Uniting Care - Change Management Presentation current

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Uniting Care

An Approach to Managing Change


Uniting Care - Issues

Internal Constantly evolving internal organisation Service and operating models are being

reconfigured Structure changes

Externally Major changes in the industry regulations Funding arrangements Customer expectations Demographics


Why Change?

Why do people/organisations change? Not because they want to – because they have

to. External forces. We like the status quo – repeating patterns

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How OCM Works - Simple

Need/Reward Drive – humans are hardwired to repeat patterns and maintain status quo.

1. Ask someone to do something2. Tell someone to do something

3. Offer a choice Based on fulfilling a need/reward drive

Default Bias – if you offer choice in which one option is seen as a default, most people choose the default option – the path of least resistance.


Maslow’s Hierarchy of Needs

Self-Actualisatio

n

Esteem

Love/Belonging

Safety

Biological and Physiological

morality, creativity, spontaneity, problem solving, lack of

prejudice, acceptance

achievement, status, responsibility, reputation

family, affection, relationships, work groups

protection, security, order, law, limits, stability

basic life needs, air, food, drink, shelter, warmth, sex, sleep


EKR stage Interpretation

1 - Denial

Denial is a conscious or unconscious refusal to accept facts, information, reality, etc., relating to the situation concerned. It's a defence mechanism and perfectly natural. Some people can become locked in this stage when dealing with a traumatic change that can be ignored. Death of course is not particularly easy to avoid or evade indefinitely.

2 - Anger

Anger can manifest in different ways. People dealing with emotional upset can be angry with themselves, and/or with others, especially those close to them. Knowing this helps keep detached and non-judgemental when experiencing the anger of someone who is very upset.

3 - Bargaining

Traditionally the bargaining stage for people facing death can involve attempting to bargain with whatever God the person believes in. People facing less serious trauma can bargain or seek to negotiate a compromise. For example "Can we still be friends?.." when facing a break-up. Bargaining rarely provides a sustainable solution, especially if it's a matter of life or death.

4 - Depression

Also referred to as preparatory grieving. In a way it's the dress rehearsal or the practice run for the 'aftermath' although this stage means different things depending on whom it involves. It's a sort of acceptance with emotional attachment. It's natural to feel sadness and regret, fear, uncertainty, etc. It shows that the person has at least begun to accept the reality.

5 - Acceptance

Again this stage definitely varies according to the person's situation, although broadly it is an indication that there is some emotional detachment and objectivity. People dying can enter this stage a long time before the people they leave behind, who must necessarily pass through their own individual stages of dealing with the grief.

Five Stages of Grief – Elisabeth Kubler RossPeople's emotional reaction to personal trauma and change


Change Theory - Kotter


Change Theory – Kurt Lewin


Change Models – Complex? Or Easy?


Organisation Change DefinitionOrganisational change management (OCM) is a framework for managing the effect of new business processes, changes in organisational structure or cultural changes within an enterprise. Simply put, OCM addresses the people side of change management.

An approach to shifting/transitioning individuals, teams and organisations from a current state to a desired future state. It is an organisational process aimed at helping stakeholders accept and embrace changes in their business environment.

A response by an organisation or individual to external forces causing a desire to change aspects of their behaviour or identity. Organisation Change Management is a discipline used to manage, measure and manoeuvre a desired result. ©


What are the (3) types of Change?

1. Strategic - Driving2. Business - Receiving3. Project Change - Implementing


Change Management Success Factors

• Strategic Alignment• Benefits Realisation Management • Communication - Critical Thinking

Skills• Education• Coaching• Monitoring


Benefits Realisation Audits

Business

Strategy

Projects

Sales

Mergers &

Acquisitions

Benefit

Realisation

Plans

Benefit Realisation Audits

• Start to Finish

• Changes (ie. Scope)

• Performed by neutral 3rd party

• Strategy and Benefits

AlignmentContinuous Improvement and Alignment with Business Strategy


“I keep six honest serving-men(They taught me all I knew);Their names are What and Why and WhenAnd How and Where and Who.”

