Annual Report: Greater Shepparton City Council 2015–16 by Calvary Community Care

Annual Report Greater Shepparton City Council October 2015 - September 2016

Continuing the Mission of the Sisters of the Little Company of Mary

Calvary Community Care Calvary Community Care supports people to live independently in their own homes and actively participate in the Greater Shepparton community. Calvary Community Care is pleased to present the Annual Report for the Home Care and Support Contract 1443. This report outlines the Home and Community care service delivery undertaken from 1st October 2015 to the 30th September 2016 on behalf of the Greater Shepparton City Council. This period represents another successful year of partnership between Greater Shepparton and Calvary Community Care, marked by the GSCC retaining the services for a further three year contract. The Calvary Community Care team value the positive working relationship with the Council. Together we deliver quality services to ensure positive outcomes for Home and Community Care (HACC) clients in Greater Shepparton.

Continuing the Mission of the Sisters of the Little Company of Mary

Contents 1. Priorities and Outcomes

1.1 An Innovative and Adaptable Organisation

1.2 Strong Brand and Reputation for Quality

1.3 Great Employer

1.4 Integrated Client Driven Services

1.5 Sector Leadership

2. Communications

3. Human Resources

3.1 Management

3.2 Shepparton Service Centre Staff

3.3 Support Workers

3.4 Support Worker Training

3.5 Office Worker Training

3.6 Staff Recruitment and Retention

3.7 Staff Engagement

3.8 Work Health and Safety

4. Service Delivery

4.1 Service Hours

4.2 Clients

5. Quality Improvement

5.1 Compliments and Complaints

5.2 Incidents

5.3 Client Satisfaction Survey

6. Information Technology

7. Summary

Appendix 1

Appendix 2

Appendix 3

Appendix 4

Continuing the Mission of the Sisters of the Little Company of Mary

Strategic Plan 2014-2018 1. Priorities and Outcomes at a glance Strategic Plan 2014-2018

1.1 An Innovative and Adaptable Organisation The strategic agenda for constant improvement of technologies and organisational efficiency at Head office and in regional centres continues. Centralisation of support services has Continuing the Mission of the Sisters of the Little Company of Mary positively impacted with greater efficiencies and increased interaction with all Head Office departments. The mix of centralised administration together with a regional presence offers a unique opportunity to leverage our scale and local expertise to meet the changing needs of Clients, employees and the community. Calvary Community Care continues to investigate new digital technologies to improve our service delivery. Our intranet site, Calvary Connect, provides all office-based employees with a centralised platform for collaboration, communication and access to our quality document centre. In early 2017 Calvary will launch a new Support Worker portal to provide a centralised communication resource centre, further enhancing Support Worker connectedness. Our Support Workers are now actively engaged on a secure email platform. This channel has provided a fast and responsive channel of communication between the Service Centre, Head Office and Support Workers in the field, with very positive feedback. In Autumn 2016 we delivered a national SMS broadcast service for all Support Workers. This communication channel provides more efficient communication to expedite available shift allocations for all Support Workers, resulting in fewer call interruptions, improving the Client and staff experience. We aim to work to meet the required Client demand by delivering improved services, systems and more efficient processes. We are creating a business intelligence tool to enable planning for the ideal workforce and FTE requirements to support our Client demand. Our goal is to provide a workforce, both in the field and within our office, that delivers quality value-added customer-centric services.

