Latest / Sarah Knows Support Workers / The All-in-One Care Hub: Matt Cagney on Building ShiftCare’s Legacy

Transcript

The All-in-One Care Hub: Matt Cagney on Building ShiftCare’s Legacy · Sarah Knows Support Workers

0:00
It's Sarah from the support worker store.
0:01
Today I've got Matt from Shift Care.
0:03
Welcome, Matt to the podcast. Morning, Sarah.
0:07
How are you? Fantastic.
0:09
I was so real to have you on because CRMS are so important in
0:14
our sector and especially for independents and providers.
0:16
So to be able to pick your brains today.
0:20
Thank you. No, likewise.
0:21
I'm, I'm just really excited to have a chat and a real honest
0:24
chat with you. And yeah, dive in deep.
0:26
Let's go. Let's get cracking.
0:28
Matt, you joined Shift Care after a really impressive run in
0:31
the tech sector. What drew you to the care
0:35
sector? Look, I guess like most people,
0:37
as they reach a certain age, they they reflect on where their
0:40
careers been and you know, you go actually, you know what, I've
0:43
learnt a lot in these other organisations, done some chief
0:45
some great things, But I also wanted to work in a sector where
0:49
I can actually make a difference for those people, potentially
0:53
less advantage than I was. And more importantly, because
0:56
I'm not the type of person that can provide care to those with a
1:00
disability or elderly. That's just not me, right?
1:03
But if I could provide the environmental tools that made it
1:06
easier for those people that are at that coalface to do their job
1:09
and make their job a little bit easier, which ultimately float
1:13
on to maybe the participant achieving their goals and
1:16
objectives earlier or the OR the elderly achieving their goals
1:19
and objectives earlier. That's really what I wanted to
1:21
do. So I wanted to make software
1:23
that actually made it. They created a difference for
1:26
people. So a lot of people might have
1:29
found it quite overwhelming to do the the shift because
1:32
disability and age care is, you know, at times very different to
1:36
what you've come from. What was that like the first
1:40
week for you when you moved sectors?
1:42
Yeah, look, I, I think the first thing I noticed was the fact
1:46
that God have made the right move.
1:47
I love it. You know, day one was like, wow,
1:51
I could, I could feel the difference straight away.
1:54
You know, one of the things I like to do is pick up the phone
1:57
and talk to customers at the coalface and hear what, what
2:01
they do, what's working. And I don't have to know
2:03
anything about the product. I just have to say, hey, Sarah,
2:05
you're a user of Shift Care. Tell me what you love, tell me
2:09
what you hate and tell me what your sucks about shift care,
2:11
right? And and then that's what I
2:13
started to do and it was like, wow, I'm in the right industry.
2:16
These people are they people are doing this for the right reason.
2:20
They're just awesome people. And I'm just so glad I made the
2:23
change. Was it a very particular moment
2:25
where you're like, right, yeah, I'm in the right spot.
2:28
Like was it? Did it come straight away?
2:30
Yeah, look, I think it came on day one, to tell you the truth.
2:33
Day 2, Day three, Day four, Day five.
2:35
You know, especially for that first month, it was, yeah, it
2:39
was just wow, look, I have made the right difference.
2:41
I have made the right move. And it feels like I can I can
2:44
make a real difference to the industry in my way.
2:47
What is the coolest part? Because people think of tech and
2:50
it's not always cool. What is the coolest part about
2:52
being in this space? Look, I, I feel like it's, it's
2:56
just getting to know the people in the sector, what they do,
3:00
understanding what their job looks like end to end, whether
3:03
they're, whether they're a care worker in the frontline and you
3:07
know, they're, they're walking up to a shift to fill a last
3:10
minute replacement. What goes?
3:12
I wanted to know what went through their mind, you know,
3:14
what are the concerns, thoughts and worries about a, I'm going
3:18
to see this participant, but I've never met them for rights.
3:21
I wanted to understand all that. And the part that makes the
3:23
difference for me is right, how can I empower them with the
3:25
information knowledge at that right point of time, like their
3:28
job just a little bit easier and they feel empowered.
3:31
And I feel like we're able to make a difference in that area.
3:34
And that's the same whether we're working across the people
3:37
and rostering the people at payroll, people invoicing or
3:41
even business intelligence or compliance.
3:43
I feel like once I understand their end to end job, we can
3:46
somehow continue to make their job just a little bit easier.
3:49
It is very much integrated. There's so many different fields
3:54
required within a provider to make it successful to, to go
3:58
out. So yeah, I, I get what you're
4:00
saying. Like it.
4:01
Yeah, it is cool like that because you don't quite see that
4:05
everywhere else. And then because the roles are
4:07
so different as well and complex.
4:09
He has stepped to sight and and he's a founder of Shift Care.
4:14
How have you been able to build on his vision?
4:16
Yeah, look, Grove had developed the the idea and vision for
4:20
shift care when his wife was working for a disability
4:23
provider in Sydney. And he would see the paperwork
4:27
and the stress that she would bring home.
4:29
And he was a tech guy, software developer, and thought he just
4:33
knew we could make that easier for her and her organization.
4:36
So he really built a system for them in his part time.
4:41
And then he realized, hey, this system has legs and it can make
4:44
a difference to the whole sector.
4:45
And the goal was, hey, can I remove some of the workload from
4:50
the people in the back office, the rosters, the schedulers, the
4:53
payroll, the invoicing team and also the care team?
4:57
So how could he, how could he build a platform to remove some
5:00
of that overhead and actually helped inform the caregivers so
5:03
they could deliver better, more quality care.
5:06
So if he could fill up that, reduce the admin time on all
5:09
fronts, they could provide a better service to their
5:11
participants. So that was his his vision,
5:13
really. Wow, what a like it only takes
5:17
one person, doesn't it like literally to see a problem in a
5:20
gap and then it just kind of snows falls because a lot of
5:23
people are looking for that. For those who might not know
5:26
about shift care, how would you describe shift care for anyone
5:30
that's met you guys for the very first time?
5:33
I'll try not not to use any technology words, buzzwords
5:37
essentially like that. I guess couple of principles,
5:40
we, we aim to make sure that the right caregiver is with the
5:44
right participant and delivers the right services aligned to
5:48
that participants goal at the right time while also ensuring
5:52
that that caregiver is paid correctly and the organization
5:56
gets paid. I guess that's what we do and
5:58
over the top of that we try to wrap it up and helping you make
6:01
you a little bit more compliant. There are so many apps in this
6:05
space at the moment, What makes Shift Care so different?
6:09
I think I already know the answer because you guys are
6:10
really innovative, but like, tell me.
6:13
Yeah, look, you know, we we pride ourselves on our
6:15
innovation, but I still don't there's a couple of elements to
6:18
it. You know, everything for us
6:20
revolves around the roster and schedule.
6:23
So if you don't get that right, everything else just falls
6:27
apart. So, so we try to make that super
6:30
easy and connected for the scheduler, the rosterer and for
6:34
them to ensure that the right caregiver is in the right place
6:36
for the right participant. And our app makes sure our
6:39
application makes sure that the right caregivers know where to
6:42
be, what to deliver and what to document.
6:46
And then if you look at, I'm really amazed for this, I think
6:49
we've got about 25,000 app reviews on our mobile app and it
6:54
might be about 4.7 stars. You know, not all perfect and we
6:57
try to read as many as we can, but I think it's the mobile app
7:00
that makes the real difference. People just find it so easy to
7:04
use. Like we were asking a potential
7:07
client was asking us the other day, how long does it take to
7:09
train your staff? I know we were asking a client
7:12
how long does it take you train your staff on shift care and
7:14
they said 15 minutes and we said OK, that's the caregiver.
