Drake Medox Australia 07 January 2021 Draft Business Plan FY22 FY22 Business Plan
Medox’s mission.
Drake Medox aims to deliver high quality care, support and staffing solutions to the health & community sectors.Guiding Principles.
AchievementvaluesRAPIDRespectPassionIntegrity
DRAKE Medox Drake International
The mission of Drake International is to assist our clients to measure and maximize the return on their human capital assets through the right people, the right HR processes, and a wide range of unique HR technologies, resulting in Productivity Improvement and Performance Improvement“PEOPLE International
Diversity and Inclusion
ARE EVERYTHING” Drake
By January 2023 Drake medox will be an Industry recognised leader in the provision of Health, Community and Human Resource services to clients and candidates.
The delivery of services should strive to achieve outcomes desired by the client
The delivery of services is aligned with the requirements/scope of the relevant funding body and/or contract
The welfare and interests of the client should be considered paramount client has the right to make decisions and take actions
Services should be tailored to the individual client’s requirements, and may involve rehabilitation; maintenance of function; prevent functional deterioration; assist in the acquisition of skills to maximize independence Where are we going
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The family relationships, cultural and linguistic environment of the clients should be respected
The
Service provision should respect the capacities of the client and promote self reliance and independence Service provision should facilitate the right of the client to participate in social, community and family activities
Vision –
Clients have the right to be treated with respect and dignity, and as such are not exposed to abuse, neglect or exploitation.
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SWOT November 2021
This will be achieved with the help of our people, staff and clients, and through the help of our refreshed client first framework, a framework designed to continue our culture of growth, and one that gives our people the clarity that ensures the quality delivery of sustainable, client centred and responsible practice management policies and
Drakeprocedures.Medox
DRAKE Medox Drake Medox Objectives
DRAKE Medox Quality Objectives 1. Maintain and Renew certification to Australian Community Industry Standard (ACIS) V4.0 and NDIS Standards, November 2021. 2. Regular review and analysis of Quality Objectives 3. Provide solutions and service as the key differentiator for our clients and candidates 4. Encourage professional growth and job satisfaction in all employees (office staff and support workers) through effective on boarding, training, performance reviews and supervision 5. Maintain client satisfaction by building close and effective working relationships and through surveys and analysis of relevant data 6. Recruit and retain the best people for the roles we have 7. Build effective working relationships within the health and homecare sectors with a view to partner in providing holistic and quality service to clients Business objectives 8. Further aligning services towards national disability standards 9. Encourage a culture of collaboration with governing bdies such as NDIS and Quality and Safety Commission. 10. Open and transparent feedback to learn and improve 11. To be an employer of choice in best practice disability servicing ( Both internal and external. 12. Manage risks to the business through constant review, analysis and management 13. Increase market share and growth – Collaboration and partnerships with other community service providers 14. Be a leader in the sector, who advocates for the sector, raises awareness and one that encourages continuous improvement and innovation whilst putting the client best interests first. Other Business objectives - Aligned to Drake International Objectives
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Objectives Across 5 Strategic Pillars – Drake Medox Client First Framework Program.
The role of Change and Growth at Drake Medox: Importance of Change in Business Message
The first section of the Drake Medox Client First Framework is a refreshed vision and purpose that includes five key strategic pillars that will deliver client service quality and performance into 2022. This is a continuation of leading with a growth culture whilst putting the client front and center of everything we do.
At Drake Medox, we want a healthy and sustainable approach to our growth and success in 2022 to fuel outcomes. That is why we believe that the most effective way to do this is to continue to lead a culture of growth (With Quality). A culture is simply the collection of beliefs on which our people build their behaviour. A true growth culture
Leading a growth Culture into 2022 – What does this all mean?
DRAKE Medox • Change leads to growth you must try something new at some point, ie to boost performance and quality from adequate to exceptional. • Change also provides an opportunity to increase productivity • The goal is transformation and not confusion • We will link it back to our vision and mission • To be more efficient and ask ourselves why we do or don’t do things. • We must bring our people on board • This is our opportunity to share with our people our 2022 vision, goals, and innovations. • We will listen to our team’s responses and acknowledge any concerns • We will be clear on who is responsible for any change and improvement and if our people need training and support, they will get it • We will reward team members who embrace change and embrace our growth aspirations
HOW Drake Medox is continuing to Lead a Growth Culture
DRAKE Medox focuses on issues connected to how people feel, and how they behave as a result. And to build a growth culture requires a blend of individual and organisational components.
