Employing BPMN and BPI to Realise Quality and Productivity Improvements in Aged Care David G Thompson  and Chris Coughlan ...
Table of Contents <ul><li>Global Aged Care Sector Overview </li></ul><ul><li>Global Aged Care Trends </li></ul><ul><li>Aus...
Global Aged Care Sector Overview Aged Care is a very significant 21 st  Century challenge.  Analysing and  clustering the ...
Global Aged Care Trends Was Future State Patient  Cure Hospitalisation Institutions  Govt. Delivered Paper based  Patient ...
Recent National Aged Care Growth Trends Residential Aged Care  Sector Compound Annual Growth Rate (98-08) 2.2% Community B...
National Aged Care Sector Policy Drivers $ 1 $ 10 $ 100 $ 1,000 $ 10,000 Increasing Quality of Life Daily Cost of Care Ind...
The Challenge facing Industry Participants <ul><li>Deliver optimum care outcomes in a sustainable fashion </li></ul><ul><l...
Baptcare’s Community Aged Care Business Overview
Baptcare’s Community Aged Care  Business Model Baptcare Community Aged Care Government  Agencies Program Manager Program M...
Provide high quality case management services by: Responsibilities of the Care Manager  <ul><li>Undertaking a comprehensiv...
A Day in the Life of a Care Manager  <ul><li>Morning </li></ul><ul><li>9-11am Visit client in Mornington and provide asses...
Managing the Client Care Plan  A core function of  Baptcare’s community aged care is the provision of these care services ...
The Business Problems <ul><li>Increasing Service & Labour costs  </li></ul><ul><li>Increasing Compliance requirements </li...
How we approached the Problems Build on the Prince 2 Based PMF Framework Roll Out Develop  BPMN / BPI Capability  Tackle B...
Findings - Process Hierarchy Diagram Area of Initial  Process Interest
Findings - Context Diagram
Findings – Context Diagram showing Processes of Interest
Business Improvement  - Case Study One
Normal Equipment Ordering Process –  High Level Current State Geoff Urbach Slide 1
Cap Ex Equipment Ordering Process –  Current State
Cap Ex Equipment Ordering Process –  Target State
Cap Ex Equipment Ordering Process –  High Level Target State Changed  Business Rule
Business Improvement  - Case Study Two
Results – Service Provider Authorisation Current State
Results – Service Provider Authorisation
Results – Service Provider Authorisation – Target State
Outcomes and Expected Outcomes  Universal, easy to understand way of defining, communicating and improving  CAC processes ...
Future Quick Win Initiatives Build on the Prince 2 Based PMF Framework Roll Out Develop  BPMN / BPI Capability  Improve Su...
The Road Map Going Forward 1. 2. 3. 4. 5.
Questions?
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Strategic BPM Conference Paper re Baptcare

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A Paper that Chris Coughlan and I delivered in Melbourne in October 2009

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Strategic BPM Conference Paper re Baptcare