Continuing the Mission of the Sisters of the Little Company of Mary

1.2 Strong Brand and Reputation for Quality. Calvary Community Care recognises that the Client experience is paramount to our perception of quality. Calvary Community Care is committed to providing accessible and easy-to-understand resources to help families navigate the complex service system for supporting seniors to live well in their own home in the community. Our website www.calvarycommunitycare. org.au offers a range of useful guidelines and tips about the ways we can help. With short, engaging videos, case studies and practical solutions. Our knowledgable team of Care Advisors are the first point of contact in the Client journey, and are equipped to assist with any questions a prospective client or their advocate may have. All marketing materials have considered design with large font sizes, easily identifiable illustrations to ensure they are accessible, legible and easy to understand. The Marketing and Communications department filters all customer and employee messages. This ensures that all communications are monitored for consistency, accessibility and accuracy. A monthly employee newsletter is distributed to all staff, and a quarterly magazine for Clients. The Smart Home, located at 551 Blackburn Road Mount Waverley, is a showcase of kitchen, bathroom and telecare accesssories that are available to assist mobility and aid independence. In 2016 Calvary Community Care introduced Company paid mandatory uniforms and dress standards for all client-facing employees.

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1.3 Great Employer Calvary Community Care recognises the importance of developing our staff, and has recently created a Learning and Development team to build our organisational capability. Our Learning and Development programs include blended learning of face-to-face, and online eLearning. Our programs and resources ensure that our staff feel equipped, enabled and confident to fulfil their roles and responsibilities. Our classroom based learning includes customer focussed approaches to service, as well as technical and safety based training. The Calvary e-Learning platform provides 24/7 web-enabled access to staff and supports our learning and development strategy. Continually expanding, this platform comprises a comprehensive suite of programs for all employees to access at their own pace across a range of topics including 3

communication, technology, Workplace Health and Safety (WHS), and clinical courses. We constantly seek to improve the way we do things. One of the successful initiatives we undertook this year was the introduction of our â&#x20AC;&#x2DC;Enhance the Client Journeyâ&#x20AC;&#x2122; program. This initiative resulted in positive feedback from employees about feeling empowered and better equipped to continually improve, and have more meaningful interactions with our Clients. We have also provided employees access to their personal data through a new self-serve payroll portal called MyKiosk which can be accessed from work or home. This enables employees to update contact information, licences, print pay details and payment summaries, and access leave balances and training records. In the first quarter of the 2016/17 financial year Calvary introduced elecronic

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timesheets and employee declarations for Support Workers, improving efficiencies. We are proud to again be recognised by the Workplace Gender Equality Agency (WGEA) as an Employer of Choice in Gender Equality. Calvary Community Care offers a supportive, flexible and harassment-free workplace. We offer family friendly, flexible work practices including paid parental leave and our workforce is made up of staff of all ages, gender, faith and ethnic backgrounds.

1.4 Integrated Client Driven Services Calvary Community Care remains focussed on supporting Clients through integration across the continuum of care. In 2016 we have focussed on working with health providers to ensure a seamless journey for Clients. • A nursing team has been established in metropolitan Adelaide to develop new models of care to support client discharge into the community. • A Service Coordinator conference was hosted in Melbourne in 2016 to provide a forum for sharing, interaction and team building with a key focus on customer centric and integrated service delivery. • In Tasmania we have established relationships with St Vincents and St Lukes to further enhance organisational integration opportunities. • Development of a client feedback loop for continuous improvement of our client communications and customer service. 2017 will see the roll-out of our road map for the Ideal Customer Journey.

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1.5 Sector Leadership Throughout the year Calvary Community Care has been involved in a number of initiatives to position our organisation and employees at the forefront of leadership and best practice in the sector. • Calvary Community Care continues to be actively involved in Leading Aged Services Australia (LASA), Aged and Community Services Australia (ACSA), National Disability Services (NDS) and Catholic Health Australia Aged Care Advisory Group • We have participated in Commonwealth forums for both Commonwealth Home Support Programme (CHSP) and Home Care Packages (HCP) to ensure Calvary Community Care is abreast of industry changes in the sector • Calvary Community Care participated in invitation-only workshop with the Department of Health on the My Aged Care experience • In both Victoria and South Australia Calvary Community Care has been an active participant in NDIS forums • Our partnership with Catholic Health Care to administer the Canberra Regional Assessment Service (RAS), known as Aged Care Assessment (ACAS) has been in operation for 18 months. The Department of Health recognises ACAS as a sector leader and strong advocate for system improvements to benefit consumers. • Consultation for the DEX/MDS data management in preparation for CHSP implementation on 1st July, 2016.

