DEPARTMENT OF SOCIAL SERVICES
STOCKTAKE AND ANALYSIS OF
COMMONWEALTH FUNDED AGED CARE
WORKFORCE ACTIVITIES
FINAL REPORT
11 AUGUST 2015
CONTENTS
A B B R E V I A T I O N S ....................................................................................................... I
E X E C U T I V E S U M M A R Y ............................................................................................... 4
E.1
Objective of the stocktake ............................................................................................................................................ 4
E.2
Stocktake methodology ................................................................................................................................................ 4
E.3
Key Findings ....................................................................................................................................................................... 5
I N T R O D U C T I O N ....................................................................................................... 7
1.1
Project background ......................................................................................................................................................... 8
1.2
Structure of this report ................................................................................................................................................... 8
S T O C K T A K E R E S U L T S ................................................................................................ 9
2.1
Commonwealth funded aged care workforce activity matrix ........................................................................ 9
2.2
Evaluation of Commonwealth funded workforce activity .............................................................................. 13
2.3
Gaps in recent workforce activity ............................................................................................................................. 14
2.4
Areas of duplication, overlaps and inefficiencies in current activity .......................................................... 15
S T O C K T A K E F I N D I N G S ............................................................................................ 15
3.1
Volunteer capacity building and support ............................................................................................................. 17
3.2
Regional, rural and remote service provision ..................................................................................................... 18
3.3
Leadership development and succession planning .......................................................................................... 18
3.4
Workforce strategy and reform ................................................................................................................................ 19
3.5
Carer capacity building and support ...................................................................................................................... 19
3.6
Workforce planning, including data collection .................................................................................................. 20
3.7
Aged care industry development, capacity building, collaboration & utilisation ................................ 20
3.8
An inclusive and culturally competent workforce ............................................................................................. 21
3.9
Attraction, recruitment, retention & career pathways ..................................................................................... 21
3.10
Workforce training, education and upskilling..................................................................................................... 22
3.11
Synergies between aged care and disability workforce activity .................................................................. 23
3.12
Commonwealth funded workforce activity matrix ............................................................................................ 24
A P P E N D I X A : P R O J E C T M E T H O D O L O G Y ...................................................................... 40
A P P E N D I X B : S T A K E H O L D E R C O N S U L T A T I O N L I S T ........................................................ 44
A P P E N D I X C : S T A K E H O L D E R F E E D B A C K S U M M A R Y ........................................................ 49
Carer and volunteer capacity building and support ...................................................................................................... 49
Regional, rural and remote service provision ................................................................................................................... 49
Leadership development and succession planning ....................................................................................................... 50
Workforce strategy and reform ............................................................................................................................................. 50
Workforce planning, including data collection ............................................................................................................... 51
Aged care industry development, capacity building, collaboration & utilisation ............................................. 51
An inclusive and culturally competent workforce .......................................................................................................... 53
Attraction, recruitment, retention & career pathways .................................................................................................. 54
Workforce training, education and upskilling .................................................................................................................. 56
Synergies between aged care and disability workforce activity ............................................................................... 58
Additional themes raised through stakeholder consultations .................................................................................. 59
A P P E N D I X D : RT O O N L I N E S U R V E Y R E S P O N S E ........................................................... 60
APPENDIX E: CHARACTERISTICS OF PROGRAMMES/ACTIVITIES CONSIDERE D TO BE
E F F E C T I V E ................................................................................................ 67
Abbreviations
ACSA
Aged and Community Services Australia
AHAs
Allied health assistants
AH workforce
Allied health workforce
AINs
Assistants in nursing
Abbreviations
ASQA
Australian Skills and Quality Authority
CDC
Consumer directed care
CW
Care Workers
CT
Commonwealth Treasury
CS&HISC
Community Services & Health Industry Skills Council
DoC
Department of Communications
DoE
Department of Employment
DFHCSIA
Department of Families, Housing, Community Services and Indigenous Affairs
DoHA
Department of Health and Ageing
DIBP
Department of Immigration and Border Protection
DIISRTE
Department of Industry, Innovation, Science, Research and Tertiary Education
DIRD
Department of Infrastructure and Regional Development
DSS
Department of Social Services
DPMC
Department of the Prime Minister and Cabinet
DVA
Department of Veterans' Affairs
ENs
Enrolled Nurses
HWA
Health Workforce Australia
LASA
Leading Aged Services Australia
LGBTI
Lesbian, gay, bisexual, transgender, and intersex
NPs
Nurse Practitioners
RNs
Registered Nurses
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
E
Executive Summary
Aged care workforce activities allow the Australian Government to support initiatives that promote training and knowledge transfer; capacity building; and
innovation and reform to improve the quality of aged care by expanding the skills of the aged care workforce. The increasing demand and competition
among industry’s (such as the disability, child care and health workforces) with comparable or related skill sets creates a competitive environment for
attracting and retaining workers.
The Government committed to undertake this stocktake and analysis of Commonwealth funded aged care workforce activities funded over the last three years
to identify duplication and gaps across activities, synergies and areas of overlap between the aged care, disability and health workforces. The Stocktake
provides an evidence base to help inform future strategic and tactical funding priorities.