7:17
How long does it take to train schedule?
7:18
She said 15 minutes. So that's the most, one of the
7:21
most added roles. Staff normally pick it up in the
7:24
matter of minutes. The people are actually at the
7:26
coalface. So I think that's what probably
7:28
makes this the most different, to tell you the truth.
7:31
Yeah, it's so easy to work around the board, like from app
7:34
to desktop. Now what goes into planning what
7:40
to release next? Like is it something that you
7:43
get feedback or is it just like, you know, oh, that's a great
7:45
idea, I saw this. How do you get feedback to keep
7:48
innovating such change? Yeah.
7:51
We look at a couple of different, I'm going to call
7:54
them information sources on is the markets requesting this
7:59
feature. So we're we're either seeing
8:01
this at an industry level or we're hearing it from prospects
8:04
or hearing it from another geography.
8:06
That's one source. The other source is directly
8:08
from our customers. We try to have a strong customer
8:11
voice and we try to, we try to touch as many as we can.
8:13
We can't touch them all, but we try to know what do they want
8:18
that's, you know, that's really causing friction at the moment
8:21
in the organization or what else would they like us to develop.
8:24
Then another one we look at is, you know, kind of customer
8:26
churns, a really big thing in a software industry.
8:29
So you try to minimize custom churn.
8:31
And so when people do say, hey, Matt, shift care, team shift
8:34
care is not right for us at the moment, we try to find out what
8:37
is that, what is not right at the moment and we try to
8:40
classify that and build that into our future road map.
8:43
And then the last element is support tickets.
8:46
So we're constant. One of our things is we try to
8:49
make sure we answer a support chat in 30 seconds.
8:51
And that's where the real person, not AI, none of that
8:54
kind of stuff. It's a real person trained on
8:56
shift care. Now we look at every single
8:58
request that we get. So it's either a chat or it's a
9:01
voice call or e-mail. We classify, then we say, OK, is
9:04
this related to the scheduling system, payroll invoicing And we
9:08
look at, are those tickets going up or down?
9:10
And if they're going up and the resolution times, times taking
9:14
longer. So that's frustrating our staff
9:16
and our clients, right? We try to prioritize those as
9:19
well. So we, we look at it in those
9:21
kind of I think there was 4 buckets I think and potentially
9:23
look at it. So was there any the effect that
9:27
you got? Like, God, that is one damn good
9:29
idea. Let's go, tech team, let's go.
9:32
Let's get it, Let's get it done. Can you recall any moments where
9:35
you're like, all right, let's get this on the system ASAP
9:38
because it's a damn good idea? Yeah, look, there is.
9:40
And you know what I'm counted about.
9:42
I can't claim it as mine. This was on the team prior to
9:45
me, but it's just freaking awesome.
9:48
I guess the most underrated feature would have to be a job
9:51
board feature. And what does job board mean?
9:54
Right? Like we have to rename it makes
9:56
sense to people, but that's like our Uber.
9:59
And so you have essentially Uber for drivers, which is your Uber
10:03
for the driver, which is your care worker and Uber for your
10:06
ATZ. And, and the beauty about that
10:09
is that as a care worker, I can be sitting in bed scrolling
10:13
through and getting the notification saying, Hey, Matt,
10:15
you match the qualifications, training and location for the
10:19
shift. Would you like to apply for it?
10:22
And you can order select yes, and it will automatically
10:25
approve you or it can go from manual approval.
10:28
I think that's the most underrated feature we've got
10:31
because why? It starts to democratize
10:33
scheduling and it starts to outsource that people that
10:36
matter most, your care workers. And the other cool thing that I
10:40
did release, but it's off the back of that, so I can't really
10:42
claim is my brain chop staff are going to cancel shift rights
10:45
here. You know, they're like, my kids
10:47
are sick. You need to take them to school
10:48
or something like that. I need to take a doctor.
10:50
The last one. So normally I'd bring you up at
10:53
nights here and say, hey Sarah, sorry I can't make 9 inch.
10:57
You know, tomorrow I've got to take my daughter Chloe to the
11:00
doctor. It is what it is.
11:01
I cannot do it. So you go, Oh my God.
11:03
Shit, Matt can't make his shifts.
11:05
The first thing you've got to do is go.
11:06
I've got 50K givers working for me.
11:08
What? Who was he working for?
11:09
Where's that? Shifts?
11:10
You've got to go find it. Then you've got to try and text
11:13
everybody late at night to say, hey Diane, can you take Matt's
11:15
shifts tomorrow? Right.
11:19
We thought people are going to cancel anyway.
11:21
You create the Slas in your organization to say, hey, Matt
11:24
can cancel a shift within 12 hours and he's got to provide a
11:28
reason. But that'll automatically go up
11:30
in a job board and automatically notify qualified caregivers who
11:34
are free, who match the train compliance requirements in that
11:38
location for that participant. And they can either apply for it
11:42
and you can approve them or you can auto approve them.
11:44
So at least we're just trying to reduce the workload for the
11:47
scheduling team. Yeah, I guess that's my that's
11:52
what I love the most, to tell you the truth, because it's all
11:54
fits around automation. Have you heard any success
11:57
stories by implementing that change from a provi?
12:00
Like from independence to providers having the job.
12:03
Ball yeah, the look, that's yeah.
12:06
Maze. I don't normally have the best
12:07
memory, but there's an organization called Capability
12:10
Supports down in Canberra, Amazing, founded by three
12:14
amazing guys doing just doing amazing things down on the
12:17
Canberra region. I think from memory they started
12:19
about two years ago. It was just a couple of them and
12:22
when they were starting out, I said, you know, they used shift
12:25
care and they had the ability to build the organization from the
12:27
ground up and they really relied on the job board functionality
12:31
to outsource the scheduling for automation and their caregivers.
12:37
And what's it? What that enabled them to do is
12:38
grow to I think 200 staff within two years.
12:42
Ruffle, don't quote me on that, but roughly about that without
12:45
the need to hire admin after admin after admin to do that.
12:49
I reckon that they're one of the success stories I've heard just
12:53
embracing that tech. 100% because it would, yeah, it would
12:57
cut down that time and the on call as well.
13:01
That goes into when somebody calls up sick and you've got to
13:04
try to replace it again. Like that's a really quite
13:08
friendly feature. And then because I'm frosted for
13:11
the last decade, and I can tell you right now that I've manually
13:14
frosted for the last decade, the idea of having something that's
13:17
automated would have saved me a lot of Gray hairs.
13:21
Because yeah, we, we get like we talk to people and, and they
13:25
break down crying sometimes because it's just so much
13:27
pressure on the people doing the roster to find placement.
13:31
Like our participants need the care, like, God, heaven forbid,
13:35
but you, the pressure's on you, unfortunately.
13:38
So if we can just alleviate some of that pressure, then hey,
13:41
we've done our job. Yeah 100%.
13:44
How does ship care balance everything when it comes to
13:47
compliant while being user friendly?
13:50
Oh, the question is kind of black and white really
13:54
compliance is just it's a non negotiable unfortunately, you
13:57
know, we're where we understand what we need to be compliant.
14:01
It's it's just a non negotiable. So we'll build that in.
14:04
But then I guess what our philosophy over the top of that
14:07
is how do we reduce the friction in that and we'll just
14:11
continually focus on that myopically month after month.
14:15
We might not get it right the first time, but each iteration
14:18
after that we'll just remove the friction where we possibly can.
