Making Sense of it

1. Making Sense of it Eastern Metropolitan Region Person centre, coordinated care in an electronic world Presentation by: Derryn Wilson, MAV & May Hassan, Whitehorse City Council Thursday 18 July 2013

2. Service Perspective • Local government is a large provider of HACC services, both in the range and number of service types provided. • All Local Government Authorities in the Eastern Region are also designated Assessment Services • High volume of SCTT referrals sent and received Overview

3. Service Perspective • Received: • Total of 2,403 referrals; • 634 self referrals • 669 internal referrals • 1,100 external agency referrals • E-Referrals: • Received 984 • Sent 720 • Delivered: • 9,445 hours of assessment to 2,680 clients • 4,450 hours of care coordination • . Whitehorse experience 2012/13

4. Service Perspective • A large number of clients using multiple HACC services who require care coordination. • Difficult to identify shared clients with other services • Inability to auto-populate the data received from SCTT electronic referrals into own systems. • Data can be downloaded into the SCTT referral format for sending, but unless everyone is using the HL7 messaging standards, there isn’t system inter–operability. • Manual entry of data Challenges

5. Service Perspective • Recent HACC Program improvements in assessment practice and introduction of the Active Service approach have challenged the adequacy of Councils’ existing client management systems. • Now need a client centred care coordination front end to focus on the client journey through multiple episodes, using internal and external services and ways of sharing information, and monitoring care plan outcomes. • A common IT system across HACC would be beneficial. • . Opportunities

6. Service Perspective • Whitehorse: • Implemented new Client Database in order to meet the requirements of the service delivery models. • Ongoing challenges in developing the modules to respond to the requirements of the Assessment Framework, Care Coordination and ASM • Financial capacity needing to be managed alongside the growth in our ageing population & service demand. Progress

7. Service Perspective •  HACC is only one set of services amongst many for councils. IT development is expensive and not adequately funded by the HACC program • Interface of rostering, paying support staff and billing clients with organisational finance systems • internal inter-operability between and across council IT systems has been important but very costly. • Cost benefit of improving HACC systems has to compete for resources and priority with other areas • . CompetingDemands

8. Service Perspective • The health and aged care reform environment over the past few years makes the timing of decisions to invest in IT systems more difficult. • Exacerbated by recent decision for HACC for those 65 years + to transfer to Commonwealth responsibility in July 2015. • Uncertainty regarding councils’ ongoing role in relation to assessment and the “Gateway”. • Input from other EMR councils • . Current Space