Objective of the stocktake
The Department of Social Services (the Department) appointed Health Outcomes International (HOI) to conduct a Stocktake and Analysis of Commonwealth
Funded Aged Care Workforce Activities (the Stocktake) of all Commonwealth Funded aged care workforce activities over the last three years (e.g. 1 July 2011 to
present). The Stocktake included:
a stocktake of any workforce activities toward which the Commonwealth makes a financial contribution
consideration of workforce activities which are required to ensure that the range of activities delivers a cohesive approach that meets the needs of the aged
care workforce
analysis of Commonwealth funded aged care workforce activities to ensure efficient and effective use of available resources.
A key objective of the Stocktake was to highlight areas of duplication or gaps in the Government’s approach and identify synergies between the aged care,
disability and health workforces. In addition the Stocktake sought to identify what has been done cumulatively to build the capability and skills of the aged
care workforce as it is today, and where there are initiatives or activities that intersect.
Stocktake methodology
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
The Stocktake comprised four major stages, with key tasks comprising:
desktop research and data collection specific to Commonwealth funded aged care workforce activities over the last three years
28 individual and group consultations with a wide range of stakeholders including Australian Government agencies, peak bodies, workforce and skills training
representatives and consumer organisations
online survey of Registered Training Organisations (RTOs) delivering training and education in aged and community care (116 responses)
qualitative and quantitative data analysis to identify any areas of duplication and any gaps across activities, and synergies between the aged care and disability
workforces.
Throughout the project multiple efforts have been made to seek advice from stakeholders (including the Aged Care Workforce Advisory Group) to determine
programmes/activities of value to the aged care workforce.
Key Findings
Government, peak organisations, consumer groups providers and services acknowledge the crucial role of the aged care workforce in meeting the care needs
of older people, whether in the home or residential settings. Consumers will be drawing on a variety of workforce capabilities and people who are capable of
responding based on consumer needs and preferences.
Over the next 35 years it is expected that the aged care workforce will be required to nearly triple from 352,145 1 people to 827,100 people in 20502. Providers
have obligations under the Aged Care Act 1997 to ensure that there are adequate numbers of appropriately skilled staff to meet the individual care needs of
residents. Government, aged care peak organisations, consumer groups and providers and services have a shared interest in the suitability and quality of
workforce education and training.
The aged care industry is moving towards a more competitive market in which consumers have greater choice and control regarding the services they access.
A workforce that is well led, trained, and adept at adjusting care to meet the needs of older Australians will be fundamental to sustaining the aged care
system.
1
2
2012 National Aged Care Workforce Census and Survey – The Aged Care Workforce, 2012 – Final Report
Department of Health and Ageing (2010) Submission to the Productivity Commission Inquiry Caring for Older Australians
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
The key findings, incorporating future opportunities for consideration by government, peak bodies, industry and other stakeholders, of the Stocktake are
identified below.
Key Finding 1: The greatest proportion of Commonwealth funded workforce activity has been directed towards workforce training, education and
upskilling (59.3% of all identified activities, programmes or initiatives).
Key Finding 2: The specific target groups funded are the general aged care workforce, aged and/or community care service providers and specific
workers within the aged care industry such as care workers, enrolled nurses, registered nurses, and assistants in nursing.
Key Finding 3: Programme effectiveness needs to be better designed, measured, demonstrated and shared through formal evaluation, which includes
industry input.
Key Finding 4: Consideration should be given to developing specific strategies in respect of the workforce in regional and remote areas.
Key Finding 5: Fostering leadership capacity at an industry wide, organisational and individual level will underpin a strong and sustainable aged and
community care workforce.
Key Finding 6: Consideration should be given to the development of a nationally coordinated workforce development strategy and capability
framework taking into account how aged care could better plan, collaborate and combine effort with health and disability services.
Key Finding 7: There is an increased need to support carers in their caring role.
Key Finding 8: At an industry level future workforce planning will need to develop strategies that address the industry’s needs across the entire
workforce.
Key Finding 9: When developing the aged care workforce consideration needs to be given to groups with special needs and areas of emerging
priorities.
Key Finding 10: An aged care workforce may be attracted and recruited through quality work placements for vocational education and training,
undergraduate, and post-graduate students.
Key Finding 11: To support retention, increasing effort could be directed toward identifying people with desired attitudes, behaviours, motivation,
values and demonstrable skills such as communication and decision making.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Key Finding 12: Greater targeting and evaluation of workforce training and education is needed to ensure responsiveness to identified workforce or
skill gaps in the industry.
Key Finding 13: There is variability in the quality of aged and community care training.
Key Finding 14: There is a need to support education and training of volunteers to foster workforce attraction and retention.
The aged care workforce is impacted by multiple and diverse Commonwealth funded activities, services and programmes. These include initiatives where,
while workforce capacity building or development is not a core focus, they can be drawn on to support this purpose. The indirect impact on the aged care
workforce that can be delivered through national and cross-industry reform, strategies, initiatives, or activities is recognised and acknowledged. However, to
ensure the scope of the Stocktake remained focused, activities captured through this project were those able to be directly ascribed to, or comprise a
significant component of workforce development only.
Based on the information gathered or available through the Stocktake and the large number of individual programmes and activities included, it is difficult to
definitively determine which of these programmes have achieved significant and lasting impact on aged care workforce activities. Many of the historical
programmes or activities captured within the Stocktake may have achieved their objectives, but without an opportunity to review these findings (due to lack of
availability or timing of the project), support for such programmes and assessment of relevance in the current context of aged care reform, is challenging.
Throughout the project multiple efforts have been made to seek advice from stakeholders (including the Aged Care Workforce Advisory Group) to determine
programmes/activities of value to the aged care workforce.
