not all three

SIL + Day Programs

SILDP Support Coordinator as active participant in the journey — named actor in intake and ongoing planning

SILDP Long-tenure participant relationships — monthly/quarterly review cycles, multiple years of engagement

SILDP Behaviour Support Plan central to day-to-day delivery, not just intake

SILDP HubSpot confirmed (SIL) / likely (Day Programs) as front-door CRM

SIL + Respite

SILRES Accommodation-type registration groups — both involve participant presence at a site Achieve manages or coordinates

SILRES Family/representative coordination is more intensive than in Day Programs — participants are present outside business hours

SILRES Nursing / clinical oversight role explicitly named at intake (Nursing SM in Respite; clinical team in SIL)

Day Programs + Respite

DPRES Higher clinical intake intensity than SIL — both require specialist health documentation (dysphagia, epilepsy, VOOHC) before commencement

DPRES Distinct booking / scheduling model — Day Programs has session scheduling; Respite has episodic stay booking. Both differ from SIL's continuous placement model.

DPRES Pathways Officer / Sales Officer role names — different from SIL's Service Development Team; both suggest a less intake-intensive front door despite higher clinical requirements

Systems usage by service line

System	Purpose	SIL / Accommodation	Day Programs	Respite	Notes
HubSpot	CRM / enquiry management	Confirmed — rated Red (underutilised)	Likely	Not documented	ME Services confirmed for SIL. Visual Reps for Day Programs and Respite do not name HubSpot. If Day Programs/Respite use a different enquiry system, the handover gap multiplies.
VisiCase	Case management / shift notes	Confirmed — primary CMS	Confirmed	Confirmed	Primary case management system across all lines. Connect is the replacement/upgrade in transition — status of that transition for Day Programs and Respite is not documented separately from SIL.
Connect	VisiCase successor / new CMS	Active — go-live June 2, 2026 (payroll bug June 15)	Not documented	Not documented	All Connect documentation in this folder focuses on SIL / accommodation. Whether Day Programs and Respite are on the same migration path, a different path, or excluded from scope is unknown from available documents.
Proda	NDIS service bookings / claiming	Confirmed	Confirmed — all NDIS providers	Confirmed — all NDIS providers	All three lines must create and manage NDIS service bookings via Proda. Revenue leakage ($1.2M, 1,100 claim errors) was documented for SIL — Day Programs and Respite revenue processes have not been separately analysed.
QuickClaim	Billing / funding claims app	Under evaluation (as of April 2025)	Not documented	Not documented	QuickClaim evaluation context in ME Services (rated Amber) is SIL-focused. If Day Programs or Respite have different billing workflows, a QuickClaim implementation scoped for SIL may require rework or create new inconsistencies.
MS Dynamics	ERP / finance / debtor management	Named in To-Be process (01.02, 01.03)	Likely — shared Finance function	Likely — shared Finance function	MS Dynamics integration is conditional in the To-Be design — the fallback is a manual email to Finance. Whether that integration gap is the same across all service lines, or whether Day Programs/Respite don't even have the integration attempted, is not known.
SharePoint	Knowledge Hub / policies / forms	Confirmed	Confirmed — org-wide	Confirmed — org-wide	ME Services rates SharePoint Amber. All three lines access the same Knowledge Hub — but if procedures in SharePoint are SIL-written (as most are in the folder provided), Day Programs and Respite staff may be working from ill-fitting guidance.
ELMO	Training / compliance / L&D	Confirmed — all staff	Confirmed — all staff	Confirmed — all staff	ELMO is under active consideration for replacement (HRIS project, rated Red by ME Services). Training curriculum in ELMO likely covers generic compliance obligations — whether Day Programs-specific clinical training (dysphagia, epilepsy) or Respite-specific VOOHC requirements are in ELMO is unknown.
SafetyCulture	WHS / safety audits	Confirmed — all services	Confirmed — all services	Confirmed — all services	ME Services rates SafetyCulture Amber. WHS assessments of properties/rooms noted as "not standard practice unless internally necessitated" for SIL — likely applies to Respite sites too.
Micropay	Payroll	Confirmed	Confirmed	Confirmed	The only system rated Green in ME Services. Payroll processes are shared across all staff regardless of service line.
RosterOn	Staff rostering / time and attendance	Confirmed	Likely — shared workforce	Likely — shared workforce	RosterOn / VisiCase rostering is documented in the Frontline Rostering Officer Guide (SIL context). Rostering logic for Day Programs (group sessions, ratios, transport) and Respite (short-stay, overnight) likely differs materially from SIL but is not separately documented in this folder.
Mealtime plan tracking	Documentation currency / compliance	Gap — spreadsheet tracking only	Gap — highest risk (15+ plan intake requirement)	Gap — applies across all lines	The Commission-triggered blitz found 13% of mealtime management plans not current "concentrated in specific services." The spreadsheet tracking tool that now exists is not Power BI-integrated, has no embedded follow-up workflow, and has no defined accountability. Day Programs has the highest intake requirement (15+ documents including mealtime plans); this gap is arguably highest risk there.