• A
• Ensuring adherence to the National Disability Standards. Ensure adherence to NDIS / ACIS standards, including the successful implementation of 3 new standards (ACIS) and circa 34 NDIS practice standards changes environment that feels safe focus on continuous learning, thinking curiously and transformation Ability to challenge the status quo feedback, training, and development.
• Continuous
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Drake Medox Strategic Pillars
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Our 2022 aspirations are intended to give our people the clarity they seek on what, why and how we as a team, will deliver on our growth plans and success in 2022 together. Improving processes and making it easier for our people and our clients
We are in a competitive and complex business environment, where the industry needs more from their employees than ever before, to ensure the services we provide are delivered. When we look at how we want to grow, our people, clients and our future are front, and centre and we must do it ethically through responsible and sustainable growth initiatives and ideas.
8. Quality Review, safety, risk, and organisational performance. Increase employee sat by promoting a culture of safety and wellness, and by working collaboratively with everyone, such as families and communities to understand and strengthen the quality of care provided 2. Productivity and Efficiency
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2. Review Processes, and streamline, as per client agreement document.
3. Customer Service best practice training programs.
4. Client retention program and review of servicing hours opportunity to increase hours of service for clients with < 30 hours of care.
1. Quality Assurance Program on service review client feedback.
1. Client Service Quality – Know me, care for me, protect me, grow me, and empower me Our priorities include:
6. Consider face to face monthly challenge that focuses on client interactions and activity only For all roles, contacting all clients in the month. Retention and advocacy play.
7. Expand Services Review Expanding Access, Engage the Community, Promote Services, collaborate with partners to enhance and support services.
5. Implement Royal Commission recommendations focusing on Service Quality.
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2. New operating rhythm and my commitment practice mgt framework 3. Champion / Innovation culture and working group 4. New workflow management tool to replace Bond 5. New onboarding process online via forms and integrate with mobile devices and Bond, delivering an improved candidate experience end to end. 6. Online Setup SharePoint Workflow for all staff training activity during FY22.
8. Propose new Branch Structure including new roles to support growth, new Branch Managers and National Clinical Co Ordinator role, Head of Transformation and Growth and RML Business 9.Partners.StaffCapacity Review All Roles 10. Online Training for new staff Induction Webinar to incorporate Induction manual.
4. Financial Revenue and Growth
1. New Client sourcing and referral program 2. New operating rhythm new clients and pipeline management reporting.
Our priorities include:
Our priorities include:
3. Business Process Improvement, Governance and Risk/Compliance
3. Implement new nationwide revenue forecasts for FY22, including new markets growth. 4. Market review Especially transitioning clients currently in group homes to individual home care via DM. 5. Footprint strategy & RML Program rollout Central Coast, Newcastle, Wollongong North Qld and Alice Springs. 6. Implement new sales funnel and pipeline management framework for candidate recruitment process end to end. 7. Networking events with other providers.
1. Open Disclosure process and training 2. New NDIS standards training and process. 3. Automate compliance in SharePoint, including candidate checklist, client checklist 4. Ongoing process enhancements and capability 5. FY22 DM wide Performance Scorecard Reporting & Measures such as new clients onboarded, retention, NPS, Service Reviews 6. Paperless work sites SP / Cloud 7. Monthly Compliance Reporting in PPT, to include Trends to PCP. 8. Rollout new Software Fastrack CRM program in 2022 9. New governance monthly meeting to focus on Audit findings and royal commission 10.recommendations.Implementthree lines of defence risk model, include first line roles and responsibilities, second line and third line Audit Include 3-month audit reviews where DM submits pre prepared updates on performance, risks, and achievements.