Continuing the Mission of the Sisters of the Little Company of Mary

2. Communication Calvary Community care is committed to improving communication paths with Clients, office based staff and Support Workers. Our communication with GSCC and Service Users is optimised in the following ways: • Over 55 Expo at West Bank Performing Arts Centre on 31 October 2015. • Carers’ Day Out during National Carers Week 2016. • Meetings with GSCC Care Coordinators and Calvary Community Care Intake Team. • Calvary Care Coordinator and Care Intake Team meetings occur as required. • Monthly Contract meetings with Council Manager Neighbourhoods, Team Leader Client Services, Quality Care Coordinator Client Services and Calvary Community Care Area Manager and Service Coordinator.

• Annual Client Satisfaction Survey (see 5.3) • Information sessions for Support Workers chaired by Council twice per year. In 2015/2016 the two sessions saw over 120 Support Workers attend where topics included: - Green Waste Project - Back to Earth - State Feedback Forum - Update - HACC transition to Commonwealth - NDIS Update - HACC service review - My Aged Care - Shopping Support • Regular telephone and email contact with agency Care Managers of clients receiving Council and other brokered services including attendance at case discussions. • The Calvary Community Care quarterly magazine, Community Life, is mailed directly to all Clients.

• Weekly and monthly reports are provided to Council officers on various aspects ofthe services delivered including Clients that have suspended services. • KPIs of service delivery are addressed and monitored via weekly, fortnightly and monthly reports provided to Shepparton Council officers. • Acceptance of daily electronic referrals via Connecting Care. • Regular telephone and email communication between GSCC and Calvary Community Care regarding Client requests and feedback.

Continuing the Mission of the Sisters of the Little Company of Mary

3. Human Resources Our Human Resources team is responsible for the development of strategic initiatives to support our employees and partner with the leadership team to support the changing business needs.

Building on our employee engagement, professionalism and Brand presence, Calvary Community Care have introduced Company paid mandatory uniforms and dress standards for all Client-facing employees.

Our policies and procedures are being reviewed, streamlined and integrated within the Calvary National guidelines.

KPIs have been identified for Human Resources and are based on recruitment, turnover, leave and WHS. A monthly metrics report has been established and is presented to the Calvary Community Care Executive Team.

For Calvary Community Care to meet its organisational goals, the HR team has developed strategies to attract, develop and retain talented staff with appropriate capabilities and skills. We are reviewing our employee onboarding processes with the aim to provide a work environment that will kick start an employee to succeed in their career at Calvary Community Care. In conjunction with this an online portal is being built to provide access to employment documents and relevant information for our Support Workers. The portal will facilitate easy and mobile access to current information and streamline current processes. 7

We are building a performance and development framework that is client and values focused to enable an employee to succeed in their role. Through the Calvary Community Care journey, performance expectations will be agreed upon and reviewed with the employee. Regular consultation, coaching, mentoring and capability building will form a part of the goal setting process. We recognise the importance of motivating employees to reach their full potential, acknowledging achievements and encouraging staff to work

Continuing the Mission of the Sisters of the Little Company of Mary

in accordance with the Organisation’s vision and values. A new Reward and Recognition program ‘Pause for Applause’ was developed and launched in February 2016. This program provides a range of opportunities to reward and recognise significant events in people’s lives, length of service and outstanding performance achievements. Awards are based on Calvary’s values of Hospitality, Healing, Stewardship and Respect and includes on the spot, monthly and annual awards. Since the program launch over 350 employees across Calvary Community Care have been acknowledged with on the spot awards and 29 employees have been presented with monthly awards. Five Annual awards will be presented in December 2016 under the Calvary Community Care value categories, and an additional CEO Award will be presented for ‘Most Outstanding Achievement’. We aim to work to meet the required Client demand by delivery improved services, systems and more efficient processes. We are creating a business intelligence tool to enable planning for the ideal workforce and FTE requirements to support our Client demand. Our goal is to provide a workforce, both in the field and within our office, that delivers quality value-added customercentric services.