Confirmed and likely gaps — by type

Confirmed gaps

Departure / offboarding — undocumented across all three lines

SIL's Customer Journey Map explicitly labels the exit point "undocumented." Day Programs and Respite visual representations don't show departure at all. ME Services names "Off Boarding" in its lifecycle diagram but never describes it. The 01.05 Departure Management process exists for SIL but is not connected to the front-facing journey map. For Respite (episodic), there is no documentation of what happens when a participant stops booking stays.

SILDay ProgramsRespite
HubSpot confirmed for SIL only — Day Programs and Respite enquiry systems unknown

HubSpot is rated Red (underutilised) for SIL and is the confirmed front-door CRM. Neither the Day Programs nor the Respite Visual Representation names HubSpot or any CRM. If those lines use a different system, or no CRM, the enquiry-to-case-file handover problem documented for SIL (manual, reliant on institutional knowledge) is either the same or worse for the other lines — and is not being tracked or measured.

Day ProgramsRespite
Connect migration scope for Day Programs and Respite is unknown

Connect went live for (at least) SIL/Accommodation on 2 June 2026. All Connect documentation in this folder is SIL-focused. Whether Day Programs and Respite are on the same migration roadmap, a different one, or excluded is not documented. If they are excluded, they are running legacy VisiCase while SIL moves forward — creating version divergence in the primary case management system.

Day ProgramsRespite
Mealtime management plan currency — embedded tracking gap across all lines

The Commission blitz found 13% of plans not current. The tracking response is a spreadsheet with no Power BI integration, no embedded alerts, no defined accountability. Day Programs requires mealtime management plans at intake (15+ document checklist) — the highest intake burden. If plans drift post-commencement without an embedded reminder system, Day Programs is the highest-risk line for non-currency. Respite has the added complexity of episodic service — plans may not be reviewed between stays.

SILDay ProgramsRespite
Revenue leakage analysis scoped to SIL only

The $1.2M pending revenue figure, 1,100 open claim errors, and ledger reconciliation gaps were identified through the Funding Optimisation Phase 1 workshop — which focused on SIL billing and claiming. Day Programs and Respite billing processes have not been analysed. If the same SOS-to-claiming workflow is used (or a variant of it), revenue leakage likely exists in those lines too — it simply hasn't been measured.

Day ProgramsRespite

Likely gaps (inferred)

Line-specific clinical training currency not tracked per line

ELMO is the training compliance system for all staff. Day Programs intake requires dysphagia assessment documentation and epilepsy management plan familiarity. Respite requires VOOHC-context practice knowledge. Whether staff assigned to Day Programs and Respite have completed and maintained line-specific clinical training is not separately tracked in the documents provided. The training analysis (.xlsx) is a point-in-time register, not an embedded compliance check.

Day ProgramsRespite
Ongoing monitoring cadence for Day Programs is undefined past 1 month

The Day Programs Visual Representation shows an immediate post-start check-in and a 1-month review. After that, no review cadence is shown. For participants who attend day programs for years, this creates a gap in goal review, funding review, and proactive health monitoring — none of which the document set addresses for this line past the initial month.

Day Programs
Respite booking and inter-stay continuity not documented

Respite is episodic. A participant may have stays across months or years, with gaps in between. No document shows how participant information is maintained and kept current between stays, how clinical plans are reviewed when a stay is booked after an interval, or how changes in the participant's condition between stays are communicated to Achieve. For a service with a formal Nursing SM eligibility gate at intake, the absence of an inter-stay information management process is a notable gap.

Respite
Shared procedures in SharePoint may be SIL-written and ill-fitting for other lines

The bulk of procedures provided for this engagement are from the SIL/Accommodation and Client Lifecycle context. If the SharePoint Knowledge Hub follows the same pattern — with procedures written by and for the largest service line — Day Programs and Respite staff are either adapting SIL procedures or operating without written guidance for their line-specific processes. Neither scenario is documented or acknowledged in any source.

Day ProgramsRespite
QuickClaim evaluation focused on SIL — may not fit Day Programs billing model

Day Programs billing involves group session claiming, ratio-based support, and potentially transport line items — different claim types to SIL's residential support billing. If QuickClaim is evaluated and implemented on an SIL-centric basis, the Day Programs billing workflow may be excluded from scope or may require a separate configuration — a pattern already documented across all other system implementations in this engagement.

Day Programs