7. Productivity reporting, showing 85% percentile For branch activity.
1. Implement 2022 staff scorecards, to include branch activity, interviews, and key workflow.
Our priorities include:
DRAKE Medox 8. RML Growth Plan re visit post covid in 2022 Scope out pilot regional area and plan. Include a. Social Media Ads to attract interest b. Billboard /web presence (Online application Process, interest requests. c. Prepare Intro Pack and Presentation, find advocates and Prepare Business Model 5. Reward, Retention, Development and Celebrate Our priorities include: 1. Introduce ongoing refresher and up skill programs Internal staff Online 2. High Performance Environmental Structure rollout My Commitment Part 2 3. Staff Experience Program e.g., Wellbeing, Cross Skilling, career path planning, work from 4.home100% Club Participation 5. Project participation and Leader Support Part of Innovation Plan 6. Access to knowledge Management Continue to Build on SharePoint as point of reference. 7. Promote participation in improvement plan execution and idea generation. Staff can choose a project they have interest in. 8. External training for internal staff where applicable 9. Buddying program Branch management roles and National roles. Drake Medox Change Impact Assessment Drake Medox Change Program 2022
Values Our focusSupporting each other Listening BuildingIndividualizingrapport
Drake Medox
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Drake Medox Purpose
Drake Medox provides personalized and caring support that makes a difference in people’s lives, empowers them with a sense of achievement. Drake Medox aims to assist people to maximize their true potential. Our purpose is underpinned by our HR and recruitment expertise.
Making a difference to others lives quality
The Quality
of our service
ToMyserviceCommitmentsupportourfocusand
The
Drake Medox’s vision, values, purpose, goals and focus are all underpinned by the quality management system detailed in the Drake Medox Quality Manual. Manual
DRAKE Medox Being SharingUnderstandingpresentApproachableKnowledgeBringTransparentBeingpunctualGivingback Acting with Empathy Follow Through Being Available It’s the little things RegularProcessescommunication
is divided into the following sections: • Rights and responsibilities • Service user rights • Organisational management • Service Delivery • Service Environment • Complex Physical Support • Complex Behavioral Support
These sections reflect how Drake Medox meets the requirements within the health and disability industry standards (NDIS & ACIS) while maintaining the quality of their
the quality of our service, we have introduced a staff and field “my commitment” chart designed to give our people clarity points to help them be the best at what they do, and to better support team goals and our clients best interests.
DRAKE Medox Leadership 360
Risk Management Process – Drake Medox
Organisational Chart – Drake Medox
Branch Structure
• Recruitment Coordinator – The Recruitment Coordinator is responsible for the day to day recruitment of candidates on behalf of our clients. This role is critical to the success of any client as the quality of services is directly related to the quality of candidates Drake Medox recruits. The key measure for this role is ultimately
• Consultant The consultant role is a key role which forms the glue between the client and our service delivery. Consultants are responsible for the day to day rostering as well as the first point of contact for client and candidate calls. The key measures for this role are client and candidate satisfaction, communicating and problem solving as well as building a strong relationship with all stakeholders to ensure the programs run smoothly
• Client Relationship Consultant – The CRC is mainly responsible for the face to face growth and retention related activity of the branch. New Client meetings as well as current client meetings and reviews are the key aspects of this role. Promoting Drake Medox services and ensuring all compliance is up to date before the client stars with Drake Medox is a key measure of this role as is the growth of the branch.
• Branch Manager The branch manager is responsible for the overall performance, results and day to day running of the local branch. This role has recently been implemented due to the continued growth of Drake Medox Australia. Compliance, Staff Development, Client & Candidate Satisfaction as well as business growth are the key measures for this role.
• Clinical Coordinator
• Customer Experience Officer
based on the attraction, retention and overall performance of candidates with our clients.
National Team Structure
the role if responsible for the oversight and development of our governance strategy in line with our business plan and quality manual. Our head of governance has been part of Drake Medox for over 30 years and has been instrumental in the development and execution of industry accreditations and a key contributor towards audit programs.
The Clinical Coordinator (Registered Nurse) is responsible for the supervision of clinical tasks related to client care. They are responsible for collating, developing, and signing off the Client Care Plans as well as the goal setting and revision. They will be responsible for supervising staff and involved in training sessions to up skill our workforce in order to benefit the client.
The national compliance was introduced in 2019 to create a consistent approach towards incident reporting, compliance, policy review and development as well as risk management. The key responsibility is to drive field staff and client compliance across the national branch network as well as guide, coach and monitor compliance levels. Our national compliance officer has been with the organization for over 6 years and has worked in various operational roles within the business which has provided a solid foundation for this function to succeed. The national compliance officer is also responsible for reporting to the Quality and Safeguards commission as well as other relevant state governing bodies within the disability sector.