14:22
I guess that's our focus and just take the feedback to to
14:25
constant constantly evolve. Issue care generations have
14:28
there been like from the very beginning to now like has it
14:32
been like a couple of goes at it?
14:34
Do you mean? So from the beginning when the
14:36
app first went up, it would have looked quite basic to now.
14:41
Is it the updates for every generation that to create this
14:45
app? How many times have you had to
14:48
completely update it because it's quite big.
14:50
We just, yeah, look, we keep on adding to it.
14:55
Like in the last I joined last April, probably since then we
15:01
might have launched 150 to 180 features.
15:05
So they're just constantly iterating.
15:08
And what we try to do is just deliver that in the platform.
15:14
Depending on what kind of plan you get, you get different
15:16
features, but it's just, it's always on innovation.
15:20
I couldn't even tell you what version of the mobile app for it
15:22
to be better out. Our goal is if we've got a
15:25
feature and there's no reason not to turn it on, we're going
15:28
to turn it on and give it to as many customers as we possibly
15:31
man. And yes, that can be confronting
15:33
for some of our customers. Sometimes we don't get it right,
15:36
but I tell you what, I'd prefer the feature was in your hands
15:39
and you can make the decision rather than me waiting in the
15:41
background going. I've got to get the perfect
15:43
launch plan and that can be fronting for both our customers
15:47
and our staff, but that's kind of our philosophy.
15:49
With a lot of companies, they tend to hold off and it takes so
15:53
long to get something across the line.
15:55
You've been able to introduce so many new features in a short
15:59
period of time. What is it?
16:00
I take it this it comes down to you and your team going, you
16:03
know what, bugger it, let's give it a crack.
16:05
What has been able to get them across the line because a lot of
16:09
people get whole held up like, oh, should we do it?
16:12
Should we do it? How have you guys have been able
16:14
to act so fast and get it done? I guess I've, I've worked in
16:17
many organizations, right where, where it could take you, you
16:21
build the feature, it might take you 6 months, seven months to
16:24
build the feature, then it takes another year to get into the
16:26
hands of the client. Like that's just unacceptable,
16:28
right? It's there's there's no time to
16:31
value. And so our approach now is there
16:34
better be a bloody damn good reason that we don't put the
16:37
feature in your hands. And sometimes that can come at
16:40
the expense of documentation, help desk help text.
16:43
But so many people are they self discover they're semi tech
16:49
literate. They can take that and and you
16:52
know what they've they've come to love the fact that you log
16:54
into shift care tomorrow. There'll be a new feature there
16:57
now and it does cause some tension, but I can, I can
17:00
guarantee you, you know, if you ask every single one of them,
17:03
what would they prefer? They prefer to wait three to six
17:05
months for that feature or they prefer to have a surprise
17:07
tomorrow morning and that features turned on.
17:10
You know, occasionally we get it wrong and I'm like, tweak
17:12
something I'm not adjust something.
17:13
It might cause a support request and we have to go back and do
17:16
it, but it never effects all of our customers.
17:18
It's only a very small percentage and a lot of people
17:22
in tech companies, they manage to that noise and that noise is
17:25
the vocal few of you know, 2-3 percent stuff that like really
17:30
stuff that like the rest of your customers deserve this feature.
17:33
And just because this person has to be vocal and it it, yeah,
17:36
that's not the way to manage a capital in our our perspective
17:39
anyway. Must admit I went to a
17:42
networking event like a a conferencing type where I had
17:47
two ladies next to me that were new providers and both of them
17:51
had their laptops up and they both had shift care up.
17:54
And they were talking amongst themselves and talking about,
17:56
well, look what I did with my shift care.
17:58
Oh, did you do that? And then I was listening into
18:01
the conversation thinking, wow, like, you know, besides like
18:05
what you guys have got available online to learn how to use
18:08
Shiftgear and the phone calls and the emails and all the bots
18:11
in between. Just having these two ladies
18:13
open up their laptop and just talk about it quite freely.
18:16
It was quite cute to watch actually.
18:18
It was really lovely. Yeah, look, that's that's
18:20
awesome. And you know, that's what makes
18:22
it better. I was I was looking at one of
18:25
the Facebook channels the other day and I think somebody used
18:28
the term shifty. So I want to call those kind of
18:31
people shifty. And a shout out to all those
18:33
shifty that love shifty. Thank you.
18:36
We just love to hear the good, bad and the ugly because if we
18:39
hear the the bad and the ugly, we can just continue to be
18:41
better. And the fact that they were able
18:43
to network with each other and talk about the the type of
18:47
integrations you can do. And they were helping each other
18:50
out to the point that, like, you know, they were able to use the
18:53
system much more efficiently. Yeah, it's cute.
18:58
I'm sorry. I thought I'd tell you that
19:00
because I thought, Oh. No, that's awesome.
19:02
Thanks. Sarah with like, yeah, yeah,
19:05
they were. They were taking notes for each
19:07
other. What's 1 of the biggest barriers
19:11
for small NDIS and aged care providers when adopting
19:14
technology? And how has Shift Care been able
19:16
to breakthrough and break it down to make it easy for anyone
19:20
to be on boarded? Yeah, God, I guess one of the
19:24
biggest barriers is that they don't a lot of providers don't
19:28
want to adopt the out-of-the-box features and workflows.
19:31
And you know, many other software providers have a
19:34
philosophy is we want to give you as much flexibility as we
19:38
possibly can on our platform. You can create anything you
19:41
want. But the problem with that,
19:44
there's just an innate order of complexity comes with that.
19:47
And it makes it hard to maintain this software, hard to deliver
19:50
features. But more the worst thing of all,
19:54
it makes it real. You mean it needs to mean that
19:56
you are the SME of your own domain and you know what a best
20:00
practice process flow for this situation and your care
20:02
organization looks like? And a lot of providers, they
20:06
don't know that they don't have the experience they've been
20:08
seeing what best practice looks across like 6 1/2 thousand
20:11
providers. We feel like we have, not to say
20:15
everything's always right for everybody, but we propose that
20:18
the biggest barrier to people is not adopting the out of box
20:22
features and workflows and shift key and wanting to just create
20:25
their own and be myopically obsessed of, hey, this is the
20:29
way I used to do it at Care Provider Act.
20:32
This is the way we're going to do it in shift Care or any other
20:34
platform for that matter. And you have to adjust to that.
20:37
And it's like, well, not really, because this is the way six and
20:41
a half, 6 1/2 thousand other providers do it and do it every
20:44
day. When you guys were creating the
20:47
platform, I. Because dyslexic is hell, right?
20:50
So I love to pull the string. So when I was playing around
20:54
with shift care, I would pull the string and another box would
20:57
open and something else would open.
20:58
And I thought, oh wow, you know, when you were creating shift
21:01
care, did you have this in mind for these neuro divergent spicy
21:04
people out there that love tech? Look, I couldn't tell you to
21:08
tell you the truth, but I think one of the cool things you're
21:10
talking about is really that is that anytime you open a new
21:12
feature, it opens a new tab in the browser.
21:14
And so you can always go back, et cetera.
21:16
So I, so I think that's, that's pretty cool.
21:18
And I, and I kind of like that allows you to multitask really
21:21
well. So, but it's, that's really
21:24
great to hear. But I still think we can do
21:26
better. To tell you the truth.
21:27
I still think sometimes when you go into aspects of our platform
21:31
that, hey, this is what I call too many keystrokes, too many
21:35
steps to do a process and it should be.
