strategic bpm conference paper re baptcare
TRANSCRIPT
Employing BPMN and BPI to Realise Quality and Productivity
Improvements in Aged Care
David G Thompson and Chris Coughlan
October 2009
Table of Contents
• Global Aged Care Sector Overview• Global Aged Care Trends• Australian Aged Care Sector Trends and Drivers• The Challenges facing Industry Participants• CAC Business Model and Overview• Business Problems• How we Approached these Problems• The Findings• Business Process Improvement Case Studies• Outcomes and Expected Outcomes• Future Quick Win Initiatives• The Road Map Going Forward
Global Aged Care Sector OverviewAged Care is a very significant 21st Century challenge. Analysing and clustering the British Royal Geographical Society’s biggest 21st Century Challenges yields three major issue groupings, namely:
1. The Environment and Sustainability
2. The future of Capitalism and Trade
3. Aging, Retirement and Health
The following striking facts bring the enormity of this challenge into sharp focus:
• 60% of all people employed in Sweden’s capital city Stockholm, work in community care; and
• By 2020 the elderly population in China will reach 248 million and by 2050 the aging population will reach over 400 million.
Global Aged Care Trends
Patient
Cure
Hospitalisation
Institutions
Govt. Delivered
Paper based
Patient Plan driven
Was Future State
Centralised Care
All of these factors increase the importance
of improving Process
ManagementCapability in
order to deliver Quality and Productivity Outcomes
Recent National Aged Care Growth Trends
Residential Aged Care Sector Compound AnnualGrowth Rate (98-08) 2.2%
Community Based Aged Care Sector Compound AnnualGrowth Rate (98-08) 17.5%
National Aged Care Sector Policy Drivers
$ 1 $ 10 $ 100 $ 1,000 $ 10,000
Incr
easi
ng Q
ualit
y of
Life
Independent Living
CommunityClinic
Doctors Office
Chronic Disease
Management
Home Care
AssistedLivingNursing Facility
Residential Care
Clinics
Hospital
IntensiveCare Unit
Acute Care
A Key Economic Driver of Recent Policy
Daily Cost of Care
The Challenge facing Industry Participants
• Deliver optimum care outcomes in a sustainable fashion
= (Enhanced Quality Care Outcomes) / (Reduced Cost of Care Delivery)
Process Management & Improvement Capability lies at the heart of this Challenge
Baptcare’s Community Aged Care Business Overview
Baptcare’s Community Aged Care Business Model
Baptcare Community Aged Care
Government Agencies
ProgramManager
ProgramManager
ProgramManager
ProgramManager
ProgramManager
CareManager
CareManager
CareManager
CareManager
CareManager
CareManager
CareManager
CareManager
CareManager
CareManager
CareManager
CareManager
CareManager
CareManager
CareManager
Provide high quality case management services by:
Responsibilities of the Care Manager
• Undertaking a comprehensive assessment of each client
• Working with the client and their family to determine a number of health and well being maintenance and promotion strategies.
• Focusing on encouraging independence and assisting the client to maintain quality of life.
• Sourcing a range of care services, medical equipment and home help services such as gardening to achieve the above goals.
• Monitoring the client’s progress is monitored to ensure that optimal outcomes are achieved.
A Day in the Life of a Care Manager
Morning
• 9-11am Visit client in Mornington and provide assessment of care needs
• 11-11.30am Return to Office
• 11.30am-12 Write up Case Notes
• 12-12.30pm Check Invoices
Afternoon
• 1pm-2pm Update Weekly Schedules and Financial Tallies against the changed Care Plan
• 2pm-3.30pm Ring Service Providers to order Care and Medical Equipment Provider to order a Wheel Chair
• 3.30pm-4pm Ring a family member to discuss changing needs of the client
• 4pm-4.30pm Ring some Respite facilities to arrange respite services for the client
• 4.30pm-5pm Catch up on some general paperwork
Managing the Client Care Plan
MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY
AHCSShopping1030-1230
Helen
In home physio
program1430-1530
In home physio program1130-1230
physio program at the
hospital1400-1500
AHCSPersonal care
Meal prep1600-1730Samantha
AHCSPersonal care1630 - 1700Samantha
AHCSPersonal care
Meal prep1600-1730
Helen
AHCSPersonal care
1630-1700Helen
AHCSPersonal care
Meal prep1600-1730
Helen
A core function of Baptcare’s community aged care is the provision of these care services via third party providers
The Business Problems
• Increasing Service & Labour costs
• Increasing Compliance requirements
• Client complexity is increasing on account of longer life expectancy
• Inconsistent process implementation across Baptcare
• Rapid growth in the number of service providers also resulting in process inconsistency.
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
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
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.
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 CACBrokerageProcesses
The Road Map Going Forward
1.
2.
3.4. 5.