• National Marketing Co-Ordinator the national marketing coordinator is responsible for providing our valued customers with accessibility to our services via digital platforms such as website and social media. Drake Medox supports many different industry associations such as the spinal injury and brain injury associations and the national marketing coordinator is also responsible to strengthen these partnerships.
• National Compliance Officer
The customer experience officer role is a newly created role to enhance the user experience for a valued clients and staff. Utilizing digital platforms such as our workforce management tool and CRM, the role is responsible for providing feedback on the user experience and creating improvement plans off the back of this feedback. The ultimate measure of this role is our customer satisfaction and Net Promoter Score results.
• Head of Governance
• General Manager The General Manager of Drake Medox is responsible for the overall leadership and strategy development of the organisation. With a focus on sustainable growth, customer satisfaction and ensuring that the organisation exceeds industry and government standards with respect to the health and community sectors.
• Drake Workwise (EAP) our internal employee assistance program has proven invaluable to both our field staff and clients. It offers a free confidential counseling service to both themselves and direct family members and an avenue to discuss areas of concern with respect to wellbeing and mental health. Given the current global environment dominated by changes to our day to day lives, this service has proven invaluable to everyone involved with Drake Medox.
• Quality Assurance Officer
This role is responsible for updating policies and procedures with a focus on quality and documentation. The role also supports the governance team with administrative tasks and in continuously assessing the quality client of service delivery.
One of the key development opportunities that came out of the Jan 2021 surveillance audit was to formalise a clinical governance team, program, and framework These are set out below and form part of the overall corporate governance function. The Team Drake Medox has developed a clinical governance framework to support its growing presence in the complex care Withinspace.Drake Medox organisational structure, the clinical governance team has been appointed with the sole purpose of supporting our clients and Field Staff aiming for best practice clinical care. The clinical governance team also offers an extra layer of clinical supervision and escalation point for our local Clinical Coordinators.
The National Clinical Coordinator is responsible with providing clinical oversight ad an extra level of supervision to our local clinical RN Coordinators. With a focus on continuous improvement, the national clinical coordinator has created a consistent approach towards our clinical documentation, inductions, and training as well as best practice clinical governance to protect our client’s health and wellbeing. The role forms a critical role within our national governance team and provides overarching clinical guidance to the entire Drake Medox team.
• Strategy, Performance and Operations
This role was introduced to create controls around monitoring performance and expectation of internal employees in order to ensure best practice outcomes are reflected in our client service delivery
• National Clinical Co-Ordinator
Clinical Governance Team and Framework
The clinical governance framework sets to establish key relationships and responsibilities between Drake Medox, governing bodies, clients, the executive and other parties that help deliver great clinical outcomes. Systems are in place to deliver safe and high quality care and services, that ultimately build client and community trust and a model for continuous improvement and quality management.
The team is constantly evolving and has created a solid foundation of support and continuous improvement culture amongst our clients and field staff.
The team is made up of Registered Nurses and corporate governance professionals and has expertise in both highly clinical settings such as ventilation and tracheostomies as well as behavioural support. There are fortnightly clinical meetings conducted by the head of our clinical governance team (National Clinical Coordinator) and the content of these meetings are also discussed and workshopped during our monthly governance Themeetings.clinical
supervision team consists of a National Clinical Coordinator, General Manager, Head of Governance, Senior Clinical Coordinator in NZ, National Compliance office and Governance administrator.
The Clinical Governance Framework (Draft as of December 2021)
External / Independent Support - Qualis Drake Medox recognises the value of having independent (Commercial in confidence) advisors who are well versed in the disability sector and can provide advice on matters that may require specialist expertise. We have engaged with an external consulting firm called Quails and have set up an accessible help desk for the governance team This helpdesk is setup via Microsoft teams and has been in effect since February of 2021. The Qualis Health Consulting team has more than 50 years combined experience and expertise in the NDIS and Mental Health sectors in Australia and New Zealand. Holding various roles in operational management, recruitment, quality, risk management, training and auditing. Qualis -
https://qhcon.com.au
Marketing
Acquisition Retention Maximization
• Refer a Friend – Support workers are encouraged to introduce their friends to Drake Medox with a Refer a Friend program. The referrer receives a $50 retail voucher as a thank you. Note: the new candidate must work 200 hours prior to receiving the reward.