Continuing the Mission of the Sisters of the Little Company of Mary

3.1 Management Under the leadership of CEO, Cheryl De Zilwa, the Calvary Community Care Executive Team continue to work on the rigourous agenda of transformation and change. Maureen Flaherty, Area Manager, consults and collaborates with the Greater Shepparton team to ensure full engagement of our staff on this agenda. In preparation for the implementation of Consumer Directed Care (CDC), changing consumer preferences and an ageing population, Calvary Community Careâ&#x20AC;&#x2122;s Executive team have spearheaded an agenda of transformation and improvement across the organisation.

3.2 Shepparton Service Centre Staff Sharon Hogan continues to develop as she has taken on additional leadership and management responsibilities. Sharon is committed to responsive customer service and has continued to lead the Shepparton Service Centre through a series of quality enhancement activities designed to offer greater efficiencies and an improved customer experience. Throughout the period Sharon has focussed on increasing the digital literacy within the workforce, and continues to identify opportunities for efficiencies to deliver responsive timely customer service. Sharon and her team have been working with GSCC to implement CHSP throughout 2015/16. Calvary continues to work directly with regional teams to place the Client at the centre of everything we do and in 2016 all Shepparton office-based staff participated in the Enhance the Client Journey workshop. Sharon is dedicated to fostering a positive and mutually beneficial working relationship with GSCC and conducts regular meetings to ensure that communication channels are open and effective.

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Table 1: Total Staff Metrics (Shepparton Service Centre) as of September 30, 2016 Total staff employed

140

Total number of staff who commenced employment

Total number of staff who ceased employment

Staff Turnover

24%

Table 2: Office Staff Metrics (Shepparton Service Centre) as of September 30, 2016 Total office staff employed

Total number of office staff who commenced employment

Total number of office staff who ceased employment

Office Staff Turnover

17%

3.3 Support Workers Throughout the period Shepparton Service Centre employed 25 new Support Workers bringing the team to 128 as at September 30, 2016. Whilst the number of Support Workers employed reduced from 137 in October 2016, the reduction aligns with adjustments to CHSP and HACC targets, and the Calvary Community Care workforce plan. Table 3: Support Worker Metrics (Shepparton Service Centre) as of September 30, 2016 Total support workers employed

128

Total number of support workers who commenced employment

Retention rate of support workers who were recruited

83%

Total number of support workers who ceased employment

Support Worker Turnover

25%

Average age of support workers

Number of support workers aged between 20 and 30

Number of support workers aged between 30 and 50

Percentage of female support workers

91%

Percentage of male support workers

Continuing the Mission of the Sisters of the Little Company of Mary

3.4 Support Worker Training All Calvary Community Care Shepparton Support Workers hold a minimum of Certificate III in HACC, Aged or Disability Care (see Table 4). Support Workers renew their Manual Handling training annually and update their First Aid certificates every three years. Calvaryâ&#x20AC;&#x2122;s online learning platform facilitates the compulsory National Induction program and Palliative End of Life Care education program for 100% of staff. Through a partnership with Open Learning Universities, Support Workers access a range of self-paced eLearning modules including dementia and incontinence, infection control and computer skills. As part of Project Link, Support Workers received training and resources on email and internet use to support digital literacy skills. To build Support Worker skill and confidence, there is phone support to the Link Helpdesk for IT troubleshooting. Learner Handbook and Training guides are revised and circulated every six months. Calvaryâ&#x20AC;&#x2122;s monitoring systems ensured 100% of Support Workers are current. Police Checks are completed every three years and Working with Children every five years.

