Leadership for Supervisors and Managers

Paul Stevens, Freemasons Homes of Southern Tasmania

 

Abstract

In 2014 and 2015 Freemasons Homes has conducted a focussed and successful training program for Managers and Supervisors on “Leadership in the Workplace”. The program involved 38 senior and middle managers conducted over 2 sessions each of 2 hours with reading and reflection exercises to complement the training.

This workshop would be a summary of the principal content and elements which constitute the training program, but also involving participants in interactive exercises. Specifically the program includes:

  • The aged care context and the values and ethics which underpin high quality care and effectiveness
  • Understanding of self and the impact of our attitudes and behaviours on team members
  • Understanding the context and motivation for the attitudes and behaviours of others
  • Providing reinforcement and encouragement to help team members contribute more positively in their teams
  • Delivering constructive and corrective feedback to improve performance
  • Managing and diminishing the impact of conflict and confrontational behaviour.

The format for the workshop would be based around real life situations from the workplace, with scenarios and settings that are drawn from experiences that participants would recognise as realistic.

While the workshop could ‘at best’ serve as a ’taster’ to the program it may give participants an incentive to consider similar programs in their own settings.

Strategic communications – The importance of relationship building in a client-centric industry

Becher Townshend, Font PR

 

Abstract

The arrival of consumer directed care has transformed the aged care industry into a competitive marketplace and emerging industry leaders must depend on building solid reputations through strategic communications.

As baby boomers retire over the next 20 years, the aged care industry will be faced not only with Australia’s largest population demographic, but a demographic with very different priorities to those before it.

Baby boomers will be active consumers and decision makers in the aged care industry, demanding high levels of customised service and instant communication.

Strategic communication is about attracting new clients, conveying sensitive messages and ensuring business reputations are positive and well-maintained, whether it’s face-to-face, online, through social media or on mobile devices. It’s also about preparing for a crisis.

In Strategic communicationsThe importance of relationship building in a client-centric industry, Font PR’s Becher Townshend and Trent Swindells will explore the importance of strategic communications for the aged care industry.

Aged Care residents as ‘subjects with rights’ not ‘objects of care’

Anita Smith, Guardianship & Administration Board

 

Abstract

As the “protest generation”, baby-boomers will be more likely to assert legal rights in a care environment than earlier generations.  In addition, the rights of persons with dementia have been enhanced by Australia’s ratification of the United Nations Convention on the Rights of Persons with Disabilities.

That Convention demands that people with disabilities, such as dementia, are no longer treated as “objects” of charity, medical treatment and social protection but are viewed as “subjects” with rights, who are capable of claiming those rights and making decisions for their lives based on their free and informed consent as well as being active members of society.

This presentation will examine issues of secure care, administration of medication, restrictions on alcohol consumption and other issues that may arise from providing care to a more empowered resident.  It will also examine the kinds of expectations that are arising in enduring guardianships and the need for advance planning.

  • Why the presentation/topic will be of interest to Conference participants

It will provide a review of the legal issues surrounding secure care, administration of medication, restrictions on alcohol consumption and indicate where the appointment of substitute decision makers, such as guardians and administrators, might be required to protect the rights of residents, and protect a facility from legal challenges.

Innovation v Viability – CDC’s can work!

Gabriele Taylor, Feros Care

 

Abstract

Narrative

The new Home Care Package Guidelines and the quest to realise a change to consumer directed care is an exciting opportunity for aged care providers to transform their traditional models of community care delivery into a consumer focussed, innovative and flexible service solution.

And indeed there has been much doom and gloom about these changes,  but implemented in a well-planned and considered approach it provides both providers and consumers a welcome platform to create innovative, targeted, flexible and affordable packages of client driven care and support.

As our industry grapples with the enormity of the significant challenges ahead driven by global ageing, reducing workforce, fluctuating financial landscapes, resource fragility, the rise in technology, and fragmented families it is said that the resilient survivors will be the agile organisations that embrace the change rather than run from it.

While it is crucial that consumers are firmly placed in the driver’s seat from the outset it is equally critical to ensure Care (Case) Managers are empowered to adopt new thinking and easily enable change in their practise to ensure innovative solutions are fundamental in the consumer directed service model.

During the presentation the key ‘hurt points’ will be explored and demystified with successful remedial actions and positive interventions shared which combat the negative dialogue.  It will detail the strategies and approaches Feros Care has considered and developed to address a range of factors that impact on the implementation including:

  • User friendly consumer tools and templates – guides to goal setting, individual budgets, and self determination
  • Strategies to incorporating re-ablement and restorative care
  • Embedding allied health through front loaded interventions
  • Empowering Case Management tools including HCP budget reckoners

Creating a relevant and modern aged care system is dependent on what WE do today and WE respond to this brave new world …. Carpe-diem!

Educational Goals

Participants will be stimulated and inspired to embrace the opportunities and adopt positive thinking approaches to develop a contemporary modern industry relevant for the 21st century marketplace.

This power point presentation will step through the key aspects of Feros Care’s CDC journey:

  • overview of the research undertaken,
  • clear understanding of the known drivers for change,
  • explore the common challenges and unexpected barriers,
  • discuss mitigating interventions and lessons learned,
  • review essential tools for successful project management, planning, implementation, and
  • analyse operational key performance indicators and consumer outcomes.

Driving Innovation & Learning in aged care – a CEO perspective

Moira Laverty, Queen Victoria Home

 

Abstract

The Queen Victoria Home is a Teaching Aged Care Facility working collaboratively with both the University of Tasmania and The Wicking Dementia Research & Education Centre. One stream of this collaboration is our on-going involvement in a program of health student placements facilitated by the Wicking Centre since 2011 and other research relationships such as the respiratory pathways (reducing the unplanned admissions to hospital of residents who have a chronic respiratory condition) and nutrition in aged care (aimed at increasing our understandings of the nutrition care of residents).