When we allocate funds to Applicants and Clients, we must think of our marketing spend across both acquisition and retention activities. Both are equally as important; and if managed right, can help lead to longevity of applicants and clients who will hopefully become advocates of our brand.
• To attract new clients to Drake Medox.
Acquisition Techniques Candidate Acquisition
• To help attract and retain quality candidates to Drake Medox
• Community Newspaper Advertising - Local newspapers can often provide new reach to “passive” job seekers. Specific geographic areas can be selected based on socioeconomics, which are compatible with a specific target market.
• Job Boards - Maximise online job boards with a commitment to ensuring Drake Medox’s job adverts are listed on the first job search page with updates of our adverts. We will have renewed focus on developing a wide selection of interesting and informative job adverts which can be rotated to ensure fresh new adverts are appearing constantly.
• To raise awareness of the Drake Medox brand to the wider health and community sector
Marketing Objectives:
• SEEK Premium Talent Search - Drake has access to a combined network of over 8 million active candidates across Australia and New Zealand through our
• Google Business Listing - Encourage candidates and clients to write a review on their experience with Drake Medox. The more reviews we have in our Google business listing, the higher we rank in the search engine.
• Social Media - We have started to build traffic to our social media platforms (including Facebook, Instagram and TikTok) posting a range of information from events, industry news, operational updates etc. In 2021/2022 we will have a renewed focus, and also add a job board onto the socials, where candidates can
• Google AdWords - Drake runs Google Adwords campaigns directed at specific industries, roles and locations, tailored to the needs of the business. For certain recruitment drives, we adjust our keyword focus to find great candidates for our clients.
long term corporate partnership with SEEK. All Drake Medox Consultants have been provided with both in house, and external training on best practice use of this tool.
• Website - Drake Medox has just launched its refreshed website. The new site was specifically built for users of the smartphone/tablet. New functions included: larger icons to navigate, consolidated information, a new job search section and simplified enquiry tabs; all making it extremely easy to use and interact with Drake Medox.
• Client and Candidate Acquisition: Referrals and Word of Mouth doing an outstanding job with our current clients is the most important way for Drake Medox to grow. We pride ourselves on doing what we say we are going to do and exceeding client expectations.
• Google Ad Words campaign - Google Ad Words will also be relied upon in 2021/2022 to help drive traffic online, especially to the new mobile site. Google AdWords is an auction system where Drake Medox can purchase keywords such as “Homecare” & “Complex Care”. When the user types in the keyword to Google’s search engine, our advert appears at the top of the page.
• Industry Body Memberships - As a founding member of the Recruitment and Consulting Services Association (RCSA), Drake are a recognised thought leader, positioning our brand at the forefront of the market.
• CRC’s Drake Medox has qualified Client Relationship Consultants, led by Gay and Nick, who liaise with allied health & professionals within rehabilitation facilities, insurance providers, government bodies and other relevant services to develop mutually beneficial relationships
• LinkedIn Recruiter - Key Drake personnel are provided full access to LinkedIn Recruiter, allowing comprehensive access to the most powerful talent selection tool on the market. Each of our consultants receive in depth external training by LinkedIn the use of this tool.
• Industry advertising - There are many opportunities to advertise in industry specific publications including online newsletters and on websites for a low cost.
The retention of candidates and clients is important for our business. Drake Medox is committed to retaining its qualified field staff and satisfied clients while reducing the costs associated with recruiting new candidates and seeking new clients.
• Events/Sponsorships - To help raise the awareness of Drake Medox and our services, we will continue to sponsor key events within the homecare/disability & recruitment sectors.
Retention Strategies
Field Staff can often feel “disconnected” from their employer at times, and clients may chose to distance themselves from the provider. Drake Medox embraces simple candidate and client care initiatives to reduce this disconnect and create a sense of community.
• Regular service phone calls - Calls to candidates and clients to simply “check in” with how they are going? Are they having any issues? How is our service?
• Wednesday Wisdom - Once a week, send important industry information or policy updates and reminders to candidates via deputy (our workforce management software) to help engage and connect.
see the latest Drake Medox jobs available. The jobs can also be “boosted out” to the wider audience to a targeted market at a low cost.
• Staff Recognition Program - each month, Drake Medox nominate a staff member for going “above and beyond” in their role e.g., taking on extra shifts, receiving great customer feedback etc. The recipient is given a certificate of appreciation, and also sent a small gift.
