Challenges in Change Management

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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 South Australia

4 Facts and Figures Largest Resthaven site, incorporating: co-located residential aged care facilities Average age of residents: 87 years Independent Living Units Community Services In-home Care and Support Services Average age of clients: 85 years Day Therapy Centre Average age of therapy clients: 75 years Respite for Carers

5 Marion Community Services Resthaven supported around 6,000 clients last year, 1652 at Marion. One of nine community service and nine residential sites operating across metropolitan Adelaide, Murraylands, 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 s Clinic at Marion Group Therapy Program

7 In-home care and support A range of services for people living at home: Community Aged Care Packages Extended Aged Care at Home Packages Extended Aged Care at Home with Dementia Packages Living Alone with Memory Loss Lifestyle Choices Collaborative Community Options Southern Personal Care Program Contracted Veteran s s Home Care Services and Veterans Home Nursing

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 types Recognition of people s strengths Identify source of resistance Staff attitude Staff role awareness Building respect Change of leadership style walk the talk

10 Implementation 8 Main Areas: Communication Clients versus Work Practices Ownership Rehabilitation goals versus clients Social independence Workforce Best fit Client : Staff Clients who is responsible?

11 Challenge 1: Communication Myth: The less staff know, the less they worry Reality: Customize communication Invite discussion Continuous improvement projects

12 Case Study 1 CACP wait list growing over 200 clients At risk of hospital admission or permanent care Develop triage system Outcome: Clients on waitlist option of allied health services Client care need monitored

13 Old Management Structure 2 Managers(2 styles of leadership) 2 separate business entities 2 business processes(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 process(systems) Merged client notes and client group Multi-Disciplinary Meetings(big team) 1 main staff meeting

15 Implementation 8 Main Areas: Communication Clients versus Work Practices Ownership Rehabilitation goals versus clients Social independence Workforce Best fit Client : Staff Clients who is responsible?

16 Challenge 2 :Work practice Myth: Group may identify gaps in the organisational systems

17 Implementation 8 Main Areas: Communication Clients versus Work Practices Ownership Rehabilitation goals versus clients Social independence Workforce Best fit Client : Staff Clients who is responsible

18 Case Study-CALD Client Easy Moves for Active Ageing

19 Implementation 8 Main Areas: Communication Clients versus Work Practices Ownership Rehabilitation goals versus clients Social independence Workforce Best fit Client : Staff Clients who is responsible?

20 The Challenge Strategic Planning Planned change to accommodate growth in service provision NOT change for change s s sake

21 Challenge 6:Workforce Attract good staff Retain good staff Implement Career opportunities Work satisfaction 2 year plan

22 Implementation 8 Main Areas: Communication Clients versus Work Practices Ownership Rehabilitation goals versus clients Social independence Workforce Best fit Client : Staff Clients who is responsible?

23 Implementation 8 Main Areas: Communication Clients versus Work Practices Ownership Rehabilitation goals versus clients Social independence Workforce Best fit Client : Staff Clients who is responsible?

24 Challenges in Change Management Magic gained consensus of staff for change to work practices Staff developed ownership of input to plan Myths That the less staff know the less they worry and that will mean less workload More with less- fear of reduced flexibility and autonomy

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