21:36
And there's a bit of an information overload and most of
21:40
the time you don't need that. So I think there's an
21:42
opportunity to still simplify our interface and just make it
21:45
quicker, simpler and easier. But also with that we need to
21:50
have better inheritance, better rules and better enforcement so
21:53
you can't make mistakes. I found when I entered into
21:57
shift care that as I was going along, I'd have a phone call
22:01
from somebody from shift care. Is that to make like are they
22:05
able to see the book that I'm working with or is that just
22:08
saying follow up call to see how I was going?
22:10
It's normally what we try to do is there's a, there's an amazing
22:14
number of people who they sign up to shift care, they start
22:18
using it all by themselves. They don't need any help.
22:23
They're really, really self-sufficient.
22:25
But over and above that, we always want to try and where we
22:28
possibly can, when we've got the bandwidth to touch base with
22:30
anybody with all of those people and say, hey, Sarah, notice
22:33
you're using shift care is ringing.
22:36
We can help you with. We can sort of see how often
22:38
you're logged in, what features you're using, but that's about
22:42
it. And, and what it gives us an
22:43
idea is what's the state of evolution of your onboarding and
22:47
what, you know, what's your journey?
22:49
And we can see at particular stages of that journey, does it
22:52
look like they might be stark or having some issues?
22:54
And that's when we get in. But we only sort of see really
22:58
you've entered clients, you've entered participants, but you
23:00
haven't ended a shift, you know, those type of things.
23:03
We haven't ended entered Price books.
23:05
So I haven't set up your price books.
23:07
So if we see that in an onboarding stage, then we can
23:10
say, hey, we might be able to interject and just help Sarah or
23:13
anybody else for that matter. And.
23:15
Big providers have started to come over to shift care as being
23:20
a big provider. That means you've got a lot of
23:22
stuff, you've got a lot of NDIS participants.
23:25
How do they get all that data from their previous CRM to shift
23:30
care with ease? To be honest, that's a pain in
23:33
the backside. Anytime you move CRM it's a
23:35
pain. Yeah, yeah.
23:36
And it look, it doesn't, I guess it doesn't have to be a pain,
23:39
but many people, you know, one of the reasons they don't move
23:43
is the fear of change and uncertainty and oh God, how long
23:46
is it's going to take? The last time I did this, it
23:48
virtually killed me. It doesn't have to be that big
23:51
in that, that big in that cumbersome.
23:53
So our approach is right. You've got your existing CRN.
23:57
What do you truly need in week one, week two, week three-week 4
24:03
onwards to run with shift care? When it comes down to it, it's,
24:07
it doesn't have to be a lot, it can be right.
24:09
You've got to get participants across.
24:11
So we've really got an import process that helps you import
24:14
your participants. Unfortunately, you still have to
24:16
import your documents manually and attach them to the
24:18
participant. The participant part all happens
24:21
like that can happen in a CSV file.
24:24
We can import that from employment, Aero, Pay, CAT0,
24:27
MYB. You know, any one of those kind
24:29
of systems is pretty straightforward.
24:31
That's the clients, the staff. We can also do the same.
24:34
We can import them for 0 NYB or your existing system.
24:37
We can import documents from places like Employment Hero,
24:41
like training, certification and so forth.
24:44
So that can happen quite quickly.
24:46
Then you get to the more complex part, which is shifts.
24:49
So shifts are the pain like, so we'd only recommend you create
24:53
the future roster in shift care. And so you just do that
24:57
manually. Doesn't really take that long
24:59
because you can create recurring shifts and edit them quite
25:03
quickly. That's really quite
25:03
straightforward. Then you have to go, right from
25:07
a client perspective, how do I want to import the history?
25:11
And so we really recommend that you kind of consolidate that
25:15
history in APDF or Word document and you add that as an
25:18
attachment to the client's profile.
25:20
So it's there. So you might not only need that
25:22
for the first month, you can, you might only need that for the
25:25
first month plus audit. So it's always there.
25:28
And then, but by doing that, it's really simple.
25:31
And then if I'm a large provider, I might go actually,
25:33
you know what, other than just doing the big, I'm going to do
25:36
all the 27 still houses, all like 200 and 500, half of 1000
25:40
staff, whatever they are. I'm going to pick a segment.
25:42
I'm going to, it's going to go the Albury Wodonga region and
25:45
I'm just going to go for my 5 still houses down there.
25:47
And I'm going to put them on shift care first because they're
25:50
my vocal staff. Their first move is they want to
25:52
try new stuff and I'll go live with them and you know, not any
25:57
issues, but they become then my respond across the organization.
26:01
So it's not as big as people think it is at times because I
26:04
think for when you move the RMS, people get quite overwhelmed.
26:07
I know it's over. In the past I've been quite
26:09
overwhelmed. The idea of moving the, you
26:12
know, people without having any integration.
26:14
And I do recall that at one time physically doing 100 profiles
26:21
manually, not yet, but my mind, we've come a long ways so for.
26:29
Independent to give me. Sorry.
26:31
Sorry to give you an idea. She was talking with a client on
26:36
Friday. Actually they have 2000 clients
26:41
and they they thought the program was going to be 6 months
26:44
to implement shift gear. I caught up with them for lunch
26:48
on Friday. They were really surprised.
26:50
Only took them four weeks. So, you know, it's really for
26:54
the most complex providers it should be a four to eight week
26:57
process. Normal providers, it should be a
27:00
matter of two to four weeks, yeah.
27:01
That things in perspective, doesn't it?
27:04
Because for independent support workers who are though, you
27:07
know, because you do have a collective of independent
27:09
support workers that use shift care for all of their business
27:12
practically and streamlining, how can shift care help them
27:16
streamline and make their admin look more professional?
27:19
I guess we are what we call a vertical SAS platform and we aim
27:24
to be like a one stop shop for those smaller, smaller
27:27
providers. Very cost effective.
27:29
I think the the the first plan starts at 40 bucks a month.
27:32
So you know, that is really cheap.
27:34
So we're a one stop shop that allows you to create your
27:37
prospective new clients, provide them a quote, provide them a
27:42
service agreement on board them. Then it then it allows you to
27:46
onboard staff, manage your staff while managing timesheets and
27:50
also helping you get paid for me to self manage participants by
27:53
seeing them an invoice, sending the plan manager invoice, we're
27:56
actually real time claiming with the NDA.
27:59
That's all baked in. All of these features just come
28:01
out-of-the-box. So really that you shouldn't
28:04
need another platform to start with.
28:06
Once you get to a certain stage, you might go actually, you know,
28:09
you know, Sarah, you and all are running a really good business.
28:11
Actually we probably need to roll out an accounting platform.
28:13
That's where we go and buy a subscription to 0 and you just
28:16
just a plug in to shift key and that allows you to manage your
28:19
invoicing takes you to a different level of maturity.
28:22
Once we grow a little bigger, we go actually, you know what, we
28:24
need a better payroll engine and we go to Employment Hero.
28:27
Once we grow a little bit more, we go, actually, you know what,
28:29
we need a dedicated HR platform for our staff and for us and we
28:34
might go to Employment Hero as well.
28:36
So we can help you start in the very beginning, but also help
28:39
you grow and you just plug in whatever you want from the best
28:43
practice stack perspective like. Fantastic.
28:46
Like if I compared like I think, sorry if this is a bad
28:51
representation, but I think of HubSpot as a CRM and now I'm
28:55
forever to work. The business that I run is
28:58
completely different from the care sector.
29:00
And every time I want to do something, I have to keep adding
29:02
in and adding in, and it becomes a very expensive exercise for me
29:07
as I've gotten bigger. What I love about shift care is
29:10
that it doesn't feel like I'm having this really expensive
29:13
exercise just to do the business itself.