Continuing the Mission of the Sisters of the Little Company of Mary

Table 4: Support Worker Training Status Certificate III Home and Community Care/Aged Care as at 30 September 2016 Accreditation Status

No.

Certificate III or full equivalent

113

Current First Aid Certificate

116

First Aid has expired and needs to renew

Comment

Every 3 years Booked to complete

A number of classes were delivered through 2015-16 to ensure appropriate competencies in Support Workers. These are highlighted in Table 5. Table 5: Support Worker Mandatory Training TR-OHS & TR-ORIE Orientation & CHCWHS312A

1 class

13 learners

TR-MH Manual Handling/CPR Refresher

13 classes

115 learners

Continuing the Mission of the Sisters of the Little Company of Mary

3.5 Office Worker Training All office-based staff have completed the online National Induction Program (NIP) and Palliative End of Life (PEoL) training module. Putting the Client at the centre of everything we do at Calvary Community Care, officebased staff undertook Enhance the Client Journey workshops. They also have access to self-paced online learning modules through Calvary’s partnership with Online Learning Universities. Additionally, all of the office-based staff attended at least one of the Council Information Sessions referred to in Section 2.0 - Communication. Our 11 Client Services Officers also complete Fire Warden training to ensure the safety of

These are all key areas within our current strategic plan. Ensuring our customers have an ideal experience throughout all interactions with Calvary Communication is central to our strategy. We are in the process of discovering opportunities to: • Sustain and improve customers experience of quality, responsive and compassionate care that supports a trusting and long term relationship • Provide a unique opportunity for our employees to enjoy an engaging career that also offers competitive remuneration & reward • Make it easier match our workforce with customers and schedule customer appointments.

all office-based staff.

3.6 Staff Recruitment and Retention Our Human Resources team have worked to create consistency and best practice in areas such as workforce planning, recruitment and retention, goal setting and streamlining HR and WHS policies and processes.

The introduction of our eRecruitment tool ‘Calvary Careers’ has seen a faster workflow and reduction of paperwork in the recruitment process. The tool allows us to streamline our application management and selection process and allows managers to have real time access to their candidates.

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The recruitment function is currently working on a number projects including an Employee Referral Program to provide incentives to current employees to refer their family and friends to come and work for Calvary Community Care as well as engaging in a trial to operate a LinkedIn recruitment licence to source candidates. We are committed to creating and developing a workforce which is representative of the diverse social and culture environment in which we work and to providing internal career opportunities and development.

3.7 Staff Engagement The Best Practice Australia (BPA) employee survey is completed every two years, and was last conducted in March 2015. The results indicated outstanding outcomes compared to the 2013 survey and sector benchmarks. The next survey will be conducted in March 2017. In the Shepparton Service Centre 89% of respondents think Calvary is a truly great place to work and 91% believe that we are always striving to excel in the spirit of ‘being for others’. Survey results indicated that Calvary Community Care is a ‘culture of success’, the highest on the BPA scale. This type of culture is characterised by a ‘can do’ mentality and considered to be very cohesive and focussed. • Overall employee engagement (employees are openly positive, optimistic and engaged about the organisation’s future) has increased by 19% • Calvary Community Care employees have the highest level of engagement across all streams of Calvary • Employees were found to have a greater sense of purpose, direction and are proud about our success and achievement as an organisation.

