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Economic & social issues in providing LTCFiona Cromarty
October 2011
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2> TAC Background> Drivers for change> Independence
Model> Early signs of success> Challenges yet to be
solved> Where to nextour vision
Agenda.
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3> compulsory transport related personal injury insurance
> established by Transport Accident Act 1986
> owned by the Victorian Government
> corporatised independent Board and management
> $8.3B assets, $8.5B liabilities as at June 2011
> approximately 800 staff
> TAC Headquarters moved to regional city of Geelong 2009
(some smaller offices in Bendigo, Dandenong and Melbourne)
Background - Transport Accident Commission.
2015 StrategyCorporate Goals in balance
ClientOutcomes
ClientExperience
SchemeViability
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Background - TAC Divisions .
BusinessSystems
Transformation
Financial &CorporateServices
HumanResources
BusinessRisk &
Intelligence
CommunityRelations
HealthServicesGroup
Claims
IT SharedSolutions
ClaimsModel
Transformation 2015 Projects
Collaborative
Support Services
Claims Management
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Background - Claims.
TAC wide16,500 new claims accepted per annum34,900 total claims
managed* as at December 2010
Yearly cost
(payments 2010)
Liability
(as at 31/12/10)
Dependant support
$76M $3,170MAttendant Care & subs support
$26M $480M
Income support $24M $420M
Rehabilitation support
$63M $300M
Independence
Total(includes other support services provided)
$242M $4,690M
600 new claims p.a
5,300 total claims managed
5
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Background TAC 2015 Strategy.
VISIONA future where every journey
is a safe one
MISSIONTo work with the Victorian community to reduce road
trauma and those it affects
Where we are aiming to get to
What our purpose is Strategic Goals
Client Experience
Client Outcomes
SchemeViability
What we aim to achieve in 2015 to support us meeting our
mission and vision
$600 accumulated actuarial release
43.5 physical health survey average47.7 mental health survey
average25% independence life area objective achievement
8.5 Client satisfaction score
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Drivers for change in Independence
Liabilities increasing rapidly Attendant Care and substitutable
services costs are predicted to continue growing
Claims Management werent focused on Client Outcomes what was all
the expenditure of benefits really achieving?
Client Satisfaction was plateauing Clients are increasingly
aware of their rights
Growing need for a holistic planning approach no coordination of
treaters
Its not our liability but is it our problem?
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The Independence Model at a glance
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The Independence Model
9
Phase 1: CURRENT
Early Support Team: Manages all new Independence claims, one
point of contact providing face to face service and all decision
making. Leads development, implementation and tracking of
Independence plan. New claims management tools Revised
communication products for clients and providers Streamlined
discharge process for attendant care services Pilot outcome
measures
Phase 2: From December 2011
Independence plansintroduced for current clients Clearly
identified client goals that support improving independence
wherever possible Funded support services linked to client goals
Collaborative planning process involving clients, providers and the
TAC Measurement of goal attainment Client outcome measuresthat are
standardised and measure changes in well-being and community
integration
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Evaluation of Independence model Research collaboration with
ISCRR will conduct a process, impact & outcome evaluation of
the Independence model (five year program)
Process: are the Independence initiatives being implemented as
intended?
Impact: is the Independence model increasing the capacity of the
TAC to respond to client, provider and organisational needs and is
there a consequent improvement in the underlying determinants of
desired outcomes?
Outcome: have the Independence initiatives led to improved
client outcomes, client experience, scheme viability and claims
management efficiency and effectiveness?
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11
Early signs of success
Getting to know the clients and their families so early post
accident allows for the development of trust. This then enables us
to encourage families and clients to see their potential for
independence in what ever shape of form that may be.
Early Support Coordinator Sarah Bull
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Other challenges not yet solved
The needs of individuals change over time
Attendant Care sector Workforce demand and supply Alignment to
Independence philosophy
National Disability Insurance Scheme (NDIS) and National Injury
Insurance Scheme (NIIS)
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Radical change will be required to meet individual needs and
expectations
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What else are we doing?Accommodation
Sector wide demand and supply issues for accommodation
TAC has established Residential Independence Pty Ltd (RIPL)
Property Trust
RIPL will develop accessible accommodation across the state,
setting new benchmarks in universal design
Current Projects include:
Six independent living units in Lilydale
Sourcing suitable land to meet TACs current areas of need in
Melbournes outer suburbs and regional areas
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14
What else are we doing?
Provider Strategy Independence as part of TAC independence
projects will support clients in their journey towards
independence, in line with the strategic objectives of TAC 2015
client outcomes,client experience, and scheme viability
The Strategy focuses on key components all interrelated:
Developing and implementing new service models attendant care and
accommodation
Capability and capacity
ABI and behaviours of concern
Developing partnerships
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Where to next.our vision
> Online capability enabling interaction between the client,
TAC and providers
>All services align to client goals
>Range of service options available to meet all individual
needs
Our clients are empowered and enabled to achieve greater
independence and better health, vocational
and quality of life outcomes
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Economic & social issues in providing LTCFiona CromartySlide
Number 2Slide Number 3Slide Number 4Slide Number 5Slide Number
6Slide Number 7Slide Number 8Slide Number 9Evaluation of
Independence model Slide Number 11Slide Number 12Slide Number
13Slide Number 14Slide Number 15Slide Number 16