Rudyard Kipling (with kudos to Socrates)

Critical Thinking Skills


What is Good OCM?

• A mature organisation manages all types of change consistently

• Sets a clear, articulate vision and strategy with accurate measures understood by all affected parties

• Constantly adapting business and change portfolio

• OK to fail• Feedback and collaboration from top to

bottom and bottom to top


How Mature is Organisation Change Management?

In 2012 The Carbon Group, a Change Management consultancy, did a worldwide survey on Organisational Change Management Maturity for over 2000 organisations.

Three key categories measured: Strategic leadership of change - Driving

Business readiness to receive change - Receiving

Project change management - Implementing

Each category requires different capabilities at each maturity level

Measured each organisation from 1- Initial to 5-Optimised.


2012 Survey Results?

• Strategic Change Management capability was the more mature than Business and Project Change

• Project Change Management was easiest to build as it grew in line with Project Management capability

• No organisation reported an overall maturity level of 4 or 5

• 5% of respondents reported some capability at the Optimised maturity level

• 14% of respondents report full capabilities at the lowest maturity levels

• Smaller organisations rated more highly in overall maturity than larger organisations

• Highest overall capability was a large, decentralised, global organisation


Issues – Way Forward

Internal Constantly evolving internal organisation Service and operating models are being

reconfigured Structure changes

Externally Major changes in the industry regulations Funding arrangements Customer expectations Demographics


Uniting Care – Issues

Demographics – • Baby boomers hitting Aged Care market; voting capacity

large – impact on government and policy huge.• Managing and delivering to customer expectations;

increased options.• Skilled workforce; demographics show less availability

and increased competition. Emphasis on good working conditions, training and needs fulfilment to retain skilled workers.

Political Landscape – • election results; political party changes, policy changes.


Uniting Care – Issues

Aged Care Reform – • worldwide reforms in place; NZ exampleFunding – Changes to the way Aged Care is funded;

The AUS reform measures announced include:• Home care assistance packages will be doubled from $59,876 to almost

$100,000.• Home care and residential care fees will be capped at $60,000 for a

person's lifetime• $660 million to provide more residential aged care facilities• $1.2 billion to help employers improve working conditions for staff• $268 million to fight what the Government calls the nation's dementia

epidemic• The sector currently has a 25 per cent rate of staff turnover and needs an

additional 827,100 workers by 2050.

• In 2010, there were 304,000 workers. The government rejected a key Productivity Commission recommendation that proposed allowing the use of reverse mortgage facilities to help fund care costs.


Uniting Care - Issues

Mental Health• Around 1 million Australian adults live with depression each year• 15 per cent of people will experience depression in their lifetime; 1

in 5 women and 1 in 8 men.• Rates of depression among people living in residential aged-care

facilities are believed to be much higher, ranging from 34% to 45%• * Beyond Blue

• The Government says the Dementia Care overhaul is aimed at shifting the emphasis of the aged care system from residential to community care.


Uniting Care – Aged CareOur VisionInspired Care... Enriching Lives... Together

Our MissionTo enable well-being, we care for people in our living and working communities.As a ministry of the Uniting Church we are committed to finding better ways to affirm life for all people, especially those who are older and vulnerable.

Our ValuesCourage We assess risks and then take difficult decisions to achieve better lives for people.

Integrity We are ethical, honest and trustworthy in our dealings with all people.

Compassion Our care and concern for people is based in love. We work to fill their lives with dignity and joy.

Respect We value each other and acknowledge our differences by actively listening to all points of

view.

Community Together, we create safe, comfortable and encouraging environments where people can grow and thrive personally and; professionally.

Growth We actively seek new knowledge and ways of doing things to benefit the people we serve and make our world a better place.


Uniting Care – Strategic Goals

1.Putting the Spirit into CareGoals• To deliver a model of care which reflects our Christian commitment

to care and support for older people, their families and carers.

• To provide quality Chaplaincy and Pastoral Care training for staff and volunteers to serve our clients.

What will success look like?