The Stocktake is a historical snap shot of Commonwealth-funded activities that were directly ascribed to, or comprised a significant component of, aged care
workforce development. It should be noted that the aged care workforce is also supported by mainstream cross-industry activities such as scholarships for
health professionals, etc. These are not included in the matrix as it is not quantifiable what proportion of these contributed to the aged care workforce.
Introduction
The Department of Social Services (the Department) engaged Health Outcomes International (HOI) to conduct a Stocktake and Analysis of Commonwealth
Funded Aged Care Workforce Activities (the Stocktake) over the last three years (e.g. 1 July 2011 to June 2014). This project has included:
a stocktake of any workforce activities toward which the Commonwealth makes a financial contribution
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
consideration of workforce activities which are required to ensure that the range of activities delivers a cohesive approach that meets the needs of the aged
care workforce
analysis of Commonwealth funded aged care workforce activities to ensure efficient and effective use of available resources.
Project background
Aged care workforce activities allow the Australian Government to support initiatives that encourage training and knowledge transfer, capacity building,
innovation and reform to improve the quality of aged care by expanding the skills of the aged care workforce. The increasing demand and competition
among industries (such as the disability and health workforces) for appropriately skilled and qualified workers with comparable or related skill sets creates an
environment in which Governments must make the most effective and efficient use of public resources.
The Government committed to undertake a stocktake and analysis of Commonwealth funded aged care workforce activities over the last three years.
The objective of this project was to conduct a stocktake of all Commonwealth funded aged care workforce activities over the last three years to ensure that
these activities and initiatives were delivering a cohesive approach that meets the needs of the aged care workforce. The project aimed to:
highlight areas of duplication or gaps in the Government's approach and identify synergies between the aged care, disability and health workforces,
to identify activities that build the capability and skills of the aged care workforce as well as initiatives or activities that intersect,
provide a sound basis for developing an efficient and effective strategic approach to meeting the challenges arising from an ageing and increasingly diverse
Australian population.
present an evidence-base which can help inform future funding priorities.
The project methodology is provided in Appendix A for reference.
Structure of this report
The final report is structured as follows:
Final
Report structure
Chapter 1
This chapter details the objectives of the project.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Final
Report structure
Chapter 2
This chapter presents an overview of the data collected through the desktop
research and data collection and reported in the Commonwealth Funded Aged
Care Workforce Activity Matrix (the Matrix).
Chapter 3
This chapter presents the Stocktake findings through high level themes,
incorporating data collected from selected data collection approaches.
Stocktake Results
This chapter presents an overview of the data captured within the Commonwealth Funded Aged Care Workforce Activity Matrix (the Matrix). Information
collected through the Matrix is also supplemented by stakeholder feedback, where appropriate, later in this chapter.
Commonwealth funded aged care workforce activity matrix
The Matrix was developed from information provided by the Department to HOI as well HOI’s desktop review. The Stocktake has focused on all aged care
workforce activities funded by Commonwealth Government departments, including funds directed toward workforce review and planning initiatives,
workforce development, policy directions, leadership development, taxation support, workforce recruitment and retention strategies, and workforce education
and training. Chapter 3 presents summary information specific to Commonwealth funded activities that have had, or continue to have, a direct impact on the
aged care workforce.
Matrix summary and analysis
The Matrix contains 54 Commonwealth funded activities, programmes or initiatives with a primary or substantial focus and impact on the aged care
workforce, including those resulting from or complementing aged care reform. To assist with analysis, activities were categorised into high-level thematic
strategies for the Matrix. Definitions of these thematic strategies are provided in Appendix A for reference. The thematic strategies were:
Volunteer capacity building and support
Regional, rural and remote service provision
Leadership development and succession planning
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Workforce strategy and reform
Carer capacity building and support
Workforce planning, (including data collection)
Aged care industry development, capacity building, collaboration and utilisation
An inclusive and culturally competent workforce
Attraction, recruitment, retention and career pathways
Workforce training, education and upskilling
To minimise subjectivity, determination of thematic strategies for each activity was based on articulated programme or initiative aims or objectives. Many of
the included activities described more than one objective and therefore may have been assigned more than one thematic strategy. Table 2.1 presents selected
information regarding the overall activity captured within the Matrix by thematic strategy. Funding was allocated to aged care workforce activity by a small
number of Commonwealth departments but has been predominantly supported by the Department and through programmes managed by the former
Department of Health and Ageing, which have now been transferred (through Machinery of Government) to the Department.
The funding data presented and analysed in this section are that which have been provided by the relevant Departments with recent or current responsibility
for the identified programmes and initiatives. HOI has not audited the figures provided. It is important to note that funding information is not complete for all
programmes and therefore the totals and proportions presented in the following table will underestimate allocated funding for aged care workforce activity for
some themes. The figures in this table are indicative only and are presented as a total known funding allocation over the three financial years included within
the scope of the Stocktake (i.e. 2011-2012; 2012-2013; and 2013-2014). In addition, some programmes have been categorised as specific to more than one
thematic strategy with a total figure provided. Therefore each of the ascribed thematic strategies will have been allocated the equal total figure as budget
proportions for each theme within individual programmes is unable to be determined. For example if Programme X has allocated funding of $10,000 but is
categorised to meet two unique thematic strategies (such as workforce strategy and reform and leadership development and succession planning) then each
strategy is allocated the full $10,000 for purpose of this analysis.
Based on these caveats, all funding figures and proportions across the themes therefore need to be interpreted with caution. The total reported funding figure
for the three financial years across the 54 activities included in the Matrix is $427,485,940 (GST exclusive).
