CHSP Self Assessment Tool by Tasmanian Council of Social Service Inc

CHSP Self-Assessment Tool Welcome to the CHSP Futures Self-Assessment Toolkit. The Self-Assessment Tool will help you to rate your organisation’s readiness for the next round of Aged Care Reforms for the CHSP, which are due to take effect from the 1st of July 2018. The changes are likely to be major, and will require community sector CHSP providers to significantly change the way they run their services.  The Government has not provided much information about what will happen to CHSP funding from 1/7/18. This is what seems likely:  CHSP funding in its present form will cease from 30/6/18  CHSP and Home Care Package funding will probably merge into a single funding programme from 1/7/18  There will probably be no block funding for providers from 1/7/18 – instead, funding will go to the consumer, who will be able to pick which provider s/he wants to work with  Because of this, services will have to be provided before the provider can claim reimbursement/payment, as in the NDIS model  There will almost certainly be no pre-allocated packages; rather, providers will need to compete for clients  Existing CHSP providers who are not currently offering Home Care Packages or Residential Care may need to undergo some form of accreditation to continue to offer services from 1/7/18. (For a detailed discussion of the likely changes to the CHSP and the wider context of the reforms impacting on the community sector, see TasCOSS’ paper The CHSP changes in context: Aged care and other reform in the community sector in Tasmania). During 2016 TasCOSS spoke widely to CHSP providers about the recent and future Aged Care Reforms. Providers told us there were some key areas where they needed to adapt current practices or develop new skills, in order to be ready for the future. These were:  Strategic planning and governance  Financial sustainability  Partnerships and consortia  Marketing  Workforce changes  Outcomes measurement The CHSP Futures Self-Assessment Tool will help you rate your organisation against these six domains by giving you a quick indication of how well prepared you are for the coming changes. It will help you see what you are already doing well and what you might do to further enhance your services. It can also

help you to meet Quality Improvement standards relating to outcomes for consumers, consumer rights, and evidence based practice. And perhaps most importantly, it will give you some ideas about which areas of your organisation might bring you the greatest benefit through further development or change, and guidance on where to focus your improvement efforts.

How to use the Self-Assessment Tool Completing the Self-Assessment Tool will help you decide what you’re already doing well and where you can take further action to improve your CHSP services and get your organisation ready for the 2018 changes. To get the most out of the Tool, we suggest that you:  Take your time filling it in – try breaking it up over a few sessions  Start wherever you want to – you don’t have to follow the domains in order  If you can’t answer a question immediately, don’t get put off– make a note of who you could ask, and keep going  Get input from people outside of your management team – you want well-rounded views  Try to reach agreement as a group on where your organisation is at  Use the finished Tool scores as a starting point for prioritising actions and creating an action plan which will feed into your Strategic Plan  Acknowledge the things you do well, not just the things you can improve. The Tool is organised into the six domains mentioned above. The domains are divided into separate subject matter areas, each represented by a table in the Tool. For example, the first domain is Strategic Planning and Governance. Within this domain, the first table is Understanding the environment, the second is Strategic planning, and so on. The Tool works just like a quiz you might find in a magazine. There are four steps: 1. For each table, circle the number in the column that best represents your response to the statement. For example, in relation to the statement “We have identified both threats and opportunities arising from the environment” you might believe your organisation has fully completed such a process, so you would circle the number (5) under the column ‘Fully completed’. 2. Once you have circled a response to each of the statements in that table, calculate an average score by adding the circled numbers together and dividing the total by the number of statements. This represents your readiness score for this subject matter area. 3. Once you have completed all tables within a particular domain, you can average the subject matter area scores to give you an overall score for the domain.

4. Once you have completed each domain, check your scores against the Score Ratings Guide (included at the end of each domain). The Guide will give you an idea of where you are doing well, and where you might want to make some changes or improvements.

