Tips for managing waiting lists

Waiting lists are a relatively common practice in the disability sector. They are often used when a provider has received a request to provide a service, but they don’t have adequate capacity immediately.

The pros and cons of waiting lists and how to manage them effectively are rarely discussed. For some service providers, waiting list practices remain a historical default approach. But consistent waiting list procedures and clear communication can facilitate better outcomes for participants and service providers.

Waiting lists: the pros and the cons

Waiting lists can provide participants with the opportunity to remain engaged with their chosen service provider. A participant may prefer to wait for an eventual ‘yes’ than be told a point-blank ‘no’, particularly if they really want to use a specific provider or are having difficulty finding a provider due to thin markets.

But while waiting lists can help manage demand, they can come with significant drawbacks:

1. Unexpected delays: Changes within the provider, like a staff member leaving, can lead to wait time blowouts.
2. Participant Experience: Waiting can be stressful and mean that people aren’t receiving reasonable and necessary supports.
3. Changes in Needs: A person’s circumstances might change and waiting may no longer be suitable. This could become an issue if the person isn’t informed of other options or if their change in circumstances means they have reduced capacity to contact other services.

Considerations when deciding whether to have a waiting list

Having a waiting list doesn’t have to be a default. Deciding whether to have a waiting list is an active decision made weighing up the pros and cons.

It’s important to consider what needs to happen for someone to move off the waiting list. Typically, this can occur through:

1. Service movement: When one person exits a service and another person takes their place. It’s good to ask: Is there regular movement within your service? Is the service time-limited?
2. Increased capacity: This can occur when new staff come on board or the program’s capacity increases. Some questions to consider: Is there a budget available for an expansion? How long will this process take? Is it guaranteed to happen? What is the contingency plan if recruitment is unsuccessful?

If there is minimal program movement and no scope for expansion, there is a risk that the waiting list will become a list of names with little hope of receiving support.

Tips for managing waiting lists

If you decide to have a waiting list, the next step is considering how best to manage it.

Some tips include:

• Provide alternatives: Offer participants a list of alternative providers who may be able to meet their needs sooner. Of course, this cannot involve ‘referral kick-backs’ or personal or professional conflicts of interests, and must strictly be in the participant’s best interests. This practice empowers participants to choose what works best for them.
• Stay in contact: Keep in regular contact with people on the waiting list to ensure nothing has changed that may lead to re-prioritisation. This also allows them to inform you if they’ve joined another service in the meantime. It’s also important to have consistent practices within the organization as to who’s responsibility it is to maintain contact with people on the waiting list, and how often.
• Be clear about timing: Give participants a sense of the wait time to enable them to make an informed decision.
• Provide information: If your organisation provides general information like sector updates or NDIS fact sheets, perhaps share this with the people on the waiting list. Knowledge is Power.
• Maximum waiting list time: You may want to decide on a maximum time for someone to be on a waiting list, so that the risk of someone being forgotten or de-prioritised is reduced.
• Onboarding: If a spot is about to become available, consider starting the onboarding pathway and paperwork while the person is still on the waiting list, as an efficient time-saver for all parties.
• Internal consistency and communication: If there are multiple people managing the waiting lists, make sure you have strong processes and clear communication within the organisation.
• Waiting lists are not for every service type: Consider whether having a waiting list is good practice for all services you may provide. For example, an employment support program may have regular movement, but your support coordination service may not.

Remember- there’s never a bad time to review and improve your waiting list practices! This can help to ensure that you are giving prospective participants the best possible experience and that participants are empowered to make informed decisions about what is best for them: now and in the future.