29:17
That's pretty cool that you've been able to keep things so cost
29:20
effective. Well, actually the other, yeah,
29:22
look, one of our philosophies is how do we just keep the price?
29:25
So we haven't put our price up where we've added a new feature
29:28
where there might be a direct cost of sale.
29:30
Our principle is can we absorb it?
29:33
So we rolled out a messaging function, we've absorbed that.
29:36
We rolled out AI, we've absorbed that.
29:38
We rolled out NDA in DIA claiming we've absorbed that.
29:43
One of that we've rolled out training, we couldn't absorb
29:45
that. That's $2.00 per staff member
29:48
per month. So it's we try to keep that as
29:50
cheap as possible and we'll roll out another 20-6 courses
29:53
shortly. The other one is you mentioned
29:55
HubSpot. We've also got a really awesome
29:57
plug into HubSpot. So if you know that
29:59
organization, you are mature whereby you can market to
30:04
prospects and all those type of things.
30:05
Once that prospect gets to a certain stage that will
30:08
automatically be activated as a client in shift kit, which is
30:11
really cool and bring across the right information map to field.
30:15
So really kind of proud of the cool integration happening here
30:18
because if if you have chosen to make an investment somewhere, we
30:21
don't want you to throw that away.
30:23
We want them to interoperate. So that's our philosophy as
30:26
well. Have you been able to save
30:27
providers money by moving over to Shift Care?
30:30
Because of sometimes you can see gaps financially start to appear
30:34
when you use a a platform like Shift Care.
30:38
You can see that I was losing money in billing, I was losing
30:42
money in staffing, I was losing money not getting to the
30:45
fullness of somebody's NDIS plant.
30:47
Yeah, Look what I guess we've managed to save across a bucket
30:52
load of areas. I'll try and touch on a couple,
30:54
many organizations we talked to their payroll might take God
30:59
three to seven days and it, you know, depending on how complex
31:02
it is, it might take up to nine people that time.
31:05
So moving the shift key, we're really able to simplify that and
31:08
bring that down to, you know, like really half an hour now
31:11
depending on how complicated you want to be.
31:13
The same goes for invoice and billing, especially with the
31:16
MDIA. Clients can bring that down to,
31:18
you know, nanoseconds. The other one we find is is just
31:22
scheduling. This client I was talking to
31:24
that had 2000 clients, this shift error rate was 5060%
31:29
because they were the platform, the drag and drop, you couldn't
31:32
easily edit a recurring shift. And what that meant is you have
31:35
to go and edit each individual shift and you've got it wrong.
31:39
And when you get it wrong, it flows back into care outcome on
31:43
sheets in billing. So that's a really big thing.
31:46
And then one of the things on my bandwagon that I'm jumping up
31:49
and down at the moment about is a couple of things is everybody
31:52
should be aiming to deliver a margin or a profit because that
31:56
means you can be a sustainable provider and keep on providing
32:00
valuable service you do to your participants.
32:01
We don't want you winding up in Chapter 7 and receivership, no.
32:06
So one of the things we want to help help you do is how do you
32:09
manage your human capital utilization?
32:12
So we know that everybody's got a mixed workforce between full
32:16
time, part time, permanent, casual, permanent part time and
32:19
casual, but everybody works different hours.
32:21
So we want you to be able to know and see what does my human
32:24
capital utilization look like Over the top of that.
32:27
We want to help you with if you're not billing your staff
32:30
out at 90% or all billable time, you're technically losing money.
32:35
And and this organization folks who on Fridays they did staff
32:40
billing time is 95%. And so they use shift key to get
32:44
to that kind of rate. They've got some really nice
32:46
KPI's that wrap over that, that really it's sent that staff
32:50
member to get to that kind of level.
32:52
But when you use tech and you know the right kind of KPIs, you
32:56
can really push that above 9095%.
32:59
And most people feel like 90% is aspirational, not achievable,
33:03
but it is achievable. And 95% achievable is a billable
33:06
rate. And that means you can be like a
33:09
long term sustainable provider. You must be like a lot of high
33:12
fives of the opposite shift care when you see things like that.
33:16
OK, it's quite satisfying. Yeah, look, it is.
33:19
It is really rewarding. And you know, to be honest, like
33:22
a lot of organizations, we probably don't stop and
33:25
celebrate the success of our clients as much as we should.
33:28
We're on to the next thing and to the next thing and the next
33:30
thing. It's something we've got to slow
33:32
it down and do actually. It's fantastic to be able.
33:35
Yeah, sorry. Yeah.
33:36
Because if I put my provider hat on to get to that percentage, I
33:40
have done that myself in rostering where you just, it's
33:43
like it's not a forgiving system and you and then you have to go
33:46
back and you have to fix all the replications and it makes.
33:49
Yeah, I've tried multiple times. You've LED some growth in other
33:54
companies besides Shift Care. You've worked for Afterpay and
33:59
you have worked for Renew Practice.
34:01
What lessons from these two companies did you bring across
34:04
to Shift Care? I think the biggest one was
34:07
working with Afterpay and Ant and Nick was stick to emitting.
34:13
You know, know what you do and more importantly, know what that
34:16
your clear lines are about what you don't do and stay in these
34:20
guardrails and really just keep within the guardrails because as
34:23
any kind of business, people want you to go out here, out
34:25
here, out here. But what it does is it deviates
34:28
and reduce your bandwidth to focus on this particular piece
34:31
of knitting. And so you know, what I saw
34:35
after pay with the way and Nick operated was that if you stick
34:39
to your knitting, you may optically focused on that
34:41
somatic. You don't get diverted, you get
34:44
rewarded. Both you and your customers in
34:46
the market get rewarded. So that's the biggest thing I've
34:50
learned. And look, I must admit I have to
34:52
constantly check myself and check our team and keep us back
34:56
in these guide rails, but it but it makes a difference.
34:58
Right. How do you keep the culture
35:00
motivated to stay within your boundaries?
35:02
Because it's so hard, Because there's all these nice shiny
35:05
ideas that you could go down and opportunities.
35:08
The bigger you get, the more opportunities it comes towards
35:12
you. Yeah, look, and you know, if he
35:13
comes from your own team and, you know, and it's not, they're
35:16
not bad, meaning, you know, they've got the right
35:18
intentions, the right meaning. Hey, Matt, let's do this.
35:20
Hey, Matt, let's do this. Hey, Matt, I saw this.
35:22
Hey, Matt, I saw this. I think like anything, you've
35:26
just got to keep on reinforcing what a direction is, why we get
35:31
a water direction and actually this doesn't fit within those
35:34
boundaries and kind of clearly communicating that real time.
35:37
Thanks. We'll keep that on the radar.
35:39
But at the moment we're focused on here For these reasons.
35:42
I think that's the only thing you can do really, is be as
35:44
clear and transparent as you possibly can.
35:46
So shift care has, I felt like shift care being in a sector has
35:50
just like exploded and has gotten really big very fast.
35:55
What is next for shift care when it comes to features and
35:58
integrations that will make life so much easier for providers and
36:02
workers? Yeah, the buzzword I hate at the
36:07
moment is AI. Everybody feel like it's the
36:09
panacea to everything. So I don't I don't feel like
36:12
that's that will solve a whole lot of things, but I'm not going
36:15
to focus on that. I'm personally more to focus on
36:18
more automation and automation should provide time back to your
36:23
care workers, your schedulers, your admin, your payroll and
36:26
invoicing teams. So automation is just generally
36:29
the focus for us. How can we automate as many
36:32
tasks as we possibly can and just make sure that it's baked
36:37
in with compliance and workflow and exception handling
36:40
processes. So we're really focused on that
36:42
automation. I guess one of those ones I kind
36:44
of mentioned earlier was, hey, someone's going to cancel a
36:47
shift. You may as well automate the the
36:50
filling of that shift with a with a qualified caregiver who
36:53
is in the right, who is available in the right location.