Continuing the Mission of the Sisters of the Little Company of Mary

3.8 Work Health and Safety Calvary Community Care continues to meet all requirements under “ISO9001 Quality Management Systems” and “AS4801 Occupational Health and Safety (OHS) Management Systems” certifications with a joint certification audit successfully completed in May 2016. The audit report focussed on the high level of input from Executive Management to ensure that the Quality and OHS Management Systems provide the intended controls of improved Client satisfaction and Health and Safety performance. The auditor commented that the OHS Management System met the Health and Safety Objectives outlined by Calvary in the WHS and Injury Management Policy Statement and recommended that AS4801 Certification continue. Calvary Community Care was successfully audited against the National Audit Tool as part of the triennial re-licencing process for Self-Insurance in November 2014. This has seen successful surveillance audits carried-out by Workcover South Australia in November, with another scheduled for December 2016, with the auditor commenting

positively on the depth of continuous improvement works planned and carried-out during this time. In July 2015 Calvary Community Care launched a new online induction program, incorporating manual handling, developed in conjunction with operations, health and safety, human resources and marketing departments. This Induction and Manual Handling program enables Calvary Community Care to produce videos, activities, assessments and other content in a consistent and efficient format. This has ensured that all employees receive the same message with regard to safe, acceptable work activity. Since inception, KPI’s for completion of the Induction and Manual Handling modules have exceeded the 95% targets. Calvary Community Care has introduced Health and Safety Committees in each state, replacing the previous Employee/ Employer Consultative Committees. Committee representatives were booked for external, compliant five-day representative training, completed in September 2016. The Committees meet quarterly in each state, and a subsequent paid Support Worker meeting is held at each Service Centre, enabling the

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representatives to communicate Health and Safety updates to Support Workers. The Shepparton Service Centre is represented by Support Worker, Diana Arnold. Manager Workplace Health and Safety, Aaron Woods is the Calvary Community Care management representative on the Safety and Risk Committee of Little Company of Mary Health Care to ensure the groupâ&#x20AC;&#x2122;s practices are incorporated into those of Calvary Community Care. Our Return to Work Coordinator, Lucy Surace, has extensive experience in the development of Health and Wellbeing programs. Lucy is working with Little Company of Mary and Calvary Community Care staff to understand the health and wellbeing needs of the Organisation. 2017 will see the introduction of subsidised gym memberships for Calvary Community Care staff, to complement the Non Work-Related Injury policy and Early Intervention policy introduced in 2015.

Continuing the Mission of the Sisters of the Little Company of Mary

4. Service Delivery 4.1 Service Hours 1,189 Clients were admitted to the Shepparton program in the period 1 October 2015 30 September 2016. A total of 35,184.15 hours across four service types were delivered. Table 6: 2015/16 Service Hours by Service Type Domestic Assistance Hours

Personal Care Hours

Respite Care Hours

Home Maintenance Hours

Totals

20,610.25

8,645.13

4,138.75

135.13

33,529.26

Evenings

1.00

30.00

358.00

389.00

Saturdays

2.00

744.50

746.50

Sundays

143.00

Public Holiday

357.89

19.50

377.39

20,611.25

9,035.02

5,403.75

135.13

35,185.15

3,840

2,022.80

6,176.25

38.19

12,077.70

Weekday/general

Total Hours 2015-16 variation to 2014-15

* NB Slight variations to reportable monthly figures due to billing cycles. There was an 26% reduction in hours delivered across all four service types in 2015-16 compared to 2014-15.

Table 7: 2015/16 Home Maintenance Service Hours Hours

Number of Employees/Contractors

Number of Visits

127.75

2/1=3

145

The Home Maintenance team continues to provide a responsive service to meet Client needs. The workforce includes two employees and one contractor. The employees incorporate both field and office staff. Home Maintenance hours decreased by 45.57 hours, equivalent to 26% since 2014/15 resulting in 145 visits being delivered in 2015/16.

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Table 8: 2015/16 Annual visits and Clients for Bill To COGS and COGSU65 Visits

Clients

32,072

1,189

Table 9: Late Cancellations

Late cancellations (hours) Late cancellations (visits) Late cancellations (clients)

Domestic Assistance Hours

Personal Care Hours

Respite Care Hours

Home Maintenance Hours

Totals

312.50

106

512.50

272

155

476

204

*Across the four service types there were 281 unique Clients with late cancellations. However some Clients would have had late cancellations for more than the one service type.