The percentage or proportion of activity was determined from the overall number of activities captured within the Stocktake. As presented in Table 0.1, the
largest proportion of Commonwealth funded workforce activity reported was directed towards workforce training, education and upskilling (59.3%).
Programmes and/or initiatives that focus on workforce attraction, recruitment, retention and career pathways; and the fostering of diverse and inclusive
workforce activity formed the next largest proportions of this activity (22.2% and 14.8% respectively). The lowest proportion of activity focused on volunteer
capacity building and support (1.9%).
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Based on the process of funding data analysis described earlier, the largest proportion of funding appeared to be allocated to activities that focused on
workforce training, education and upskilling; attraction, recruitment and career pathways; and an inclusive and culturally competent workforce (53.6%, 36.8%,
and 35.9% of the total reported sum respectively). The lowest percentage of funding appeared to have been allocated to aged care workforce activity
directed toward leadership development and succession planning and workforce strategy and reform (0.7% and 0.8% respectively). However, as indicated in
the table, funding figures for both of these themes are incomplete and therefore the proportions must be interpreted with caution. Table 0.1: Proportion of
activity by thematic strategy (2011-12- 2013-14 financial years)
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Thematic strategy
Proportion of activity
(n=54)
Reported figure
attributed to the
thematic strategy*
Proportion of total
reported sum
Proportion
evaluated
Volunteer capacity building and support
1.9%
$35,064,800
8.2%
0.0%
Regional, rural and remote service provision
3.7%
$33,861,184
7.9%
50.0%
Leadership development and succession planning
3.7%
$3,134,224
0.7%^
100.0%
Workforce strategy and reform
5.6%
$3,534,684
0.8%^
33.3%
Carer capacity building and support
5.6%
$14,426,132
3.4%
66.7%
Workforce planning, (including data collection)
11.1%
$6,810,051
1.6%^
16.7%
Aged care industry development, capacity building, collaboration and
utilisation
13.0%
$21,041,778
4.9%
85.7%
An inclusive and culturally competent workforce
14.8%
$153,534,184
35.9%^
37.5%
Attraction, recruitment, retention and career pathways
22.2%
$157,320,716
36.8%
16.7%
Workforce training, education and upskilling
59.3%
$229,185,300
53.6%^
62.5%
Note: the individual percentages within each column will add up to slightly higher than 100% as programmes have been categorised under more than one thematic strategy. *The total reported figure
across the 54 activities is $427,485,940 (GST exclusive). The figures attributed to the thematic strategies add up to $657,913,053 in recognition that programmes have been attributed to more than
one thematic strategy (as many programmes could be classified across multiple themes and there is no consistent way to apportion the percentage of activity across themes). However, not all
financial data were available and therefore the sum total is incomplete. ^ The funding data for the activities included within this thematic strategy are incomplete and therefore are likely to be
underrepresented.
Level of evaluation activity varied between the thematic strategies. Programmes and initiatives captured within the leadership development and succession
planning, and aged care industry development, capacity building, collaboration and utilisation themes yielded a higher proportion of evaluation activity
(completed, planned or underway) in comparison to the other themes (100% and 85.7% respectively).
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Of the 54 activities included in the analysis the greatest proportion of Commonwealth funded aged care workforce activity appeared to be directed towards
the general aged care workforce, aged and/or community care providers and specific workers within the health and aged care industry such as care workers
(CWs), enrolled nurses (ENs), registered nurses (RNs), and assistants in nursing (AINs).
Key Finding 1: The greatest proportion of Commonwealth funded workforce activity has been directed towards workforce training, education and
upskilling (59.3% of all identified activities, programmes or initiatives).
Key Finding 2: The specific target groups funded are the general aged care workforce, aged and/or community care service providers and specific
workers within the aged care industry such as care workers, enrolled nurses, registered nurses, and assistants in nursing.
Evaluation of Commonwealth funded workforce activity
Of the 54 activities considered within the Matrix analysis, approximately 26 activities or initiatives were reported to have undergone, were currently
undergoing or were intended to undergo a formal evaluation. Of these 26 activities, evaluation material was able to be sourced for two of these programmes:
the Health Workforce Australia’s (HWA) National Evaluation of the HWA Aged Care Workforce Reform Programme;3 and the Community Services & Health
Industry Skills Council (CS&HISC) Evaluation of the Aged Care Workforce Innovation Network: Final Report (WIN). However it is important to note that the
reports for the Aged Care Workforce Innovation Network and the Aged Care Workforce Reform Programme encompassed a range of sub-activities or
programmes (included in the Matrix) which has provided significant detail regarding the elements of effectiveness for these programmes.
Adding to the information available through formal evaluations of Commonwealth funded aged care workforce activities, stakeholder feedback has also been
sought through the Stocktake regarding programmes or initiatives considered to have been effective (from both the aged and disability industry and those
not necessarily funded by the Commonwealth). This information is presented throughout Chapter 3 under the relevant themes. The WIN project was cited as
an example of an effective Commonwealth funded workforce planning and industry capacity building project. Overall the final evaluation of the WIN project 4
found that the programme delivered a significant volume of activity within a short operating period, exceeding the key performance indicators specified in the
contract. Participants suggested that the programme had provided a foundation for building industry capacity to respond to aged care reform.