Where to next? The score your organisation receives from the Tool will give you an idea as to where to focus your resources on working better in the new environment and getting ready for the 2018 changes. There are several resources available for CHSP providers to support them in making changes. The Australian Government Department of Health, which funds the CHSP, has a wide range of information for CHSP providers on its website. Go to https://agedcare.health.gov.au/ and search for CHSP. There is also a regular Information for Aged Care Providers Newsletter which provides updates on the changes as they are announced and includes information and resources, including regular webinars, for providers. More information about the likely future of the CHSP, and of the aged care system in Australia more generally, can be found in the Aged Care Sector Committeeâ&#x20AC;&#x2122;s advice to Government on future directions for aged care, the Aged Care Roadmap. Go to https://agedcare.health.gov.au/aged-care-reform/agedcare-roadmap. TasCOSS (Tasmanian Council of Social Service) has developed a number of support products for CHSP provides, primarily the CHSP Future Proofing Workshop Series and supporting on-line material, as well as a very wide range of support material for community sector organisations facing change. Go to http://www.tascoss.org.au/ and http://www.tascosslibrary.org.au for resources. Aged and Community Services Tasmania (ACST) is the peak organisation for residential aged services, home care services and independent living providers, including CHSP, in Tasmania. ACST can offer expertise and support on service development and reform, particularly workforce reform. Go to http://agedcaretas.org.au/. Home Care Today, an initiative of COTA Australia (the peak national organisation representing the rights, needs and interests of older Australians), provides support and information in relation to moving to a Consumer-Directed Care model of operation. Go to https://homecaretoday.org.au/. The Australian Aged Care Quality Agency (AACQA) is a statutory agency established under the Australian Aged Care Quality Agency Act 2013 and is responsible for administering accreditation and quality standards for the aged care sector. Go to https://www.aacqa.gov.au/for-providers.

Information and support in relation to the My Aged Care system and on-line portal can be found at http://www.myagedcare.gov.au/service-providers. Or feel free to call TasCOSS on 03 6169 9501 to talk to us about how we can help.

1. STRATEGIC PLANNING AND GOVERNANCE 1.1 UNDERSTANDING THE ENVIRONMENT

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1.1.1 We have carried out a scan of the business environment in the context of the CHSP changes, Aged Care Reforms and changes to the community sector generally

1.1.2 We have carried out a scan of the likely future environment for delivering CHSP services

1.1.3 We have consulted the Aged Care Roadmap and other Government policy documents about the Aged Care Reforms

1.1.4 We have identified both threats and opportunities arising from the environment

1.1.5 We have thought about whether we will attempt to become an Approved Provider of Aged Care Services, in order to be able to continue to deliver CHSP services post-1/7/18

1.1.6 We have undertaken a formal analysis in relation to the opportunities and threats of the present and future environments

1.1.7 We have used scenario modelling to identify possible futures for the CHSP

TOTALS (add each circled number together. For example, if you circled four ‘3’s in the ‘Work Begun’ column, the total for that column would be 12). AVERAGE SCORE (Add up all scores and divide the result by 7).

1.2 STRATEGIC PLANNING

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1.2.1 We have a strategic planning process and a Strategic Plan

1.2.2 Our strategic planning process takes into account the changing CHSP and Aged Care environment

1.2.3 Our governance board leads our strategic planning process

1.2.4 Our staff have input into the strategic planning process

1.2.5 Our Strategic Plan contains a Vision Statement, Mission, organisational values, and measurable goals

1.2.6 Our Strategic Plan is linked to an operational plan which puts its strategies into practice

1.2.7 Our workers, both paid and volunteer staff, understand our strategic priorities

TOTALS (add each circled number together. For example, if you circled four ‘3’s in the ‘Work Begun’ column, the total for that column would be 12).

AVERAGE SCORE (Add up all scores and divide the result by 7).

1.3 OPERATIONAL PLANNING

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1.3.1 We have an operational planning process and an Operational Plan

1.3.2 Our Operational Plan flows from and is linked to our Strategic Plan

1.3.3 Our Operational Plans includes goals, and those goals are measurable

1.3.4 The Operational Plan identifies who is responsible for what

1.3.5 Our Operational Plan links to and is consistent with our policies and procedures

1.3.6 The goals in our Operational Plan are analysed and reported on regularly

1.3.7 We have a formal project management framework

1.4 GOVERNANCE BOARD

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1.4.1 We have clearly documented our expectations of our Board/Committee members, including their legal obligations

