Highlights
Task:
Company Background
The Western Sydney Wellness Trust provides community health care and social care services to a population of 2,000,000 people living in the Western Sydney Area of Australia. The Trust was formed five years ago from the merger of the then separate Community Health Care Trust and Social Services Department.
The Community Health Care Trust employed staff with medical training from a variety of disciplines such as District Nurses and Physiotherapists. They visited patients in their home and provided care to them. The Social Services Department employed staff with non-medical care skills, from a wide variety of disciplines, such as Adult Carers and Child Protection Officers, which visited clients in their own home also, yet provided social care.
The objective of both organisations was to enable people to go on living in their own home for as long as possible, thus delaying their move to Trust-funded Nursing homes.
The merger of these two organisations was the result of a new central government policy being piloted in the region in which Western Sydney falls. There are nine other Community Trusts within the region, none of which are as progressive in their thinking as the Western Sydney Health and Social Care Trust. The objectives of the government policy are to improve the care provided and reduce the overall cost of providing that care. The new combined Trust was given a large degree of organisational and financial autonomy within the framework of overall management by the local region, and an energetic, forward thinking Chief Executive, Jim James, previously the Director of Social Services, was appointed to lead the new combined Trust. Jim James immediately appointed the hardworking Operations Director of the Community Health Care Trust, Dr Robert Northy to the position of Business Development Director – effectively his deputy.
The Trust is headquartered in an old Victorian-style Mental Health Hospital facility in Parramatta with 50 other offices, clinics and care homes scattered over the geographical area served by the Trust. Very few of these offices have been purpose-built.
The Trust now employs 3000 staff split into a relatively small Head Office team including Finance, Personnel and Business Development and the professional care staff who are divided into 3 Directorates as follows:
• Adult Care
• Mental Health Care
• Child Care
Situational Analysis
Overview
The main IT software systems used in the Trust are not integrated with each other and comprise:
• The legacy Social Care system, which is primarily concerned with providing a basis for analysing the type and source of referrals received by the individual social care teams and recording the type of care and cost of care delivered in response to the referral. No attempt is made to record the outcome of the care delivered and all notes made by the social workers are handwritten and filed locally
• The legacy Health Care system which is primarily concerned with collecting details of the activities carried out by the health care workers so that mandatory statistical analyses can be forwarded to the Ministry of Health in federal government
• An effective email system linking all of the offices together
• A financial management and payroll system
Company’s Creation and Use of Information
The Trust is one of only a few separate organisations which deliver care to the geographic area of Western Sydney. The other organisations are:
• Separate NSW Government-managed Hospitals who provide Accident & Emergency services, maternity services and a full range of clinical services to perform operations on patients as required
• Doctor Practices (Clinics) that are all contracted independently to the National Health Service and run effectively as individual small businesses, paid by Medicare depending on how many patients are served by them
QUESTION
1. For the above case study, list at least 10 functional requirements for project proposal.
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