• In-Touch Newsletter - Regular pro active communication via our quarterly candidate newsletter helps candidates keep up-to-date with the latest and important information on Drake Medox e.g. operational changes, staff changes, timesheet reminders, upcoming events, training opportunities etc.
• Acknowledge significant calendar dates - There are several significant dates throughout the year such as Easter, Christmas, International Nurses Day, and International Day of People with Disability etc. we acknowledge with a small gift. The unexpected is most appreciated and creates positive word of mouth.
• Events Drake Medox holds regular client and candidates’ events, such as movie nights, trips to local attractions, Christmas parties, etc. These events support our clients and candidates to build a community and meet other people in similar situations. Connections and friendships can be developed during these events and clients and candidates feel valued by Drake Medox.
• Employee Assistance Program (EAP) Drake Workwise provides 24x7 support to all staff and direct family members free for 3 sessions per year.
• Training relevant training (first aid courses, manual handling courses) are available to support workers throughout the year. This enables the Field Staff to up skill or refresh their skills where necessary.
Qualified councilors provide wellbeing guidance anonymously and assist staff to cope with difficult situations and home and at work.
• Performance reviews performance reviews are carried out annually allowing the Field Staff to check-in, review their work and performance and seek a new challenge if necessary. Delivering to person centred services to those with a disability who have multiple and complex support needs
Service Delivery Model • Four areas of interdependent practice o Person centered practice o Strengths based assessment and planning o Participation through active support o Delivered in a behavioural context
• On-boarding Field Staff complete a thorough on boarding session and questionnaire prior to being placed with a client. This ensures competent and confident support workers are providing support to our clients and gives our clients peace of mind also
Maximisation Strategies Candidate satisfaction is likely to increase if they are satisfied in their roles and are challenged to fulfil their potential while maintaining a work life balance. Drake Medox seeks to maximise our candidates career paths to create a high quality workforce, so our candidates are able to reap the benefits while we reap the benefits as a business.
• Avoid and/or minimize trigger by modifying environment and/or routine, changing expectations and demands
Doing with not for when supporting the individually in personal and domestic skill development and community engagement.
Enable the person to participate to their fullest of their capacity in all aspects of their day to day
• Identify the environmental, social and interactive conditions that trigger inappropriate situational responses
o
Putting the individuals behaviour in the context of their disability, life experience and current situation.
Value the capacity, skills, knowledge attributes and potential the individual and their support network brings to the table
A way of working with people where the primary focus is encouraging and supporting the persons participation in individually designed meaningful activity
Strengths Based Assessment and Planning
Identify the positive resources, attributes and skills the person and their support network have as a basis for developing the individuals support plan
Establish goals that provide opportunity for growing, mastering and learning new skills based on current strengths and attributes
Person Centred Practice
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Active Support
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Designlifeactivities that provide a bridge between current and potential ability to engage independently in day to day life.
o
Behavioural Context
• Respond to inappropriate behaviour in a planned and consistent way
Use strengths and attributes to counteract difficulties and/or conditions that may impeded growth
• The individual is supported to the extent possible to Be at the center of the planning Be involved in all decision related to their life that are not legally delegated to a guardian or other entity
o Identify who they want involved in their planning, both natural and formal support network Express their preferences and opinion Assisted to make safe choices and decisions
• Highly individualised approach to planning and implementing support needs
• Reduce danger to individual and others remove person from situation and provide constancy in observation
• De escalate negative behaviours and reinforce positive behaviours and interaction • Avoid punishment or coercion • Recognise individuals’ personal limits Principles of risk planning for positive behavioural support: • De escalate communicate with empathy, be non judgmental, focus on feelings, reinstate and clarify messages • Redirect refocus attention on an alternative activity or discussion, restructure the situation by inviting engagement in alternative • Reframe Look at situation through positive lens, change the negative context to a positive one by challenging assumptions • Avoid Harm – Increase awareness of situation for potential of emotional, physical, social and sexual abuse
Guidelines for our People: When you must not work
Monitor the health of people in your care and watch out for symptoms of COVID-19.
• returned from overseas in the past 14 days
• From July 2021, all staff directed to work from home
• From November 2021, staff returned to the office between 1 3 days a week, with the exception being Melbourne office, who continue to work from home.