4.2 Clients 209 new Clients were referred to Calvary Community Care during the year: In total, 1,189 Clients were provided with service and 32,072 visits were provided. The data reflects Clients from all Bill To, ie HACC (pre 30/6), CHSP and Under 65 post 1/7/17.

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Table 10: 2015/16 Reason for Discharge Reason

2013/14

2014/15

2015/16

Transferred to other funding

Residential Care

Hospital/Rehabilitation

Deceased

Not stated

Inactive client

135

118

Left area

Budget

Improved

Other

Time

Dissatisfied

TOTAL

302

492

315

Client discharges from the HACC program fell, from 492 in 2014/15 to 315 in 2015/16. The primary reasons for discharge include data cleansing and admission to residential care.

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5. Quality Improvement Calvary Community Care is accredited with ISO 9001 and has a robust Quality Management System (QMS) providing policies, procedures, work instructions and approved forms to guide practice. All QMS documents are regularly reviewed and notification provided to employees when this occurs. As part of the integration with Calvary, the quality management system including procedures and work instructions, is undergoing a comprehensive review to further streamline practices. A comprehensive audit program was undertaken during 2015-16, including both external and internal audits. SAI Global conducted an ISO 9001 and AS/NZS4801 survillence audit of Calvary Community Care management systems in May 2016 and remained impressed with the maturity of the system. No non-conformances were raised. In October 2015, Calvary Community Care succesfully completed an extensive DHS Disability Standards Audit. Strengths identified included staff engagement and ownership of quality, rigorous reporting mechanisms, effective quality management system coordination and internal audit process. An internal audit schedule provides a clear timetable for services across the year. Audits included: Work Health & Safety and Risk Management, Recruitment Attraction and Selection Manual, Performance Reviews and ISP WI Supplier Agreement.

5.1 Compliments and Complaints. Complaints and incidents are reported to Council on a monthly basis. These reports alert Council to any issues that may be a concern, or show a systemic area for improvement. Issues that are deemed to require a more immediate response by the Coordinator are escalated to Council at the time the report is received from the Support Worker/Client. Calvary Community Careâ&#x20AC;&#x2122;s Quality team also produce organisational reports which analyse trends and areas to further develop. The Area Manager meets each month with the Service Coordinator and reviews a range of statistical data including compliments and complaints refer Table 11 on next page.

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Table 11: 2014/15 Compliments and Complaints Complaint

Description

2013 -2014

2014 -2015

2015 -2016

Skill

The skill level of the Support Worker is not up to expectations

Reliability

Inconsistency from the Support Worker/office regarding start/ finish times

Full

Support Worker does not stay the full time

Communication

There is a communication breakdown between office/SW and/or SW/Client

Flexibility

Lack of flexibility in meeting Client needs

Other

A complaint that does not fit into other categories (eg SW personality)

TOTAL

Compliment

A compliment for the Support Worker / office /Council (mostly SWs)

TOTAL

The level of complaints has doubled this year from 24 to 49, while on a positive note, the compliments have tripled. Calvary Community Care has actively encouraged client feedback as part of our commitment to continuous improvement, and this is evidenced by the increase in the Client initiated feedback received in 2015/16.

5.2 Incidents Incidents are raised and discussed at varying levels. Most are dealt with on a daily basis through discussions between GSCC and Calvary Community Care. Occasionally an incident will require discussion at the monthly Contract meeting. The 2015/16 period saw four staff injuries that led to Work Cover claims. The injuries saw a Lost Time Incident Frequency (LTIF) rate of 20.9. All four of the injured staff have returned to pre-injury duties and hours.