1.4.2 We have clearly documented the roles and responsibilities of our Governance Board/Committee members

1.4.3 The role of our Board/Committee is to focus on strategic, rather than operational, issues

1.4.4 Our Board/Committee receives regular reports about how we are tracking against goals in the Strategic and Operational Plans, and against the budget

1.4.5 We have a formal and documented recruitment process for new Board/Committee members

1.4.6 We have a formal and documented induction/development process for new Board/Committee members

1.4.7 Our Board/Committee has a mix of members with relevant backgrounds and skills, including at least one member who has experience as a client of this or a similar organisation

1.5 CONSTITUTION

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1.5.1 Our Board/Committee members are aware of the rules contained in our constitution

1.5.2 As an organisation, we operate in accordance with our constitution

1.5.3 Our constitution complies with the requirements of the Corporations Act and the Australian Charities and Not-for-profits Commission

1.5.4 Our constitution encourages us to be transparent and ethical in our practice

1.5.5 Our constitution has been updated to make sure it is responsive to the challenges of the new CHSP and Aged Care environment

1.5.6 Our workers are aware of the rules contained in our constitution

1.6 POLICIES AND PROCEDURES

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1.6.1 We have written policies and procedures which cover all major aspects of our work

1.6.2 Our policies are linked to and flow from the Strategic and Operational Plans, and our procedures are linked to and flow from the policies

1.6.3 Our policy and procedure documents are easy to understand and hard to misinterpret

1.6.4 Our policy and procedure documents are easily accessible by all our workers

1.6.5 We have a comprehensive suite of policies and procedures, covering all aspects of our operations, and presented in a linked and unified manner (i.e. a combined manual, electronic links between documents etc.)

1.6.6 We have a regular and structured process for review of policies and procedures

1.6.7 Our policies and procedures are developed and reviewed in consultation with the people affected by them

1. STRATEGIC PLANNING AND GOVERNANCE: TOTAL SCORE Area

Score

1.1 UNDERSTANDING THE ENVIRONMENT 1.2 STRATEGIC PLANNING 1.3 OPERATIONAL PLANNING 1.4 GOVERNANCE BOARD 1.5 CONSTITUTION 1.6 POLICIES AND PROCEDURES TOTAL AVERAGE SCORE (Add up all scores and divide the result by 6).

SCORE RATINGS GUIDE

1.0 – 1.9: Preparation has not yet significantly begun, major vulnerability exists in this area

2.0 – 2.9: Preparation has commenced but significant work is still needed in this area

3.0 – 4.4: Well prepared, some improvements still required

4.5 – 5.0: Very well prepared

2. FINANCIAL SUSTAINABILITY 2.1 FINANCIAL STRATEGY

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2.1.1 As part of our strategic planning process, we have identified financial risks and opportunities arising from the current and likely future CHSP and Aged Care environment

2.1.2 We have strategies in place to make sure we have sufficient cash reserves to keep operating during periods of low client engagement

2.1.3 We have identified the client numbers we will need to keep our organisation financially viable

2.1.4 We have identified the ideal range of client numbers to aim for

2.1.5 The organisation has strategies to ensure a cash surplus ‘safety net’ to ensure operation during the changeover from block funding to client portability/CDC funding

2.1.6 We have a long-term financial plan which is linked to our Strategic Plan and updated at least annually

2.1.7 We have strategies for attracting alternative or additional streams of revenue if required

2.2 FINANCIAL PROCESSES

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2.2.1 We have clearly documented financial policies and procedures, which cover: o financial delegations o separation of financial duties o authorising payment o fraud control o value-for-money checks

2.2.2 Our financial policies and procedures comply with the Terms and Conditions of the Grant Agreement with the Australian Government Department of Health, including:

o o o o o o o

records of income and expenditure maintained in accordance with Australian Accounting Standards provision of financial accountability reports maintenance of appropriate bank accounts management of taxes, duties and government charges management of Recipient Created Tax Invoices asset management indemnity and insurance

2.2.3 An independent financial audit takes place annually in our organisation

2.2.4 Our financial processes reflect the requirements for Approved Providers of Aged Care Services as set by the Australian Government Department of Health1

2.2.5 We have set up systems to monitor expenditure on client services, and to obtain reimbursement from the Commonwealth2

2.2.6 Our financial policies and procedures are regularly reviewed and updated

2.2.7 We have a process for dealing with bad debts

1 2

This is assuming the organisation intends to become an Approved Provider of Aged Care Services and continue to deliver CHSP services post 1/7/18. As above.