Covid Safe Plan – Activated in March 2020
• been in contact with someone diagnosed with COVID 19
• Post March 2020 – 100% of staff worked from home
If you are disability support worker, do not go to work if you have:
From March 2020, Drake International activated the Covid Safe plan, which resulted in changes in our footprint and work locations. The changes are as follows
• Pre March 2020 – 100% of staff based out of head office locations per state
Pre March 2020, all (100%) of Drake Medox staff were based out of head office in Sydney NSW, or their respective head office in each state.
• Carers, support workers and nurses were required to adhere to Australian Health covid safe guidelines when attending to care of clients.
• Melbourne Head Office – Soft opening 10 January 2022. Revised weekly due to Omicron cases. Adherence to Strict government guidelines
https://www.health.gov.au/resources/publications/information-for-disabilitysupport-providers-and-workers
Keep in mind that some people with intellectual or developmental disability may:
• a fever • a symptom, even a minor symptom, of respiratory illness (cough, shortness of breath, sore throat, runny nose or nasal congestion).
• be at greater risk of serious illness due to COVID 19 if they have some medical conditions and co morbidities
Let your employer know if you need to quarantine at home. Identifying symptoms
• From November 2020, 10 20% of the workforce returned to their office, on Mondays and Tuesdays
Getting tested
To help slow the spread of COVID-19, practise good hygiene and physical distancing and follow the limits on public gatherings.
• will be exposed to body fluids or very contaminated surfaces • are caring for someone confirmed or suspected of having COVID 19. Remove your PPE before leaving the room or the person’s home. Wash or sanitise your hands straight after removing PPE. Field Staff in Victoria must wear a single use surgical mask when at work at all times. Some disability support workers in New South Wales have been advised to wear masks when they are providing support or care.
If someone you care for has symptoms, you or they should seek advice from their GP or the National Coronavirus Helpline about whether they should be tested. Stopping the spread
• have difficulty understanding and adhering to social distancing, handwashing and other risk reduction strategies, which increases their risk • not show or be able to communicate early COVID-19 symptoms.
If you develop fever or respiratory symptoms, even if mild, do not go to work, and get tested straight away.
Personal protective equipment (PPE) Wear appropriate PPE (gown, mask, protective eyewear and gloves) if you:
Transitioning back to the office – Jan 2022
Contact can only be registered as successful if direct voice contact is made.
Business
BCP Call and Decision Tree: Drake Medox Continuity Testing Call Register to be used
In Diaries
Meeting Operating Rhythm: Drake Medox
Weekly
• Consultant Weekly Huddle Currently every Thursday, national consultants share ideas about how to improve, payroll, technology on shift filling, improvement measures and compliance
Daily • Branch Daily Huddle (all branches nationally) discuss priorities for the day, incident reporting, compliance measures, any outstanding shifts, recruitment needs and client improvement measures includes all branch staff Branch Manager, Client Relationship Consultant, Clinical Coordinator, Recruitment Coordinator and Consultant In Diaries
• National Team Weekly Huddle currently every Friday first 30 mins discussing branch highlights for the week and second half hour has a different topic every week eg Royal commission findings, guests from different divisions of drake and
• Recruitment Coordinator Weekly Huddle currently every Wednesday, national RC’s get together to discuss recruitment strategies, compliance for staff, improvement ideas and brainstorming about attraction and retention strategies.
• Clinical Coordinator Monthly Huddle Run by National Compliance Officer and National Clinical Coordinator– discuss QA, Policies and procedure, clinical issues with current clients and educating clinical coordinators on medications, manual handling, behaviours etc
• Monthly Governance meeting Business process, policy, NDIS practice standards, Risk and Compliance, Incidents and Complaints, Audit Review Quarterly
• Executive Committee Meeting Drake directors including Medox National Manager to discuss company financials, risk.
• Client service reviews to assess performance of Drake Medox and gain feedback from clients around their Goals and how Drake Medox is performing. Annually • Service Plan review including goals against NDIS plans
external trainers on brain injury spinal injury and other relevant topics that will educate and upskill our internal staff.
• Complaints & Incidents Meeting (Trend Report) (discussion regarding monthly summary of complaints, Incidents, and restrictive practices) attended by General Manager, Medox National Manager & National Compliance officer
Monthly
• Safety and Compliance Meeting attended by all divisions of Drake International and our QA and Compliance officers