October 2011

Economic & social issues in providing LTC

Fiona Cromarty

Agenda
.

> TAC Background

> Drivers for change
> Independence Model
> Early signs of success
> Challenges yet to be solved
> Where to nextour vision

Background - Transport Accident Commission

.

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)
>

2015 Strategy

Corporate Goals in balance

Client
Outcomes

Scheme
Viability

Client
Experience

Background - TAC Divisions

.

Financial &
Corporate
Services
Human
Resources

Business
Systems
Transformation
Claims Management

Business
Risk &
Intelligence

Claims

Claims
Model
Transformation

Support Services
2015 Projects
Collaborative

Community
Relations

IT Shared
Solutions
Health
Services
Group

Background - Claims
.
TAC wide
16,500 new claims accepted per annum
34,900 total claims managed
* as at December 2010

Independence

ty
bili 10)
Liat 31/12/

Attendant Care & subs

support

$76M

$3,170M

Rehabilitation support

$26M

$480M

Income support

$24M

$420M

Dependant support

$63M

$300M

Total

$242M

$4,690M

(includes other support services provided)

(as

ost
y c 0)
arl 201
Ye yments

600 new claims

p.a
5,300 total claims
managed

(pa

Background TAC 2015 Strategy

.

Where we are aiming

to get to

Client
Experience

8.5 Client satisfaction score

VISION
A future where every journey
is a safe one
What our purpose is
MISSION
To work with the Victorian
community to reduce road
trauma and those it affects

Strategic Goals

What we aim to achieve in 2015

to support us meeting our
mission and vision

Scheme
Viability

Client
Outcomes

$600 accumulated actuarial release

43.5 physical health survey average

47.7 mental health survey average
25% independence life area
objective achievement

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?

The Independence Model at a glance

The Independence Model

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 plans
introduced 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 measures
that are standardised and
measure changes in well-being
and community integration

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?

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)

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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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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