2.3 UNIT COSTING

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2.3.1 We have developed a unit costing methodology

2.3.2 Our unit costings are based on real costs, and the cost elements are clearly documented and consistently used

2.3.3 We have carried out modelling to predict service delivery cost based on different cash flow scenarios

2.3.4 We have clear policy and procedures in relation to client fees

2.3.5 We regularly review our unit costing methodology to make sure it reflects actual costs

2.3.6 We have a consistent quoting process

2.3.7 We check our costs and prices against those of similar and/or competing organisations

2.4 BUDGETING

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2.4.1 We have a clearly documented budgeting process, and include our income from all sources, our operating expenses and our capital expenses

2.4.2 Our budgets are aligned with the Strategic and Operational Plans

2.4.3 We monitor cash flow and measure it regularly against our budget

2.4.4 We review our budget regularly

2.4.5 We very regularly track variations between our budget and actual costs

2.4.6 We have processes to alert us when additional funds are needed to invest in growth, infrastructure or new business requirements (such as the policy changes to Aged Care funding)

2.5 CLIENT BUDGETS

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2.4.1 We have a clear list of client service costs, based on organisational unit costings

2.4.2 We have a clear list of client service fees

2.4.3 We have a process for negotiating care plans/packages with clients

2.4.4 Our workers understand our prices and our billing process, and can communicate this to clients and carers

2.4.5 We produce monthly statements for our clients which include all relevant information for clients to understand and make service choices3

2.4.6 Our client fees policy complies with the Australian Government Department of Health’s National Guide to the CHSP Client Contribution Framework

TOTALS (add each circled number together. For example, if you circled four ‘3’s in the ‘Work Begun’ column, the total for that column would be 12).

AVERAGE SCORE (Add up all scores and divide the result by 6).

This is assuming the organisation intends to become an Approved Provider of Aged Care Services and continue to deliver CHSP services post 1/7/18, or already provides Home Care Packages or some other Consumer-Directed Care based service such as NDIS services.

2. FINANCIAL SUSTAINABILITY: TOTAL SCORE Area

Score

2.1 FINANCIAL STRATEGY 2.2 FINANCIAL PROCESSES 2.3 UNIT COSTING 2.4 BUDGETING 2.5 CLIENT BUDGETS TOTAL AVERAGE SCORE (Add up all scores and divide the result by 5).

SCORE RATINGS GUIDE

1.0 – 1.9: Preparation has not yet significantly begun, major vulnerability exists in this area

2.0 – 2.9: Preparation has commenced but significant work is still needed in this area

3.0 – 4.4: Well prepared, some improvements still required

4.5 – 5.0: Very well prepared

3. WORKING IN PARTNERSHIP 3.1 PARTNERSHIPS, CONSORTIA AND ALLIANCES

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3.1.1 We have considered partnering or working jointly with other providers as part of our strategic response to the current and expected changes to the CHSP/Aged Care environment

3.1.2 We have carried out an environmental scan of the other CHSP providers in our region/space

3.1.3 We have made a strategic decision about whether or not we will pursue partnerships

3.1.4 We have made a strategic decision about whether we will continue to provide CHSP services post-1/7/18 as a brokerage service, rather than a direct service provider

3.1.5 We have carried out detailed analyses of potential partner/brokering organisation/s

3.1.6 We understand the legal and operational differences between partnerships, consortia, and alliances

3.1.7 We have carried out detailed consideration of the partnership/consortium/alliance arrangements, including:

o o o o o

comprehensive risk analyses roles and responsibilities goals and outcome measurements staffing arrangements financial arrangements

o o o o

terms of contract, MOU or other partnership document conflict resolution mechanisms legal requirements insurance requirements4

TOTALS (add each circled number together. For example, if you circled four ‘3’s in the ‘Work Begun’ column, the total for that column would be 12).

AVERAGE SCORE (Add up all scores and divide the result by 7).