Based on the information able to be accessed through the Stocktake and the large number of individual programmes and activities included, it is difficult to
definitively determine which of these programmes have achieved significant and lasting impact on aged care workforce activities. Many of the programmes or
3
4
HWA. (2014) National Evaluation of the HWA Aged Care Workforce Reform Programme. www.hwa.gov.au
Nous Group. (2014). Evaluation of the Aged Care Workforce Innovation Network: Final Report. Community Services & Health Industry Skills Council.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
activities captured within the Stocktake may have achieved their objectives, but without an opportunity to review these findings, (due to lack of availability or
timing of the project), support for such programmes is challenging.
Importantly, through the conduct of this project it was stated that although identifying programmes that have produced positive outcomes in the recent past
is valuable, it will be more useful if future Commonwealth funded programmes are relevant and respond to contemporary workforce or aged care industry
needs.
Whilst almost 50% of activities have or are undergoing some form of review or evaluation, these have tended to be predominantly programmatic reviews or
evaluations focusing on outcomes achieved as opposed to policy evaluation focusing on overall program effectiveness Feedback was also sought regarding
characteristics of programmes/activities considered to be effective and has been summarised in Appendix E for reader reference. This feedback did not
produce consistent or conclusive responses to programme value or effectiveness.
Key Finding 3: Programme effectiveness needs to be better designed, measured, demonstrated and shared through formal evaluation, which includes
industry input.
Gaps in recent workforce activity
A number of gaps in workforce activity have been identified through the Stocktake, informed by a review of the Matrix content and stakeholder input
(discussed further in Chapter 3). Responding to these gaps will require a shared commitment to workforce strategy, planning, training and education. An
effective and collaborative relationship between government, industry, representative peaks and other industry bodies will be a key enabler to optimising the
outcomes for the industry.
Insufficient attention toward or gaps in recent past and present Commonwealth funded aged care workforce activities appeared to include the following
elements:
1.
Workforce planning strategy including workforce capability framework: Practical support and resources to assist the aged care industry to assume
responsibility for workforce planning.
2.
Leadership development: Fostering industry wide leadership development and incorporating management and leadership capabilities into aged care
workforce training.
3.
Cohesive approach and collaboration between funders: A greater coordination of workforce activity between Commonwealth and State and Territory
governments. This would minimise replication but also better ensure that activity was informed by strategic planning.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Industry development and capacity building: Although identified as a critical need for the aged care industry operating in the context of significant aged
care reform, there is insufficient activity directed toward the development and/or sharing of capacity building resources.
Quality of training: Concerns were raised regarding the relevance, appropriateness or value of some training or scholarship programmes. In addition the
quality of RTOs was reported to be variable.
Rural and remote workforce activity: Including equitable access to training opportunities.
Carer and volunteer activity: Despite the significant contribution of carers and volunteers towards aged care, there is limited activity that is directed toward
upskilling and capacity building of these groups respectively.
Programmes designed to meet special needs clients: Activity specific to ensuring an inclusive and diverse workforce that is aware of, and sensitive to, aged
care clients with special needs.
Areas of duplication, overlaps and inefficiencies in current activity
Programme objectives identified through the Stocktake do appear to have some duplication at a thematic level (i.e. workforce upskilling or recruitment) but
the design varies quite significantly between these initiatives. In addition, the timing of programmes will not necessarily align so that initiatives with similar
overarching objectives may not have occurred or continue to occur concurrently.
Through consultations, inefficiencies described largely referred to programme or funding administration and processes. This included burdensome reporting
requirements and inflexible timing and eligibility criteria. In addition comment was made on the ineffective collection, management and utilisation of
workforce activity, training, education, recruitment and retention data. There were also comments in regard to whether some of the more costly programmes
were meeting their intended aims. Stakeholders suggested that better information sharing, including the outcomes of evaluations, could assist with the design
and implementation of programmes at an organisational level. Such information could also assist an organisation or service to determine whether a particular
programme warrants the requisite staff resources to apply for and participate in.
Inefficiencies and overlaps were often discussed in regards to the fragmentation between Commonwealth and state funded aged care workforce initiatives
(for example funding for workforce training).
Stocktake Findings
This chapter provides a discussion of selected information derived from Stages 1 and 2 of the Stocktake project. Specifically this information is sourced from:
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
1.
Commonwealth Aged Care Workforce Activity Matrix (Table 3.1): Analysis of Aged Care Workforce Activity Matrix, including consideration of
thematic strategies.
2.
Additional commentary: Including information derived from review of evaluations, reports, data and other relevant material collected through the course
of the project.
The key findings presented in this chapter are also informed by the stakeholder consultations, including feedback obtained through the RTO survey. A
summary of the stakeholder consultations is presented in Appendix C. The results of the RTO survey are also provided in Appendix D.
The Stocktake findings have been presented under eleven-high level themes. These themes are aligned with those presented in Chapter 2 for the Matrix
Analysis. However for the thematic discussion there is an additional theme introduced into this chapter (the synergies between aged care, disability and health
workforces). These themes are:
1.
Volunteer capacity building and support
2.
Regional, rural and remote service provision
3.
Leadership development and succession planning
4.
Workforce strategy and reform
5.
Carer capacity building and support
6.
Workforce planning, (including data collection)
7.
Aged care industry development, capacity building, collaboration and utilisation
8.
An inclusive and culturally competent workforce
9.
Attraction, recruitment, retention and career pathways
10. Workforce training, education and upskilling
11. Synergies between aged care and disability workforce activity
Where available, commentary derived from formal evaluations specific to these programmes has also been included. Key findings are highlighted specific to
some sections where appropriate.
