Roundup
Julie Haggie, CEO, HCHA
Wonderful clients, great staff, growth,
consumer choice and diversity, cultural
recognition, models that enable wellness,
rehabilitation and independence
POSITIVES
Capacity :
Management, supervision, service
integration
Developing/potential technologies
Workforce: skills and
knowledge. Experience.
Increasing competency.
Opportunity for better pay
and conditions, and
incentives for recruitment
and retention, diversity
Strategic efforts
Strategies, IBTT Report, Pay
Equity
Words and possibilities
Partnership and trust arrangements,
shared risk (some examples)
PRESSURES
Demand: Volume, client complexity and diversity,
more consumer choice, transactions
Contracting and connections
• 100+ separate contracts
• 24 funders
• Poor flexibility to enable efficiency and quality
• Poor gathering and use of data
• Often not well connected
• Integration
• Poor understanding of business model
Workforce:
• Ageing, precarious,
• Training, skills margin
• Legal challenges
• Manager and worker
turnover
Funding
• Historic underfunding
• No cost-basis
• Price-driven
• Bricks without straw
• ‘Change exhaustion’
In the last five years
• 7 agencies have gone into liquidation, closed down or exited
the market after contract loss
• 12 agencies have been bought by other agencies, following
or pre contract reviews
• All service reviews have had an outcome of consolidation of
contracts, and reduction in number of providers
Short to medium term Priorities
•
Best and effective services for each client
•
Meeting demand with a stable workforce
•
Meeting client and contractual expectations
•
Incorporating IBTT into Business As Usual
•
Implementing regularisation
•
Meeting the requirements of Employment
Standards Law
•
Operationalisation of Health and Safety legal
reform
•
Implementation Health and Safety
•
Holding onto contracts, expanding, alliances,
or negotiating sale or purchase
What is needed
Short to medium term Priorities
Time to focus on quality,
stable workforce
Funding and contracts that
enable pay, training and
more effective rostering
Delivering the best service for each client
Meeting demand with a stable workforce
Meeting client and contractual expectations
Flexibility, partnerships
time, technology
Incorporating IBTT into Business As Usual
Funding, flexibility, time,
working together
Implementing regularisation
Funding, contractual
flexibility, agreement
Meeting the requirements of Employment
Standards Law.
Information, risk sharing
Implementation Health and Safety.
Relationships,
participation
Maintaining contracts, innovating, integrating
successfully.
Home and Community Health Association
Activity
• Close involvement, IBTT, pre and post settlement, Part
A and B
• Pay Equity leadership, mandate, forums
• Advocacy on minimum wage and sustainability
• Guidance and advocacy on Employment Standards
• Strategic Representation (Health, HOP, Disability, ACC,
Kaiāwhina)
• Brochure: Supporting People to Move
• InteRAI – data
• Medication Administration Research
Government social investment
propositions
Which people where?
Can you connect with them?
Can you show you are having an impact?
Government social investment propositions
Which people and where?
Client data, case mix, client mapping
(acuity, socio-economic, geographical),
support worker competencies
Government social investment propositions
Can you connect with them?
• Responsiveness of support model, people
& systems
• Consumer engagement, quality
development, goal setting, needs, whānau
• Connections with other relevant supports:
doctors/PHOs, pharmacy, iwi, community
and consumer groups.
Government social investment propositions
Can you show you’re having an impact?
• User feedback (responsiveness, complaints, client
turnover)
• Outcomes (mood and pain scores, weight,
continence, safety, falls, hospitalisations, goal
achievement, aggregated comparison across
region and inter-region)
• Competency matching: staff to need
• Individual organisation and shared agency quality
improvement plans and actions.
Medication Administration
literature review, Sept 2016
Roundup
Julie Haggie, CEO, HCHA