3. WORKING IN PARTNERSHIPS: TOTAL SCORE Area

Score

3.1 PARTNERSHIPS, CONSORTIA AND ALLIANCES TOTAL AVERAGE SCORE

SCORE RATINGS GUIDE

1.0 – 1.9: Preparation has not yet significantly begun, major vulnerability exists in this area

2.0 – 2.9: Preparation has commenced but significant work is still needed in this area

3.0 – 4.4: Well prepared, some improvements still required

This is assuming the organisation has decided to enter into some form of partnership arrangement

4.5 – 5.0: Very well prepared

4. MARKETING 4.1 UNDERSTANDING CLIENTS AND THE MARKET

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4.1.1 We have a formal marketing strategy, based on a good understanding of our community and the needs and preferences of potential clients

4.1.2 We have a good understanding of what to do to ensure current clients are more likely to want to continue working with us, and what to do to motivate potential new clients to choose our services

4.1.3 We have practices in place to ensure we are accessible to diverse groups of people such as Aboriginal and Torres Strait Islander people, people from culturally and linguistically diverse backgrounds, people with disabilities, LGBTIQ people and so on

4.1.4 Our understanding of our community and clients is based on formal evidence such as research, surveys and feedback

4.1.5 Our marketing targets are formally reviewed and evaluated (such as client willingness to recommend the organisation to others)

4.1.6 We have tailored marketing strategies for different (existing or potential) client groups

4.1.7 We anticipate business trends by looking at other jurisdictions/sectors which have undergone similar reforms, i.e. NDIS

TOTALS (add each circled number together. For example, if you circled four ‘3’s in the ‘Work Begun’ column, the total for that column would be 12).

AVERAGE SCORE (Add up all scores and divide the result by 7).

4.2 CLIENT ENGAGEMENT

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4.2.1 We know how clients find out about us and what they are looking for

4.2.2 Our client service workers are very good at forming positive relationships with our clients

4.2.3 We have a good understanding of how the principles of wellness, re-ablement and restorative care apply to our clients

4.2.4 We have at least two complementary strategies for obtaining feedback from clients and gaining understanding of their expectations, wants and service experience

4.2.5 We have a formal mechanism for actively seeking clientsâ&#x20AC;&#x2122; input into developing and reviewing services

4.2.6 We have a well-documented client complaints procedure which we use to provide feedback into service delivery and review

4.2.7 Our website is designed from a client perspective and meets web accessibility standards

4.2.8 Information about us is available in at least some alternative languages, accessible print and braille

4.2.9 We have a clear position, which is understood by our workers, on how to work with clients under the new CDC funding model (client portability of funds)

4.2.10 We engage clients, carers, and client representative groups through a board advisory committee or some other formal mechanism

4.2.11 Our staff are culturally competent

4.2.12 We have an effective social media strategy

4.2.13 We have consistent branding and communications

4. MARKETING: TOTAL SCORE Area

Score

4.1 UNDERSTANDING CLIENTS AND THE MARKET 4.2 CLIENT ENGAGEMENT TOTAL AVERAGE SCORE (Add up all scores and divide the result by 2).

SCORE RATINGS GUIDE

1.0 – 1.9: Preparation has not yet significantly begun, major vulnerability exists in this area

2.0 – 2.9: Preparation has commenced but significant work is still needed in this area

3.0 – 4.4: Well prepared, some improvements still required

4.5 – 5.0: Very well prepared

5. WORKFORCE AND PEOPLE 5.1 WORKFORCE PLANNING

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5.1.1 We have a good understanding of the relevant employment and industrial relations law

5.1.2 We have a good idea of the skills and qualifications, staff numbers, and types of employment (full-time, part-time, casual etc.) that will help us to best respond to the challenges of the future

5.1.3 We have a formal staffing, recruitment and professional development plan, with milestones and measurable goals, to transform our workforce to meet the challenges of the future

5.1.4 Our workers , both paid and volunteer, are aware of the need for change and have been involved in the consultation and planning

5.1.5 We have communicated the workforce transformation plan clearly to our current workers

5.1.6 We have strategies in place to make sure our workforce is diverse enough to match our clients and their needs

5.1.7 We monitor trends and risks in the workforce

5.2 WORKFORCE COMPLIANCE

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5.2.1 We comply with our industrial relations obligations