• Our clients will have quality of life and peace of mind as a result of our excellence in pastoral care and through our caring communities.

What will be different in 2011?

• There will be strong connections between UnitingCare Ageing, local congregations and Presbyteries.

• UnitingCare Ageing will be able to demonstrate how it’s Mission and social policy objectives set it apart from other aged care providers.

• UnitingCare Ageing will be a key influencer with Government on aged care policy.



2.Our Clients First.

Goals• To align our Christian Person Centred Care Delivery Framework to the needs and

expectations of communities.• To differentiate the services we provide to meet the changing needs and preferences of

older people, their families and carers and to do this in accordance with best practice.

What will success look like?• UnitingCare Ageing will have a unique Person Centred Care Delivery Framework

supported by a small number of staffing models which are efficient and managed to support quality of life for clients and carers.

• Quality is consistently measured and focused on the issues which older people and their carers value in their lives.

What will be different in 2011?• UnitingCare Ageing residential services will provide quality care mostly to clients with

high care and special needs.• UnitingCare Ageing will be the leader in community care services and these will have a

recognised brand identity in New South Wales and the ACT.• The UnitingCare Ageing Person Centred Care Delivery Framework will be widely

recognised across the aged care industry in Australia.



3. Securing our Future

Goals• To create a financially sustainable and adaptable organisation capable of responding

to generational changes in aged care.• To be accountable and “business-like” in the stewardship of the resources entrusted

to us by the Church.

What will success look like?• UnitingCare Ageing will have a sustainable financial model for service development

and program management, underpinned by a reputation as an excellent provider of care to older people in a range of care settings.

What will be different in 2011?• An approved prioritised capital works program with cash flow projections will have

been implemented across UnitingCare Ageing.• UnitingCare Ageing will have a strategy for making the best use of its capital and

financial reserves.• Social Policy objectives will be included and costed in all projects and UnitingCare

Ageing will report on its social policy costs and outcomes.• Market research will influence what services are provided and how these are branded.



4.Communities of Passionate Caring People

Goals• To develop our organisation as the Employer of Choice in the aged care • industry.• To recognise, support and develop our staff and volunteers to enable them to

be excellent care providers in safe workplaces.

What will success look like?• We have the right people in the right jobs. Staff and volunteers want to work

with UnitingCare Ageing because the organisation respects and values their contribution.

What will be different in 2011?• UnitingCare Ageing is recognised as an Employer of Choice and gains industry

excellence awards.• Our paid staff and volunteers consistently give high rankings in staff

satisfaction surveys.• Benchmarking on performance and people management both internally and

externally


Uniting Care – Strategic Goals5. Information for Empowerment

Goals• To establish and grow capability to use information, technology and communication to

help us better understand our performance, continuously improve and explain all that we do.

• To organise our knowledge and information management systems around our clients so that our staff are supported in providing quality person centred care.

• To produce information in a way which contributes to understanding and improvement of the aged care system Nationally

What will success look like?• UnitingCare Ageing will be managing information in a way which informs and supports

local management, regional management/governance, state management/governance and national policy discussion.

What will be different in 2011?• UnitingCare Ageing will have the information management systems in place to analyse

and understand current and projected performance.• Internal and external benchmarking will be used to compare performance with other

services and providers.• We will know the real cost of care for a client against their assessed needs.• The UnitingCare brand will be used to promote a wider range of services.


Uniting Care – Strategic Goals6.Together StrongerGoals• To achieve unity of purpose where those associated with the governance

of our organisation share the same passion and drive for excellence.• To manage risk and govern the organisation in accordance with

corporate governance best practice management and all relevant legislation and regulation.

What will success look like?• An integrated UnitingCare Ageing organisation, value driven and anchored in

regions and locations which are involved in leadership, best practice governance, and in excellent care provision.

What will be different in 2011?• Our organisation will be unified around a shared Vision, Mission and

Values.• An accountability framework will be in place and this will be used to

understand and celebrate success across the organisation.• Our organisation has identified risks and has strategies in place to

manage those risks.

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