1. MAV Planning Improvement Conference Leadership & Culture Change
Presenter: Janet Dore - CEO

2. Outline Business Strategy Leadership Strategy Senior Leadership
Communication
Conclusion

3. Overview of the TAC
■ Sole provider of personal injury insurance for transport accidents in state of Victoria
■ Victoria’s population 5.57 million
■ 4.3 million vehicles registered
■ Compulsory premiums paid with annual vehicle registration
■ No-fault scheme
■ TAC funds: □ treatment □ income □ rehabilitation □ lifetime care
■ TAC invests in: □ Road safety □ Safer road infrastructure

4. The TAC’s evolution Sakith Scheme Viability Client Experience
1987
2001
2009
Scheme Viability
Client Experience
Client Outcomes
Sakith

5. Our 2015 strategy – why?
Relocation of TAC headquarters to a regional setting
High percentage new employees
Shift in thinking from traditional, transaction-based insurance organisation to focus on whole of client / client outcomes.

6. Recovery
Algorithm to automatically segment claims by risk factors into teams overnight
Reduced Return to Work portfolios to 50 claims
Risk screening tool for RTW, mental health and pain risk factors
Strong focus on early intervention, expectation setting and client outcomes
Investment in training employees in motivational interactions
RTW Action Plan (RAP) with clear focus on barriers and interventions
Casey

7. Independence
Independence Plan, developed in partnership with clients
Focus on client goals and clear plan on how they can be achieved
Regular face-to-face interaction
Single point of contact from accident through to discharge
Standardised client outcome measures
Millie

8. Leadership Model - what great leadership at the TAC looks like
Cultivate Partnerships
Adapt & Learn
People Impact
Empower Others
Embrace Accountability
Personal Impact
Client Outcomes
Unity of Purpose
Dignity & Respect
Client Experience
Integrity
Scheme Viability
Innovation
Accountability and Responsibility
Exercise Judgment
Business Impact
Organisation Impact
Lead Transformation
Deliver Outcomes
Shape Strategy & Direction
8 TAC 2015 May 2011

9. Leadership Development and Talent Management outcomes at the TAC . . .
Proof
Points
Achievement of corporate KPIs
Strong talent pipeline for critical roles
Ensure we have the right leaders with the right capabilities to design and deliver on our strategy and objectives 1
Proof
Points
Role modeling Leadership behaviours
Speaking with one voice
Create a united leadership group who hold themselves collectively accountable for the alignment and performance of the organisation 2
Proof
Points
Engagement & Retention Metrics
Employer brand
Engage and retain great leaders, making the TAC a place that talented people want to work 3 4
Maximise the potential contribution of individuals and the TAC’s workforce in meeting our corporate objectives
Achievement of corporate KPIs
Performance, Engagement & Retention Metrics
Proof
Points

10. Service Major streamlining of core Claims processes
Significant investment in building staff capability and empathy for clients
New service options for clients to support their Recovery or Independence goals

11. Culture change really does take 3-5 years
Used ADKAR model (PROSCI) – Awareness, Desire, Knowledge …
Front line team leadership critical
Strong focus on behaviour based measures of performance
Stories at every opportunity
Ensure whole system changed to support the new culture

12. BEYOND 2015
A future where the majority of clients self navigate the system
Fundamental shift away from scrutinizing each individual claim
Focus on influencing whole ecosystem
Sophisticated analytics to manage risk
A model that aligns to the future of disability care in Australia where clients have choice and empowerment
Marcus

13. Conclusion
Strategy
Focus
Communication
Engagement
Results
Marcus

14. Thank you Janet Dore Chief Executive Officer
Transport Accident Commission