The document summarizes how an aged care organization employed business process modeling and improvement techniques to address challenges around quality, productivity, and costs. Key processes like client care planning and equipment ordering were mapped and analyzed. This led to improvements like standardized processes and reduced costs. The organization aims to further maturity its process capabilities to continuously enhance service delivery and sustainability.

1. Employing BPMN and BPI to Realise Quality and Productivity Improvements in Aged Care David G Thompson and Chris Coughlan October 2009

4. Global Aged Care Trends Was Future State Patient Cure Hospitalisation Institutions Govt. Delivered Paper based Patient Plan driven Centralised Care All of these factors increase the importance of improving Process Management Capability in order to deliver Quality and Productivity Outcomes

5. Recent National Aged Care Growth Trends Residential Aged Care Sector Compound Annual Growth Rate (98-08) 2.2% Community Based Aged Care Sector Compound Annual Growth Rate (98-08) 17.5%

6. National Aged Care Sector Policy Drivers $ 1 $ 10 $ 100 $ 1,000 $ 10,000 Increasing Quality of Life Daily Cost of Care Independent Living Community Clinic Doctors Office Chronic Disease Management Home Care Assisted Living Nursing Facility Residential Care Clinics Hospital Intensive Care Unit Acute Care A Key Economic Driver of Recent Policy

8. Baptcare’s Community Aged Care Business Overview

9. Baptcare’s Community Aged Care Business Model Baptcare Community Aged Care Government Agencies Program Manager Program Manager Program Manager Program Manager Program Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager Care Manager

12. Managing the Client Care Plan A core function of Baptcare’s community aged care is the provision of these care services via third party providers MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY AHCS Shopping 1030-1230 Helen In home physio program 1430-1530 In home physio program 1130-1230 physio program at the hospital 1400-1500 AHCS Personal care Meal prep 1600-1730 Samantha AHCS Personal care 1630 - 1700 Samantha AHCS Personal care Meal prep 1600-1730 Helen AHCS Personal care 1630-1700 Helen AHCS Personal care Meal prep 1600-1730 Helen

14. How we approached the Problems Build on the Prince 2 Based PMF Framework Roll Out Develop BPMN / BPI Capability Tackle Business Problem 1 Tackle Business Problem 2 Tackle Business Problem 3 BPMN and BPI is not an end in itself. It is a means to business problem solving outcomes

15. Findings - Process Hierarchy Diagram Area of Initial Process Interest

16. Findings - Context Diagram

17. Findings – Context Diagram showing Processes of Interest

18. Business Improvement - Case Study One

19. Normal Equipment Ordering Process – High Level Current State Geoff Urbach Slide 1

20. Cap Ex Equipment Ordering Process – Current State

21. Cap Ex Equipment Ordering Process – Target State

22. Cap Ex Equipment Ordering Process – High Level Target State Changed Business Rule

23. Business Improvement - Case Study Two

24. Results – Service Provider Authorisation Current State

25. Results – Service Provider Authorisation

26. Results – Service Provider Authorisation – Target State

27. Outcomes and Expected Outcomes Universal, easy to understand way of defining, communicating and improving CAC processes Improved process efficiency and quality Improved internal audit transparency Aids the selection and implementation of supporting IT systems Aid for improving the Baptcare / third party relationships / process performance.

28. Future Quick Win Initiatives Build on the Prince 2 Based PMF Framework Roll Out Develop BPMN / BPI Capability Improve Supplier Management Processes Implement IT systems to support BPM Improve CAC Brokerage Processes

29. The Road Map Going Forward 1. 2. 3. 4. 5.

30. Questions?