This Stocktake covers programmes, activities and funding provided through various Australian Government sources. The programmes, activities and funding
involved are in addition to:
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Australian Government funding and financing for the industry, providers and services for the provision of aged care services: government subsidies covering
residential care, home care packages and capital financing (including bonds paid by care recipients). Australian Government aged care expenditure for
2013-14, including aged care support and assistance provided under and outside the Act, totalled $14.2 billion. Expenditure for aged care increased by
5.6 per cent in 2013-145.
Consumer contributions to the costs of their aged care
Australian Government financial support and benefits for consumers, carers and volunteers.
During the period covered by the Stocktake, programmes, activities and funding to support broader aged care reform may have included industry initiatives
designed to support the aged care workforce and industry respond to this reform. In addition, state and territory government programmes may have been
accessed for workforce-related purposes by aged care peak organisations, providers, services and consumer groups or cohorts of consumers. State and
territory health bodies and community services agencies also produce information, evidence-based materials and practical tools that can be used by the aged
care workforce.
Volunteer capacity building and support
Analysis of the information captured within the Matrix indicates that a very small proportion (approximately 1.9%) of Commonwealth Funded Aged Care
Workforce Activity was directed toward, or involved aspects specific to volunteer capacity building and support. Of the total reported funding across all
Stocktake activity, approximately 8.2% was attributed to this theme. An example programme specific to this theme identified within the Stocktake is the
Community Visitors Scheme (CVS).
Additional observations
The volunteer workforce contributes significantly to the delivery of some aged care services in residential and community settings. 6 Volunteers provide a
range of support and services to older Australians such as helping with food shopping, providing transport, companionship, entertainment and assistance with
social activities which complement the formal workforce and improve the quality of life for older people. 7 Volunteering activities may also reduce the need for
formal community aged care services and/or reduce premature residential care entry.
There have been government initiatives designed to increase the level of volunteering in residential aged care (particularly through the Australian Government
Community Visitors Scheme for aged care). In 2012, an aged care workforce census (the Census) was conducted by the National Institute of Labour Studies
(NILS), Flinders University for the former Department of Health and Ageing. The Census found that there were approximately 22,261 volunteers in residential
aged care who provided approximately 101,555 hours of volunteer service or an average of 4.8 hours each over a period of a fortnight. The authors
5
Department of Social Services (2014). 2013-14 Report on the Operation of the Aged Care Act 1997
Productivity Commission (2011). Caring for Older Australians: Overview, Report No. 53, Final Inquiry Report. Canberra: Australian Government.
7 Department of Social Services (2014). Aged care workforce. www.myagedcare.gov.au accessed July 3 2014.
6
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
extrapolated these hours to produce an estimated 2.5 million volunteer hours for an entire year. Within the community care setting approximately 57,000
volunteers delivered over 250,000 hours of service within the fortnight or an average of 4.6 hours each. When extrapolated to provide an annual figure,
community volunteers were suggested to provide approximately almost six million hours.
Regional, rural and remote service provision
Analysis of the information captured within the Matrix indicates that a small proportion (approximately 3.7%) of Commonwealth Funded Aged Care Workforce
Activities was directed toward, or involved aspects specific to regional, rural and remote service provision. Of the total reported funding across all Stocktake
activity, approximately 7.9% was attributed to this theme. Examples of programmes that are specific to this theme identified within the Stocktake include the
Aboriginal and Torres Strait Islander Rural and Remote Aged Care Training programme and Indigenous Remote Service Delivery Traineeships Programme.
Additional observations
In recognition of the stress, professional isolation and disengagement experienced by remote and mobile workers within their Victorian community care
organisation, Benetas Home Care undertook an amalgamation process and modified working processes. This included new job roles, opportunities for
leadership, and the creation of regional teams with a designated in-home service delivery manager to provide support, training and supervision. In addition
technological innovations were introduced including an eRoster system to enable them to view their rosters remotely, online access to emails, and client
information, and a text messaging system which enabled changes in appointments or cancellations to be communicated quickly to mobile staff. 8
Key Finding 4: Consideration should be given to developing specific strategies in respect of the workforce in regional and remote areas.
Leadership development and succession planning
Analysis of the information captured within the Matrix indicates that a very small proportion (approximately 3.7%) of Commonwealth Funded Aged Care
Workforce Activities was directed toward, or involved aspects specific to, leadership development and succession planning. Of the total reported funding
across all Stocktake activity, approximately 0.7% was attributed to this theme. Examples of programmes that are specific to this theme identified within the
Stocktake include the Aged Care Leadership Project and Nurse Pathways under the Aged Care Innovation Project /National Workforce Development Fund.
Additional observations
8
McAuliffe, J. (2015). A Sense of belonging. Australian Ageing Agenda: Community Care Review. January 2015.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
The most recent Community Services & Health Industry Skills Council (CS&HISC) industry survey found that almost all survey respondents felt that the
improvement of management and leadership capacity was a workforce priority and that their own organisation’s leadership and management capability
required development. 9
Key Finding 5: Fostering leadership capacity at an industry wide, organisational and individual level will underpin a strong and sustainable aged and
community care workforce.
Workforce strategy and reform
Review of the information captured within the Matrix indicates that approximately 5.6% of Commonwealth funded Aged Care Workforce Activities was
directed toward, or involved aspects specific to, workforce strategy and reform. Of the total reported funding across all Stocktake activity, approximately 0.8%
was attributed to this theme. Examples of programmes that are specific to this theme identified within the Stocktake include the Health Workforce Australia’s
(HWA) Aged Care Workforce Reform Programme and the Department of Industry’s National Workforce Development Fund and composite activities under this
fund.
