Team-Based Care Operating Model

Facing growing demand for home and community care, workforce constraints and increasingly complex rostering requirements, a national healthcare provider introduced a Team-Based Care operating model supported by Biarri workforce optimisation technology. The transformation moved operations beyond traditional Procura-based and manual rostering approaches toward more data-driven workforce planning, service allocation and scheduling. Deployment required coordinated operational, workforce, data, communication, training and change readiness across 26 neighbourhoods supporting more than 33,000 customers and 2,600 home care workers.

Each neighbourhood had different workforce capacity, customer demand, service requirements, employee availability, contracted hours, workforce capability, travel constraints and data quality risks. Readiness also needed to account for enterprise agreements and awards, customer service windows, continuity of care and familiar care relationships. The operating model and workforce rules also needed to remain compatible with the organisation's longer-term Salesforce Health Cloud transformation.

Initially as Deployment Consultant and subsequently as Deployment & Adoption Lead, I led the deployment and training stream comprising Deployment Analysts, Deployment Consultants and Trainers. Reporting into program leadership, I worked across change, technology, workforce optimisation, communications, data and operational teams to coordinate neighbourhood readiness, workforce preparation, training, deployment, go-live and frontline adoption.

I led a structured readiness and adoption approach that considered customer demand, workforce capacity, employee capability, enterprise agreements and awards, contracted hours, data quality, competing operational change and implementation risk. Readiness planning was grounded in continuity of care and practical frontline operations while supporting alignment with the future Salesforce Health Cloud environment.

1. 1

   Led the deployment and training stream supporting Team-Based Care readiness and adoption

2. 2

   Directed neighbourhood readiness, workforce preparation, training, go-live and hypercare

3. 3

   Coordinated Deployment Analysts, Deployment Consultants and Trainers across rollout activities

4. 4

   Led operational readiness assessments across 26 neighbourhoods

5. 5

   Oversaw analysis of workforce demand, utilisation, capability and capacity

6. 6

   Assessed enterprise agreement, award, contracted-hour and employee availability constraints

7. 7

   Coordinated identification and remediation of workforce, capability, service and data gaps

8. 8

   Worked with operational leaders to prepare neighbourhoods for workforce optimisation

9. 9

   Oversaw validation of customer care plans and service information

10. 10

    Supported preparation for optimised roster and schedule generation through Biarri

11. 11

    Supported workforce optimisation processes operating across approximately 12,000 scheduling files each fortnight

12. 12

    Monitored adoption, operational issues and implementation risks

13. 13

    Coordinated targeted remediation during deployment and hypercare

14. 14

    Supported alignment with the future Salesforce Health Cloud environment

Independent program-level results reported by Biarri following implementation of its workforce optimisation technology with Australian Unity. These outcomes reflect the broader transformation program and are shown separately from my individual contribution.

Successful workforce transformation requires more than optimisation technology. The operating model needed to account for workforce agreements, customer needs, employee capability, data quality, operational capacity and future technology architecture. Leading a major deployment stream reinforced the importance of clear ownership, structured governance and practical readiness planning when translating a new operating model into sustainable frontline practice.