36:56
How do you prioritize these features and what gets updated
37:00
first in your next fields? Yeah.
37:02
So I feel we touched upon this a little bit earlier.
37:06
There's, there's kind of four key segments for US1 is hey, the
37:10
market is requesting these features.
37:12
Our customers are requesting these features.
37:14
Either they, they've currently got an application doing that or
37:18
a feature and our product isn't working as they would like, or
37:21
there's a gap in that feature. Or actually, you know what
37:23
customers are so pissed off due to a missing feature, some form
37:27
of frustration that they're saying, hey, hey, Matt team,
37:30
we're out of here. But these are the reasons.
37:32
And then the other, the 4th element is support.
37:35
You know, what do our support tickets look like?
37:38
And you know what we do is we look at these daily, right?
37:40
So what's the average resolution time and what are the key
37:43
buckets? Where are they?
37:44
And once they get over a certain spike, we get that's that
37:47
tipping point whereby our staff can't bear more, you know,
37:50
customers go stuff like that. It's too much.
37:52
I'm not waiting on the line any longer to help for you to
37:55
resolve this issue. We focus on those.
37:57
So really that's those 4 buckets for us and we generally
38:01
prioritize, you know, what's the, what's the market asking
38:04
for and that kind of solves a lot of the other elements as
38:07
well. One, one thing that I noticed
38:08
was communications being quite easy with shift care.
38:11
So I'm maybe I'm just used to dealing with people that what I
38:14
have to wait 7 to 10 working days.
38:16
Is that a part of the philosophy of shift care is to be able to
38:21
give information and get and receive it to your customers
38:24
really quickly. Because I think I was a bit
38:26
taken back when it was just just so easy to communicate.
38:30
Like it was just, it was, it was a simple an e-mail or a phone
38:33
call and something would just get done.
38:35
Is that a how? Like how did you make this work?
38:39
Like, is this a part of your philosophy of Shipkit?
38:42
Yeah, look, our philosophy is every support request for our
38:46
chat should be answered within 30 seconds by a real person.
38:51
Will be exceptions when that doesn't happen it's interesting
38:55
because I want to promote hey, the phone number you know you
38:58
pick up the phone and you phone phone the support should be
39:00
answered within 30 seconds. But it doesn't help us solve the
39:04
issue is a lot of the time because if you're on chat, we
39:06
can say hey Sarah Ding Ding Ding hey Sarah can we're just going
39:10
to share your screen. Can you share with us what's
39:12
happening? And we're going to eyeball
39:14
what's happening with you because you can share your
39:16
screen with us. Whereas if you're phoning us,
39:19
it's a lot harder to do. So.
39:21
I guess that's one of the principles.
39:23
The other one is we really do we, we try to get back to
39:26
everyone as quick as we can. Sometimes we, we probably don't
39:29
have the right product knowledge because we move so fast.
39:32
I mentioned we don't have the right product knowledge across
39:34
support and customer success. Some things can take a little
39:37
bit longer to get back to, but we're constantly trying to
39:39
improve in that area. One thing we do focus on is our
39:43
help articles and YouTube videos.
39:45
We try to make it as easy as we can for people to self discover.
39:49
That's our goal and we'll we'll get.
39:51
Better anyway, so in Aztec, you know, innovates and it creates
39:56
with shift care. What do you think will blow
39:58
people's minds in the next few years with changes coming?
40:02
Yeah, I think there's there's two aspects and you know, I
40:05
won't use any technical buzzwords or anything like that,
40:07
but one of them is automation should blow people away.
40:11
We should just be able to help automate many, many, many
40:14
different tasks. The other one that might be
40:19
focus is what I call the democratization of care.
40:22
And what I mean there is I'm talking about providing complete
40:26
transparency between the organization, the caregiver
40:30
client, their families and other providers.
40:34
We should just open up the the lines of communication and share
40:37
as much as we can with all of those kind of channels because
40:40
the family members are asking for, I need more information.
40:43
I want more real time information about what's
40:45
happening with my my son and my daughter, my mum or dad or
40:48
whoever, whoever it is. They just want information.
40:51
But what I find is there's too many providers out there just
40:55
holding back. They want to contain, hold those
40:58
silos and keep them to themselves because of two key
41:01
reasons. One is they're afraid that
41:04
myself as a family or a participant, I'm going to steal
41:07
your key worker. Like that's the biggest, one of
41:10
the biggest things that just holds us back from true
41:13
innovation and we roll things out.
41:15
You get a whole lot of people jumping up and down saying, hey,
41:17
we don't want to share the key givers first and surname with
41:20
the participants, right? Why the hell not?
41:23
What are you concerned about? If you're providing a great
41:26
service, you've got a great culture.
41:28
What is it now? I don't want to provide all the
41:30
participants, all the notes and all the images.
41:32
It's like, why not? What are you like?
41:34
And So what I'd like was just democratize that whole
41:38
information sharing ecosystem and that's what we're continuing
41:41
to do with our family portal and when it's going to get better
41:45
and better and drive it harder and harder for our for our
41:47
clients to utilize. But see now as providers, it's
41:51
in our best intentions to be able to give that information
41:54
because there's you can't hear anything like, you know, for me,
41:57
I've always thought it was like for me, my philosophy has been
42:01
that if you're working with somebody with complex
42:03
communication, I'll give an example that when they go home
42:06
to the family house, they should be able to talk about what they
42:09
did that day at dinner with their family.
42:12
And if they can't have an input, then there's a problem as a
42:15
provider, because I haven't given enough information to the
42:18
family to say what happened. Because everybody should have an
42:21
opportunity to go home and vent about their day.
42:24
Regardless. The idea that you've got a
42:26
portal would come like you've got the portal and you're
42:28
working on it. I think that will solve a lot of
42:32
problems as well when it comes to behaviours of concern because
42:35
you can actually pinpoint what happened during that date.
42:38
So as a family, you're not having the other end of somebody
42:42
regulating themselves. So kudos, I'm excited.
42:46
I can't wait to see a bit more. I should have dived more into
42:49
that when I was doing my Snoop until she would get silly Sarah.
42:52
Yeah, bottle board, Yeah, by the way, that's that's there
42:55
available now. It's, we call that the family
42:57
portal and it's sort of when we design that it's, I wanted to be
43:01
the love child of between LinkedIn, Instagram and
43:05
Facebook, right? So when you could see a timeline
43:07
of future shifts, you could Scroll down to historical ones
43:11
and you could see the notes, but you could also scroll the
43:13
carousel of images and videos so you can see what what what you
43:17
did with the participant that day.
43:18
You know, like people have certain feeding plans whereby,
43:22
hey, my food needs to be cut into 1 centimeter cubes if it's
43:25
over that and we've got a real issue, right?
43:28
And so designed to be able to share, hey, this is the plate of
43:31
food that I served to that participant today that meets the
43:34
meal plan, the prep plan, you know, and we just want to
43:37
democratize all of that. Just make sure that shared with
43:40
the both the participant, their families, guardians and and even
43:43
other practitioners. The idea that you can take
43:45
photos and videos and all that stuff and share that, that's
43:47
fantastic because it says 1000 words and then I'm fine with
43:51
families. They tend to like to share the
43:52
photo. Look what Sally did today.