Additional observations
A recent CS&HISC survey within the community services and health industry found that the majority of survey respondents (65%) indicated that they were
unclear about which agencies have responsibility for planning Australia’s community services and health workforce. Over half (59%) suggested that they were
not confident that a strategy was in place for the workforce in response to changes in service demand. 10
Key Finding 6: Consideration should be given to the development of a nationally coordinated workforce development strategy and capability
framework taking into account how aged care could better plan, collaborate and combine effort with health and disability services.
Carer capacity building and support
Analysis of the information captured within the Matrix indicates that approximately 5.6% of Commonwealth Funded Aged Care Workforce Activities was
directed toward, or involved aspects specific to carer capacity building and support. Of the total reported funding across all Stocktake activity, approximately
3.4% was attributed to this theme. An example of a programme specific to this theme identified within the Stocktake is the Dementia Education and Training
for Carers (DETC).
9
CS&HISC. (2015). ESCAN 2015 Survey: Key Findings (Unpublished). www.cshisc.com.au
CS&HISC. (2015). ESCAN 2015 Survey: Key Findings (Unpublished). www.cshisc.com.au
10
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Additional observations
“Informal” or unpaid carers (such as family, neighbours and friends) provide the majority of direct care to older Australians, including the coordination of
formal services. Governments provide support for carers to undertake this role through the provision of dedicated carer support services and programs
including information and referral services (such as the Carer Information and Support Program and Carers Australia), respite services, income support and
financial assistance. In addition, various organisations (such as Carers Australia and Alzheimer’s Australia) offer courses, workshops and seminars to assist
carers to manage their role and the stresses associated with this care.
Key Finding 7: There is an increased need to support carers in their caring role.
Workforce planning, including data collection
Analysis of the information captured within the Matrix indicates approximately 11.1% of Commonwealth Funded Aged Care Workforce Activities was directed
toward, or involved aspects specific to, workforce planning. Of the total reported funding across all Stocktake activity, approximately 1.6% was attributed to
this theme. Examples of programmes that are specific to this theme identified within the Stocktake include the Aged Care Workforce Census and Survey and
National Aged Care Data Clearinghouse.
Key Finding 8: At an industry level future workforce planning will need to develop strategies that address the industry’s needs across the entire
workforce.
Aged care industry development, capacity building, collaboration & utilisation
Analysis of the information captured within the Matrix indicates that approximately 13.0% of Commonwealth Funded Workforce Activities was directed
toward, or involved aspects specific to aged care industry development, capacity building collaboration and utilisation. Of the total reported funding across all
Stocktake activity, approximately 4.9% was attributed to this theme. Examples of programmes that are specific to this theme identified within the Stocktake
include the Aged Care WIN project, Building Australia's Future Workforce and Australian Government Skills Connect (under the National Workforce
Development Fund), and Dementia Care Essentials (under the Aged Care Workforce Fund).
Additional observations
A recent report into the not for profit (NFP) organisations found that 40 per cent of NFP aged care organisations’ boards have discussed a merger with
another organisation in the preceding 12 months. This is due to concerns regarding their organisation’s financial sustainability, or an approach from a smaller
aged care provider. The need to incorporate directors that could better respond to the commercial environment of a competitive market, financial imperatives
and the complex compliance requirements in the aged care industry were factors contributing to the push toward mergers and creating larger organisations
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
which would be better able to cope. Maintaining financial stability and compliance with government requirements are key priorities for NFP providers at
present. 11 12 (Consideration of an aged care workforce capability framework has been captured in Key Finding 6).
An inclusive and culturally competent workforce
Analysis of the information captured within the Matrix indicates that approximately 14.8% of Commonwealth Funded Aged Care Workforce Activities was
directed toward, or involved aspects specific to fostering diverse and inclusive workforce activity. Of the total reported funding across all Stocktake activity,
approximately 35.9% was attributed to this theme. Examples of programmes that are specific to this theme identified within the Stocktake include the Partners
in Culturally Appropriate Care (PICAC) Programme and Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Sensitivity Training.
Key Finding 9: When developing the aged care workforce consideration needs to be given to groups with special needs and areas of emerging
priorities
A TTRACTION , RECRUITMENT , RETENTION & CAREER PATHWAYS
Analysis of the information captured within the Matrix indicates that approximately 22.2% of Commonwealth Funded Aged Care Workforce Activities was
directed toward, or involved aspects specific to workforce attraction, recruitment, retention and career pathways. Of the total reported funding across all
Stocktake activity, approximately 36.8% was attributed to this theme. Examples of programmes that are specific to this theme identified within the Stocktake
include the Aged Care Workforce Fund including programmes such as the Aged Care Workforce Vocational Education and Training and the Aged Care
Education and Training Incentive.
Additional observations
Additional recruitment opportunities in the reviewed literature included efforts to attract the assistant workforce (currently considered to be underutilised),
volunteers, and overseas workers to match cultural and ethnic background of the care recipients. 13
An increasing focus of recruitment approaches is reportedly directed toward identifying people with desired attitudes and behaviours are the most important
elements of competency for the assistant roles.13 Service providers participating in the NDIS pilot programmes reported that they were increasingly recruiting
on motivation, values and demonstrable skills such as communication and decision making, rather than experience or qualification.14
O’Keeffe, D. (2015). More NFPs considering a merger: Report. Australian Ageing Agenda. January/February 2015.