One of the successful developments in the teaching aged care facilities program has been the inter-professional learning activities which commenced in 2013.  From our point of view, the inter-professional engagement between medical, nursing, and paramedic students during their placements brought a range of benefits to our organisation, our staff and residents. Specific benefits included collaborative decision making in relation to individual residents with complex health needs, meaningful engagement with a range of QVH staff in the review of residents and their health histories, and opportunities for students to contribute to improved resident care.

Increasingly our staff are managing the care of residents with higher acuity, complex care needs and greater comorbidities. There is a need for new job roles and a need to expand the knowledge base and competence of the vast majority of our workforce, namely our carers. The majority of interactions with these health students sits with the carers who assist them in understanding the context of the care of our residents. We believe these interactions provide a platform for staff to consider a career pathway in aged care in a way they may not have done so previously. The increasing number of carer staff undertaking further education and returning to QVH on completion of studies as enrolled nurses, registered nurses or honours students is evidence of this change.

A further example of our commitment, this year each manager and a significant number of their staff have committed to undertaking education in dementia in the acknowledgement that this will improve their understanding of the disease process and directly impact on the care provided to residents.  This program of engagement with further education and training is part of an overarching plan to grow and develop our existing workforce as well as proving to assist in the recruitment of  highly motivated and suitable staff.

Change, change and more change – How do the revised Training Packages help frame your future workforce?

Dorothy Rao, Community Services and Health Industry Council

 

Abstract

  • Findings from 3 years of public and targeted consultations – use this to plan your recruitment, succession and development strategies
  • Why training hasn’t delivered in the past?
  • How much can the training package safeguard against poor quality training and assessment outcomes?
  • Reconciling the expectations of all parties and moving forward.
  • What industry needs to do to demand better quality training outcomes.
  • How to use the RTO as one of your departments:
    • communicating with RTOs on how qualifications, electives and skills sets tie in with recruitment and succession planning and workforce development needs
    • involving RTOs in recruitment strategies
    • collaborating on training and assessment that reflects organisational standards and protocols
    • providing meaningful work placement opportunities
  • Successful workforce development outcomes in community sector

Why the topic will be of interest to conference participants:

With so much community sector and VET reform industry needs support to set and meet changing goals.  As demands for services rise so too do workforce planning and development requirements.  It will be useful for industry to see how they can have more control over how training outcomes deliver and develop their workforce.

Sustainable Volunteering – Planning and Supporting Our Volunteer Workforce

Adrienne Picone, Courtney Webber

 

Abstract

When we consider preparing and supporting workforces, our first thought turns to paid employees. However for Tasmania, a sustainable workforce needs to give consideration to sustainable volunteering: how to ensure that you attract the ‘right’ volunteers for your organisation, adapt to Tasmania’s demographic challenges.

Tasmania’s population is ageing faster than any other Australian state or territory. This presents challenges for any workforce- including the volunteer community. As our population age’s, all our regions in Tasmania will be affected. However we know that volunteering attitudes can also shift and change.

Volunteering will be a key part of service delivery for an ageing population. This presents both an opportunity and a risk for organisations. In this environment, volunteer management is key. We will focus our presentation on:

  • Engaging volunteers in an Ageing Population
  • Stereotyping volunteers
  • Recruitment and retention of volunteers
  • Flexible volunteer roles
  • Resourcing volunteer programs

This presentation will help organisations think about how Tasmania’s ageing population will impact volunteering and how organisations can adapt to these challenges. This presentation will help understand the market, the opportunities and the challenges. All of this hinges on good volunteer management and coordination; adjustment to change and flexibility.

Why the Topic will be of interest:  Tasmania is facing a time of transition in society. Whilst the ageing population is well understood in many respects we still face many unknown elements – particularly in managing, recruiting and creating a sustainable volunteering.  This topic will help organisations and individuals understand our ageing population and how we can ‘future proof’ our volunteer workforce.

‘It would be so nice if something made sense for a change’ – Alice In Masonic Care

Sophie Legge GM and Barbara Brown HR

 

Abstract

In an ever changing industry where consumer directed care is about to launch into a new era of customer service, Masonic Care is determined to turn attention away from the past and look to the future.  Accepting the challenge to change the world as we’ve known it, together we will channel our people and our services through specific formulated strategies to create a sustainable workforce and a profitable future.   Our creed ‘others can match our services but they can’t match our people’ is setting the bar high.  To achieve this Masonic Care is developing an evolving sequence of strategies.

In an environment where recruitment and retention is a hot topic for an ageing workforce in this industry, the implementation of a Workforce Development Plan creates a formula that enables selection based on internal (resident and staff) consumer preferences.  This provides a three-fold bonus through:

  1. The inclusion of consumer engagement (residents) in the selection process that ensures their voice is heard and provides valuable perspective on consumer needs.
  2. The inclusion of role peers, supervisors or managers in the recruitment process ensuring ongoing staff development through mentoring, coaching and sharing of knowledge and skills.
  3. The third element is crucial to ensure a fair and equitable process is undertaken where consideration for equal opportunity can be demonstrated.

Aligning the organisation’s strategic imperatives with the workforce development plan provides an overlay for Human Resource management.  This is achieved through aligning shared goals through the key performance indicators of:

  • valuing workers
  • providing workplace flexibility
  • career development
  • work-life balance considerations
  • managing our initiatives

This provides a robust framework that delivers effective, timely and contemporary best practise in all arenas of Masonic Care.  The key is to keep pushing the strategies forward while embracing the resistance to change.

 

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