43:55
Went out with Harry and they went and did XY and Z.
43:58
Look at the big. It's fantastic.
43:59
It is kind of like having an opportunity to be socially
44:02
present when you've got limits. So that's cool.
44:06
Yeah. What I I've worked in the.
44:07
Banking industry for many years and we call that Omni channel
44:10
and you know information is entered once but shared across
44:14
different many different channels.
44:15
And so the goal is the caregiver would write their notes as
44:18
normal under the context and awareness of this, you know,
44:21
this is going to go to the family member and my admin team
44:25
and then they would share the photos.
44:27
They only do that once it goes to, it's delivered up through
44:29
all of those channels at once. So you don't have to enter any
44:32
more information. There's no more additional
44:33
sharing. That's what we're focused on.
44:36
And you know, when I as a, as a care worker, I'm taking photos
44:39
and videos, I'm taking them on the phone, but within the shift
44:42
care app. So they're not stored on that
44:44
individual's phone. So we're really considering data
44:47
security and governance and all those proper good things as
44:50
well. Wow, I'm going to have to go
44:52
back. And play with that because that
44:54
sounds really amazing. Like I know like all the like
44:57
rostering stuff, but the idea that families get it in real
45:00
time and can have conversations and talk about life, like, you
45:03
know, their kids life, that's that's something to be really
45:06
proud of. Well done.
45:08
Awesome. Sorry, what's your leadership
45:10
philosophy when it comes to building tech for people who do
45:13
emotionally demanding work? I feel like they're the goal is
45:17
to. Make it as simple as possible to
45:19
utilize and not not frustrated, you know, like their job can be
45:25
hard. It can be both rewarding and it
45:27
and it can be, you know, emotionally draining and
45:30
frustrating. And I'm sure they all get
45:32
stressed. So our job is we can't pile on
45:36
top of that with bad tech. So if we make it easy, and I'm
45:40
going to use the term dummy proof, 2025 thousand people seem
45:43
to think our application is dummy proof.
45:46
That seems to work and hit them hit the mark.
45:49
It's something we're going to, you know, as we continue to
45:51
innovate and as you add more features and functionality into
45:54
a platform, how do you not add that complexity on top?
45:58
That's the hard part for us because we've been known for,
46:01
hey, I can, I don't have to be an expert.
46:03
I can get up and running on shift care in a matter of
46:05
minutes. We've got to continue with that
46:06
sort of that frame of mind and that thinking as we continue to
46:10
develop more products and features.
46:12
That's our goal. And I guess what we're going to
46:14
have to do is just continue to try to slow down and be a lot
46:17
more thoughtful as well and moving into, you know, as we
46:19
continue to add more and there, but this is also where
46:22
automation comes into play. Just how can we make their life
46:25
a little bit simpler? So you're very passionate.
46:28
In shift care and you're quite empowering shift care in the
46:32
disability and aged care sector. What does it look like outside
46:36
of shift care for you? Inside of shift care, Inside,
46:38
outside which? Like how do you?
46:40
Keep this passion going because it's a lot like that's.
46:43
You've done a lot in a short period of time.
46:47
Really. Yeah.
46:49
It's look, it's. It's like anything you've got AI
46:53
kind of, I think I really love what I do.
46:55
So that really helps. It's and it's and I'm doing
46:58
feels like I'm doing good in the industry and it feels like I'm
47:01
doing good for the company, our staff, our customers and
47:04
shareholders, which is great. And then one of my other
47:07
philosophies is I find if I don't exercise in the morning
47:10
and I don't have caffeine either before or after exercise, I find
47:14
the day really sucks and drags on.
47:17
So, you know, I try to run a run a balanced life and I try to eat
47:22
well, exercise really hard in the morning and that sets for
47:25
the day and it keeps my energy levels high really.
47:28
And I think 1 is the other big thing is it can all get
47:33
overwhelming about, Hey, I've got all of this to do, but just
47:37
focus on one thing. What's this?
47:38
What I say to my team? Hey, don't worry about
47:40
everything. Just what's the one thing I can
47:41
do today to make a difference? Freedom.
47:43
I start my my staff, my colleagues or my customers or my
47:47
caregivers. So that's it.
47:48
What's the one thing? And, and just one thing after
47:51
the other, one step up 1 foot after the other.
47:53
That's all it is. You guys at shift care for you
47:55
Do a. Lot in the community like I've
47:58
seen that you've you guys are having workshops you guys go to
48:03
expose. Is this for brand awareness or
48:06
this is an element of giving back to the community?
48:08
I think there's, yeah, there's a couple of.
48:11
Elements and we'll talk about obviously there's, there's a
48:13
marketing element to that. So how do we, how do we continue
48:16
to 1, build the brand, reinforce the brand.
48:20
The other one is how do we learn more about the market?
48:23
Like so we, we, we participate in these conferences because
48:26
we're listing, we're learning about what's new, what's
48:28
working, what's frustrating, what's pushing people off,
48:30
etcetera. We bring that back in and go,
48:32
well, how can we incorporate that in our product?
48:34
The other one is we're doing a series of Rd. shows at the
48:37
moment, especially regionally. We're putting on 9 regional
48:41
shows, plus we do one our own in Perth, Melbourne, Sydney and
48:46
Brisbane. And that's to bring the
48:48
community together to create a community whereby you can attend
48:51
these events for free, you can network with providers and
48:55
leaders in that local area. We pay for all of that.
48:59
Yes, we talk, but it's not a hard sell because we more so
49:02
want to learn about what works in that region, what's not
49:06
working in that region, and how do we create an environment for
49:09
that region to talk to each other.
49:10
Because we know if we can connect providers together,
49:13
ultimately participants getting the better care because we spoke
49:16
about how do you stick to your guardrails?
49:18
You know, I might get a participant coming through from
49:20
a referral. I go actually, sorry, sorry Sir,
49:23
I can't take this participant because they don't fit within my
49:27
bounds of what I'm really good at and want to be really good
49:29
at. But you know what, I met a
49:31
really cool provider at the shift gear event the other day
49:34
and they specialize in that. Here's their number.
49:37
So that's our goal, vision and purpose.
49:39
That's what we're trying to do with all of the events that we,
49:42
we either run ourselves and we, we, we're getting really quite
49:46
vocal about running our own events because we don't want
49:48
that to cost a cent for those providers in the market, whether
49:51
they're a customer of ours or not.
49:52
And they don't even have to be provided.
49:55
They can be a, a caregiver wanting to think about coming a
49:59
provider and they can come along.
50:00
We've got a whole lot of incoming always well, learning
50:02
about what's it like to start my own provider and how rewarding
50:06
it can be. And also how challenging it can
50:08
be, especially if you've got to go through that registration
50:10
process. You sounds like you've got a
50:12
whole room of shifty. Yeah, Oh yeah, we, we just.
50:17
We just finished one in Geelong yesterday, which was my first
50:19
ever time to Geelong. And actually, for those who are
50:21
being a jewel, Geelong is an awesome city actually.
50:24
Yeah, Gorge. But we had some just amazing
50:27
people in the room, really amazing people doing the right
50:31
things for the right reasons and, and very vocal about what
50:34
works, what doesn't, what the challenges are.
50:36
And then our goal is how can we uplift the community as well?
50:40
How can we highlight what we're seeing across our 6000 providers
50:44
about what you need to do to run a sustainable provider?
