Challenges in Change Management

(1)

Challenges in Change Management

(2)

Change is a given

Like it or not:

One thing that won

’

t

change is that change is

inevitable

(3)

Marion Community Services

(4)

Facts and Figures

Largest

Largest ResthavenResthaven site, incorporating:site, incorporating: co

co--located residential aged care facilitieslocated residential aged care facilities

Average age of residents: 87 years Average age of residents: 87 years

Independent Living Units

Community Services

In

In--home Care and Support Serviceshome Care and Support Services

Average age of clients: 85 years Average age of clients: 85 years

Day Therapy Centre Day Therapy Centre

Average age of therapy clients: 75 years Average age of therapy clients: 75 years

Respite for

(5)

Marion Community Services

Resthaven

Resthaven supported around 6,000supported around 6,000 clients last year, 1652 at Marion.

clients last year, 1652 at Marion.

One of nine community service and

nine residential sites operating across

metropolitan Adelaide,

metropolitan Adelaide, MurraylandsMurraylands,,

the Adelaide Hills and south east South

Australia.

Therapy Services are located within the

Community Services at Marion.

(6)

Therapy Services

Physiotherapy

Occupational Therapy

Podiatry

Speech Pathology

Parkinson

’

s Clinic at Marion

Group Therapy Program

(7)

In

-

_-

home care and support

_{home care and support}

A range of services for people living at

home:

Community Aged Care Packages Community Aged Care Packages

Extended Aged Care at Home Packages Extended Aged Care at Home Packages

Extended Aged Care at Home with Dementia Extended Aged Care at Home with Dementia Packages

Packages

Living Alone with Memory Loss Living Alone with Memory Loss Lifestyle Choices

Lifestyle Choices

Collaborative Community Options Collaborative Community Options Southern Personal Care Program Southern Personal Care Program Contracted Veteran

Contracted Veteran’’s Home Care Services ands Home Care Services and Veterans

(8)

Why the need to change?

Growth in community services

Loss of key personnel

Corporate desire for integrated

models

–

the one stop shop ideal

Change to guidelines for DTC

funding had been a driver for

change

(9)

Staff Strategies

Communication Communication types types Recognition of Recognition of people people’’ss strengths strengths Identify source of Identify source of resistance resistance Staff attitude Staff attitude Staff role Staff role awareness awareness Building respect Building respect Change of Change of leadership style leadership style “

(10)

Implementation

8 Main Areas: 8 Main Areas: Communication Communication

Clients versus Work Clients versus Work Practices Practices Ownership Ownership Rehabilitation goals Rehabilitation goals versus clients versus clients Social independence Social independence Workforce Workforce

Best fit Client : Staff Best fit Client : Staff Clients

Clients –– who iswho is responsible? responsible?

(11)

Challenge 1: Communication

Myth: The less staff know, the less

they worry…

Reality:

Customize communication Invite discussion

(12)

Case Study 1

CACP wait list

growing over 200 growing over 200 clients clients At risk of hospital At risk of hospital admission or admission or permanent care permanent care Develop triage Develop triage system system Outcome: Outcome: Clients on waitlist Clients on waitlist option of allied option of allied health services health services

Client care need

monitored

(13)

Old Management Structure

2 Managers(2 styles of leadership)

2 separate business entities

2 business

2 business processes(systemsprocesses(systems))

2 work practices

2 separate meeting schedules

2 separate client groups

(14)

New model

Manager Community Services

Assistant Manager

Merger 1 business entity

1 business

1 business process(systemsprocess(systems))

Merged client notes and client group

Multi

Multi--DisciplinaryDisciplinary Meetings(bigMeetings(big team)team)

1 main staff meeting

(15)

Implementation

Clients versus Work

Practices Practices Ownership Ownership Rehabilitation goals Rehabilitation goals versus clients versus clients Social independence Social independence Workforce Workforce

(16)

Challenge 2 :Work practice

Myth: Group may identify gaps in

(17)

Implementation

Clients –– who iswho is responsible

(18)

Case Study

-

_-

CALD Client

_{CALD Client}

Easy Moves for Active Ageing

(19)

Implementation

(20)

The Challenge

…

_…

Strategic Planning

Planned change to accommodate

growth in service provision

NOT change for change

(21)

Challenge 6:Workforce

Attract good staff

Retain good staff

Implement Implement Career Career opportunities opportunities Work satisfaction Work satisfaction 2 year plan 2006 2 year plan 2006- -2008 2008

(22)

Implementation

Best fit Client : Staff

Clients

(23)

Implementation

Clients –– who iswho is

responsible?

(24)

Challenges in Change Management

Magic Magic gained gained consensus of consensus of

staff for change

to work practices to work practices Staff developed Staff developed ownership of ownership of input to plan input to plan Myths Myths

That the less staff

know the less

they worry and

that will mean

less workload

More with less

More with less- -fear of reduced fear of reduced flexibility and flexibility and autonomy autonomy