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5.3 Client Satisfaction Survey Calvary Community Care has completed a review of its client survey process and as indicated in the last Council annual report has moved away from Press Ganey Client survey which was adopted in 2013, reverting to use Lime Management Consultants to complete the survey which has been internally benchmarked from 1999 â&#x20AC;&#x201C; 2012. The survey design, methodology and questions were reviewed to include demographics and targeted questions while maintaining the ability to internally bench mark previous surveys â&#x20AC;&#x201C; refer to Appendix 3: Greater Shepparton City Council Client Survey. This survey will be completed biannually as a whole organisation with interim years being run specifically for Council. The whole organisational survey was conducted in June/July 2016. The segment report for the Council was submitted to Jason Watts, Team Leader Client Services. Overall 94% of GSCC Clients surveyed expressed satisfaction with the service provided by Calvary Community Care, exceeding a self-imposed 90% benchmark. Broadly some results have varied/reduced in level of satisfaction and these areas will be actively targeted by the local management team. In 2016, Calvary committed to validate the quality of services provided by individual Support Workers by contacting one of their Clients across the year to validate attendance, the level of satisfaction with the service and obtain a Net Promoter Score. This approach provides progressive live data that, where applicable, facilitates immediate action on items raised and trending of results. Accumulative monthly reports are generated which populates trends for quarterly and annual reporting. In 2017, Calvary will further explore consumer engagement and targeted surveying to provide a multi-faceted dynamic approach to obtaining measurable current data to support continuous improvement to service delivery.

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6. Information Technology Since the last report, Calvary Community Care has applied the outcomes from the review of the core operating system to improve the internal efficiencies of this system to enhance its effectiveness. Calvary has continued the IT innovation path, leveraging the experience of the provision of email to Support Workers. Calvary has extended IT engagement with Support Workers, delivering work schedules securely via email to enable greater efficiency. This has eliminated the reliance on Australia Post to deliver paper schedules in a timely fashion given the change in their service delivery levels. Calvary Community Care has updated GoldCare, our Client Management System, to ensure we can deliver, in partnership with Greater Shepparton City Council, the required data submissions for DEX (CHSP) and MDS (HACC).

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7. Summary Calvary Community Care has valued an ongoing positive partnership with Greater Shepparton City Council, and is committed to efficient and effective delivery of high quality care. A stable management structure has supported sector change and provided strong leadership. In an environment of State and Federal community sector changes, a commitment to each individual Client remains an organisational focus. Calvary continues its organisational transformation journey, and 2015-16 has further solidified the positive working relationship between Calvary Community Care and the GSCC. Calvary has accelarated the development and delivery of new initiatives to enhance our service delivery across a variety of areas including human resources, information technology, marketing and communications. In alignment with our values of Hospitality, Healing, Stewardship and Respect, Calvary Community Care has embarked on additional customer service training, amplification of organisational focus on the Ideal Customer Journey, to deliver a quality service that enhances the independence, health and wellbeing and social connections of all our Clients within the Greater Shepparton community. We are looking forward to another effective and productive year working together with the Greater Shepparton City Council and achieving positive outcomes for all Clients.

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Appendix 1 Calvary Matters Monthly Staff Newsletter - eDM

Appendix 2 Monthly CEO Update - eDM

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Appendix 3 Greater Shepparton City Council Client Survey

Continuing the Mission of the Sisters of the Little Company of Mary

Appendix 4 Greater Shepparton City Council Client Survey Report

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1300 66 00 22 Calvary is a charitable Catholic not-for-profit organisation with more than 12,000 staff and volunteers, 15 public and private hospitals, 15 Retirement and Aged Care facilities, and 22 Community Care centres. We operate across six states and territories within Australia. Established in Sydney in 1885, by the arrival of the Sisters of the Little Company of Mary in Australia, our mission is to provide health care to the most vulnerable, including those reaching the end of their life. We provide aged and community care, acute and sub-acute health care, specialist palliative care and comprehensive care for people in the final year of their life.

Continuing the Mission of the Sisters of the Little Company of Mary

For more information call 1300 66 00 22 www.calvarycommunitycare.org.au

Quality ISO 9001