50:47
But also what are we seeing in Canada, the US, and the UK that
50:51
you really need to give some thought to about how do you bake
50:54
compliance in financial discipline from the ground up in
50:58
your organization? Are you doing anything
51:00
different? In Canada and UK compared to
51:03
what we're doing in Australia when it comes to systems like
51:06
this, like a is like, are you stealing any ideas of them to
51:09
bring it to shape care? Yeah, look, maybe I'll talk.
51:12
About what? What do we see in the US that's
51:15
interesting. One is they've rolled out a a
51:17
product or a process called electronic physics verification.
51:21
What that means Sarah's, if my key worker does a shift with a
51:25
participant over there, we have to verify that shift happened
51:30
was it location was with this participant provided these
51:34
services with this approved staff member right at this
51:39
geofence. I need to submit that to
51:42
essentially a central government agency before I can even think
51:46
about claiming. And then it's verified, then it
51:48
comes back. Now I can submit my plane.
51:52
And so that flips the model here on its head where, you know, I
51:56
submit claim and I deal with my errors retrospectively, which is
52:02
interesting. Confronting an African nightmare
52:05
if your provider like the setup is really hard, but once you've
52:09
stood up right from the ground up, I think there's a lot of
52:12
benefits and our Australian colleagues could learn from
52:15
that. I think that would reduce a lot
52:17
of billion EUR later on. So that's one key take away that
52:20
we've built into shift care globally.
52:24
The other one that I think is really awesome in America is 9
52:27
states are piloting up an outcome based funding model.
52:31
Now when you normally hear outcome based funding, I go
52:34
warning Will Robinson, the government's trying to take more
52:36
money away from me as providers so get stuffed, but they're not
52:40
doing that. They're keeping them the rights
52:42
in everything the same. But they're saying, hey, Sarah,
52:44
if you deliver the participant outcome at this, like they move
52:48
into supported deployment support or independent living by
52:52
this time frame, we're going to provide you performance kicker
52:55
because you know what it benefits the participant and it
52:57
benefits us with total cost of ownership.
53:00
And so that's really cool and that's happening across 9 states
53:03
at the moment. So we're, we're watching that
53:05
really carefully. And what we've done with that is
53:09
we've created a really new call called care plans and goals
53:13
baked into the participants profile, probably one of the
53:16
best ones across the industry. And it's all baked in at the
53:18
profile ties to the shift timesheet and all this type of
53:22
stuff. So later on you can prove
53:24
outcome based work. So you can prove this shift cut
53:27
this shift actually tied to an outcome for that participant.
53:30
And I think that's really important for both governments
53:33
and your family members and guardians to say, hey, Sarah, I
53:36
looked after your your child yesterday, you know, this month.
53:40
And here's a report how that actually tied back to the goals
53:44
and objectives of that particular client.
53:47
So that's cool. If you look at Canada, Canada's
53:50
a bit of a fragmented nightmare, fragmented systems across
53:53
different provinces and states. And then you've got the French
53:57
language to deal with, which is more our problem than anybody
53:59
else's. But the other, the one over
54:01
there that I think is really hard is the labour laws.
54:04
Like if you've got an enterprise bargaining agreement, the let's
54:08
just say, if I, if, if somebody cancels their shift tonight for
54:11
tomorrow morning, I can't just automatically invite anybody
54:15
who's qualified for that shift. I have to look at your senior
54:19
already first and I have to offer it to them first and let
54:23
them decline it before I can go to someone out set the all of
54:26
that has to live within the schedulers mind or paper based
54:30
stock. Really hard to deliver
54:31
programmatically. So that really limits their
54:34
ability to automate a lot of things.
54:36
So the poor Canadians are they're stuck between a rock and
54:39
a hard place at the moment. And if you look at the UK and E,
54:44
they've got a compliance regime over there called CQC and that's
54:47
baked in at the ground up. So all of your systems and
54:51
processes have to be fully audit ready in compliance from the
54:54
ground up. And they've committed to doing
54:56
9000 dropping audits within the next 14 months.
54:59
And which means that I can knock on your door and say, hey,
55:03
Sarah, show me what? Show me all your documentation
55:06
on match press, show me that you're pressing your CQC button
55:09
report and you can get everything at your fingertips,
55:11
which is really hard for any provider and any technology
55:15
preventer to provide, but that's what they're expecting.
55:17
So pretty much besides the fact in.
55:19
Australia, which you do most of your business, you have been
55:21
able to go abroad globally, right.
55:24
So practically what you're doing, what you're doing, is it
55:26
you're learning from every different market to bring into
55:29
Australia. Is Australia your testing hub or
55:32
the other global markets or is it the other global markets are
55:36
testing? Yeah.
55:37
Look, it's, it's So what we're looking at is.
55:40
What do we learn in the US, Canada, New Zealand, UK, Middle
55:44
East, etcetera? Can we build that into our
55:46
overall platform now? Well, I mean to know what I turn
55:50
on features for everybody. Sometimes you go actually, you
55:52
know what, I probably can't afford to to risk this on, you
55:57
know, 6000 customers in Australia.
55:59
I might test it on our American colleagues first.
56:01
So that's what we do. And then obviously once, once
56:04
that works really well, then we go, OK, now we can turn it on
56:07
safely for Australia. So it's, it's like a staggered
56:09
launch plan. And so we do pilot a lot of
56:13
things over there, but they come straight back into Australia.
56:15
Yeah. Is there anything that you've?
56:17
Piloted. That just didn't work.
56:19
No, it's look. It's a pretty good race.
56:22
We sometimes get it all like 1. You know, as I was talking about
56:26
the EBV thing is one of the things you have to do is they've
56:30
got daily, weekly, hourly limits for these particular services
56:35
provided less as a talk and we rolled that out.
56:40
What I did once when we rolled that out, it is it is changed
56:43
one of the default price books for some of our Australian
56:45
colleagues. So when they were creating new
56:47
shifts, it automatically selected the Royal price book.
56:50
So that created a few downstream issues, but we resolved that
56:52
pretty quickly. Thank you so much for.
56:55
Today, if anyone would like to find more about shift care, the
57:00
best way to get to shift care would be through your website,
57:03
social media, which you guys have got a fantastic thing going
57:06
on. Yeah, look.
57:08
We just aim to be the best platform out there at the
57:14
cheapest price, most importantly, with the best
57:17
people backing it up in the in the background.
57:20
And what we find is you know, you can buy on product price or
57:25
service and most people think they're buying on like really
57:29
cost effective products, right product.
57:33
And actually, what people really love more than anything is their
57:35
service and the people behind the scenes.
57:38
That's the, that's the feedback I get time in time out every
57:41
single day from customers we work with just, hey, God, your
57:45
people are awesome. So that really makes the job
57:47
rewarding. How do you hire these awesome
57:50
people? Where do you find them?
57:52
Yeah, we've been talking about that a lot.
57:54
And like any, like any providers, staff are hard to
57:58
find. They're really hard to find.
58:00
And a lot of them they might join the industry for the wrong
58:03
reason. They wanna get paid the most and
58:05
all of those type of things we want.
58:06
Would there be sort of semi thematic driven?
58:09
A they want to join the industry because they're actually
58:11
delivering something that has a greater good and a purpose.
58:15
So we're looking for those kind of people that aren't
58:17
necessarily chasing dollar after dollar after dollar.
58:20
They want to feel like they're for a purpose and then making a
58:23
difference. So they're the people we we look
58:24
to hire and we look to hire like for like people that we've
58:27
already got where possible. And we put a lot of credence on
58:31
internal referrals as well. I definitely can tell that.
58:34
Because like I said before, it was my communication we ship has
58:37
been really easy to be had. Yeah.
58:40
All right. Well, that's all for today.
58:42
Done. Thanks, Sarah.