  1. 1. Employing BPMN and BPI to Realise Quality and Productivity Improvements in Aged Care David G Thompson and Chris Coughlan October 2009
  2. 2. Table of Contents <ul><li>Global Aged Care Sector Overview </li></ul><ul><li>Global Aged Care Trends </li></ul><ul><li>Australian Aged Care Sector Trends and Drivers </li></ul><ul><li>The Challenges facing Industry Participants </li></ul><ul><li>CAC Business Model and Overview </li></ul><ul><li>Business Problems </li></ul><ul><li>How we Approached these Problems </li></ul><ul><li>The Findings </li></ul><ul><li>Business Process Improvement Case Studies </li></ul><ul><li>Outcomes and Expected Outcomes </li></ul><ul><li>Future Quick Win Initiatives </li></ul><ul><li>The Road Map Going Forward </li></ul>
  3. 3. Global Aged Care Sector Overview Aged Care is a very significant 21 st Century challenge. Analysing and clustering the British Royal Geographical Society’s biggest 21 st Century Challenges yields three major issue groupings, namely: <ul><li>The Environment and Sustainability </li></ul>2. The future of Capitalism and Trade 3. Aging, Retirement and Health <ul><li>The following striking facts bring the enormity of this challenge into sharp focus: </li></ul><ul><li>60% of all people employed in Sweden’s capital city Stockholm, </li></ul><ul><li>work in community care; and </li></ul><ul><li>By 2020 the elderly population in China will reach 248 million </li></ul><ul><li>and by 2050 the aging population will reach over 400 million. </li></ul>
  4. 4. Global Aged Care Trends Was Future State Patient Cure Hospitalisation Institutions Govt. Delivered Paper based Patient Plan driven Centralised Care All of these factors increase the importance of improving Process Management Capability in order to deliver Quality and Productivity Outcomes
  5. 5. Recent National Aged Care Growth Trends Residential Aged Care Sector Compound Annual Growth Rate (98-08) 2.2% Community Based Aged Care Sector Compound Annual Growth Rate (98-08) 17.5%
  6. 6. National Aged Care Sector Policy Drivers $ 1 $ 10 $ 100 $ 1,000 $ 10,000 Increasing Quality of Life Daily Cost of Care Independent Living Community Clinic Doctors Office Chronic Disease Management Home Care Assisted Living Nursing Facility Residential Care Clinics Hospital Intensive Care Unit Acute Care A Key Economic Driver of Recent Policy
  7. 7. The Challenge facing Industry Participants <ul><li>Deliver optimum care outcomes in a sustainable fashion </li></ul><ul><li>= (Enhanced Quality Care Outcomes) / (Reduced Cost of Care Delivery) </li></ul>Process Management & Improvement Capability lies at the heart of this Challenge
  8. 8. Baptcare’s Community Aged Care Business Overview
  9. 9. Baptcare’s Community Aged Care Business Model Baptcare Community Aged Care Government Agencies Program Manager Program Manager Program Manager Program Manager Program Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager
  10. 10. Provide high quality case management services by: Responsibilities of the Care Manager <ul><li>Undertaking a comprehensive assessment of each client </li></ul><ul><li>Working with the client and their family to determine a number of health and well being maintenance and promotion strategies. </li></ul><ul><li>Focusing on encouraging independence and assisting the client to maintain quality of life. </li></ul><ul><li>Sourcing a range of care services, medical equipment and home help services such as gardening to achieve the above goals. </li></ul><ul><li>Monitoring the client’s progress is monitored to ensure that optimal outcomes are achieved. </li></ul>
  11. 11. A Day in the Life of a Care Manager <ul><li>Morning </li></ul><ul><li>9-11am Visit client in Mornington and provide assessment of care needs </li></ul><ul><li>11-11.30am Return to Office </li></ul><ul><li>11.30am-12 Write up Case Notes </li></ul><ul><li>12-12.30pm Check Invoices </li></ul><ul><li>Afternoon </li></ul><ul><li>1pm-2pm Update Weekly Schedules and Financial Tallies against the changed Care Plan </li></ul><ul><li>2pm-3.30pm Ring Service Providers to order Care and Medical Equipment Provider to order a Wheel Chair </li></ul><ul><li>3.30pm-4pm Ring a family member to discuss changing needs of the client </li></ul><ul><li>4pm-4.30pm Ring some Respite facilities to arrange respite services for the client </li></ul><ul><li>4.30pm-5pm Catch up on some general paperwork </li></ul>
  12. 12. Managing the Client Care Plan A core function of Baptcare’s community aged care is the provision of these care services via third party providers MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY AHCS Shopping 1030-1230 Helen In home physio program 1430-1530 In home physio program 1130-1230 physio program at the hospital 1400-1500 AHCS Personal care Meal prep 1600-1730 Samantha AHCS Personal care 1630 - 1700 Samantha AHCS Personal care Meal prep 1600-1730 Helen AHCS Personal care 1630-1700 Helen AHCS Personal care Meal prep 1600-1730 Helen
  13. 13. The Business Problems <ul><li>Increasing Service & Labour costs </li></ul><ul><li>Increasing Compliance requirements </li></ul><ul><li>Client complexity is increasing on account of longer life expectancy </li></ul><ul><li>Inconsistent process implementation across Baptcare </li></ul><ul><li>Rapid growth in the number of service providers also resulting in </li></ul><ul><li>process inconsistency. </li></ul>
  14. 14. How we approached the Problems Build on the Prince 2 Based PMF Framework Roll Out Develop BPMN / BPI Capability Tackle Business Problem 1 Tackle Business Problem 2 Tackle Business Problem 3 BPMN and BPI is not an end in itself. It is a means to business problem solving outcomes
  15. 15. Findings - Process Hierarchy Diagram Area of Initial Process Interest
  16. 16. Findings - Context Diagram
  17. 17. Findings – Context Diagram showing Processes of Interest
  18. 18. Business Improvement - Case Study One
  19. 19. Normal Equipment Ordering Process – High Level Current State Geoff Urbach Slide 1
  20. 20. Cap Ex Equipment Ordering Process – Current State
  21. 21. Cap Ex Equipment Ordering Process – Target State
  22. 22. Cap Ex Equipment Ordering Process – High Level Target State Changed Business Rule
  23. 23. Business Improvement - Case Study Two
  24. 24. Results – Service Provider Authorisation Current State
  25. 25. Results – Service Provider Authorisation
  26. 26. Results – Service Provider Authorisation – Target State
  27. 27. Outcomes and Expected Outcomes Universal, easy to understand way of defining, communicating and improving CAC processes Improved process efficiency and quality Improved internal audit transparency Aids the selection and implementation of supporting IT systems Aid for improving the Baptcare / third party relationships / process performance.
  28. 28. Future Quick Win Initiatives Build on the Prince 2 Based PMF Framework Roll Out Develop BPMN / BPI Capability Improve Supplier Management Processes Implement IT systems to support BPM Improve CAC Brokerage Processes
  29. 29. The Road Map Going Forward 1. 2. 3. 4. 5.
  30. 30. Questions?

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