5.2.2 We have written HR policies and procedures

5.2.3 We comply with our workplace health and safety obligations

5.2.4 We comply with working with children/vulnerable people and with criminal records check requirements

5.2.5 We review and update our HR policies and procedures regularly

5.2.6 We have rostering and other processes to allow us to respond to changing levels of service demand

5.3 RECRUITMENT AND RETENTION

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5.3.1 We have a transparent, documented recruitment process, which reflects our values and is linked to the Strategic Plan

5.3.2 We have written position descriptions and duty statements for all positions, which are linked to our Strategic and Operational Plans

5.3.3 We have policies and procedures which have the explicit goal of making our organisation an employer of choice

5.3.4 We have strategies to attract workers with a disability, LGBTIQ people, young people, older people, carers, Aboriginal or Torres Strait Islander people, people of culturally and linguistically diverse background

5.3.5 We have explored non-traditional forms of remuneration or staff reward/positive working conditions

5.3.6 We involve clients and/or client representatives in selection decisions and designing recruitment and retention policies

5.4 PROFESSIONAL DEVELOPMENT

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5.4.1 We have a documented induction process, and all staff have completed it

5.4.2 Each of our workers has a professional development plan, with goals and milestones, relevant to the worker’s position and tied to the Strategic and Operational Plans

5.4.3 We support our workers to undertake professional development and training consistent with their professional development plans

5.4.4 Our workers’ qualifications and experience are matched to capability requirements linked to position descriptions

5.4.5 We have an organisational professional development plan, linked to the goals of the Strategic Plan

5.5 CHANGE MANAGEMENT LEADERSHIP

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5.5.1 Our managers maintain a good understanding of changes in government policy, legislation, and community expectations in relation to the CHSP/Aged Care environment

5.5.2 Our managers are trained and skilled in leading and communicating change and maximising the well-being of staff and clients

5.5.3 We have strategies in place to support staff through the rapid change inherent in the current CHSP/aged care environment, such as debriefing, supervision and other forms of formal support

5.5.4 We have a formal change management plan, linked to the Strategic and Operational Plans, which includes specific initiatives to support paid and unpaid workers and clients through the rapid change inherent in the current CHSP/aged care environment

5.5.5 We regularly review the performance of our leadership team, including the opportunity for staff to provide anonymous feedback

5. WORKFORCE AND PEOPLE: TOTAL SCORE Area

Score

5.1 WORKFORCE PLANNING 5.2 WORKFORCE COMPLIANCE 5.3 RECRUITMENT AND RETENTION 5.4 PROFESSIONAL DEVELOPMENT 5.5 CHANGE MANAGEMENT LEADERSHIP TOTAL AVERAGE SCORE (Add up all scores and divide the result by 5).

SCORE RATINGS GUIDE

1.0 – 1.9: Preparation has not yet significantly begun, major vulnerability exists in this area

2.0 – 2.9: Preparation has commenced but significant work is still needed in this area

3.0 – 4.4: Well prepared, some improvements still required

4.5 – 5.0: Very well prepared

6. OUTCOMES MEASUREMENT 6.1 OUTCOMES MEASUREMENT

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6.1.1 Our Strategic and Operational Plans include clear and measurable outcome indicators

6.1.2 We have a quality management framework in place to ensure compliance with the Home Care Standards and which is in line with the expectations of the Australian Aged Care Quality Agency

6.1.3 We conduct reviews/audits regularly and on a formal basis

6.1.4 We have carried out work to be in readiness for an audit by the Australian Aged Care Quality Agency

6.1.5 Our workers have been trained in outcome measurement and quality improvement

6. OUTCOMES MEASUREMENT: TOTAL SCORE Area

Score

6.1 OUTCOMES MEASUREMENT TOTAL AVERAGE SCORE

SCORE RATINGS GUIDE

1.0 – 1.9: Preparation has not yet significantly begun, major vulnerability exists in this area

2.0 – 2.9: Preparation has commenced but significant work is still needed in this area

3.0 – 4.4: Well prepared, some improvements still required

4.5 – 5.0: Very well prepared