Australian Institute of Company Directors. (2014). Discussion Paper: Critical Issues for NFP Directors- 2015 and beyond. Derived from the 2014 NFP Governance and
Performance Study. www.companydirectors.com.au
13 HWA. (2014). Assistants and support workers: Workforce flexibility to boost productivity- Full Report. Department of Health: Canberra
11
12
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
It is difficult to attract and retain skilled and qualified staff due to a range of factors as reported in the literature. Responses to workforce management focus
largely on recruitment, retention and productivity. Recruitment initiatives can target specific groups such as young people, previous aged care industry
workers, women re-entering the labour market, underemployed workers, foreign born workers through targeted migration, and men. Retention measures can
focus on quality training, career opportunities, supportive, safe and well resourced workplaces, flexible work patterns, improved job design (less job
fragmentation), job status and recognition.15 16
It has been noted that the Australian Government is not responsible for determining the wages and conditions of workers in the aged care industry: this is a
matter for providers as employers. Aged care employers are subject to a range of Commonwealth and state/territory legislation affecting workforce
governance and day-to-day operations, such as the Fair Work Act and the national occupational health and safety requirements. Enterprise bargaining
agreements cover approximately 75 per cent of residential aged care employees and 60 per cent of community aged care employees.
Key Finding 10: An aged care workforce may be attracted and recruited through quality work placements for vocational education and training,
undergraduate, and post-graduate students.
Key Finding 11: To support retention, increasing effort could be directed toward identifying people with desired attitudes, behaviours, motivation,
values and demonstrable skills such as communication and decision making.
Workforce training, education and upskilling
Analysis of the information captured within the Matrix indicates that a large proportion (approximately 59.3%) of Commonwealth Funded Aged Care
Workforce Activities was directed toward, or involved aspects specific to workforce training, education and upskilling. Of the total reported funding across all
Stocktake activity, approximately 53.6% was attributed to this theme. Examples of programmes that are specific to this theme identified within the Stocktake
include the Aged Care Workforce Vocational Education and Training (ACWVET), Dementia Care Essentials (DCE) and Aged Care Education and Training Incentive
Programme (ACETI).
Additional observations
Through the national 2012 Census (described in Section 3.1) participants were asked to identify aspects of training they considered were most needed in the
personal carer workforce. Across the occupation groups dementia and palliative care were considered the most important areas of training needed. In
NDS. (2014). Forming a National Disability Workforce Strategy. National Disability Services Discussion Paper. April 2014.www.nds.org.au
Community Services & Health Industry Skills Council (2014). Environmental Scan 2014. Agenda for Change.
16
National Aged Care Alliance (2012). Aged Care Reform Series: Workforce. Accessed 16 October 2014 http://www.naca.asn.au/Age_Well/Workforce.pdf
14
15 15
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
addition, wound management was commonly reported across most of the groups, while the need for management and leadership training was identified by
the registered nurse group as a priority. 17
A national strategic review of aged and community care training in Australia found that quality and quantity of aged and community care training varied
significantly. Workplace placement ranged from under 60 hours (for 15% of RTOs offering the Certificate III in Aged Care) to up to two-year traineeships by
other RTOs. 18 It was recommended that industry involvement in the development of training packages is important to ensure that qualifications reflect
contemporary industry requirements for existing roles, prepare workers for new and emerging roles, and support training pathways for career progression. 19
Key Finding 12: Greater targeting and evaluation of workforce training and education is needed to ensure responsiveness to identified workforce or
skill gaps in the industry.
Key Finding 13: There is variability in the quality of aged and community care training.
Key Finding 14: There is a need to support education and training of volunteers to foster workforce attraction and retention.
Synergies between aged care and disability workforce activity
The synergy between the aged care and disability workforce was not a specific workforce thematic strategy for the purpose of this Stocktake. However these
synergies were explored during consultations and through the online survey (please see Appendices B and C for this summary).
Within the literature it was reported that the majority of aged care system clients are people who have acquired an age related physical or cognitive
impairment. Due to limitations within the disability service systems, younger people with a disability receive their support through and within the aged care
system. The service delivery goals for both older adults and people with a disability may share similarities in that they both are ideally provided to maximise
independence, explore potential for rehabilitation, preserve the dignity of the person, ensure personal care needs are met, assist carers with their role, and
facilitate access to adequate aids and appliances. 20 However, the care needs of the two groups are not synonymous and may require a different skill set of the
staff providing this care.
King, D., Mavromaras, K., Wei, Z., et al. (2013). The Aged Care Workforce 2012. Canberra: Australian Government Department of Health and Ageing.
Australian Skills Quality Authority (2013). Training for aged and community care in Australia. ASQA: Melbourne.
19 Community Services & Health Industry Skills Council (2014). Environmental Scan 2014. Agenda for Change.
17
18
20
Productivity Commission (2011). Disability Care and Support. Productivity Commission Inquiry Report. No.54. Commonwealth of Australia: Canberra.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
At present, almost all vocational training is offered specific to aged, community or disability care. However a dual Certificate III in Aged Care Work &
Certificate III in Home & Community Care is offered by a small number of RTOs. In addition the CS&HISC has recently released the Certificate III in Individual
Support which encompasses the Certificate III in Aged Care, Certificate III in Home and Community Care, and Certificate III in Disability. This certificate will
continue to enable specialisation within a particular stream (ageing, disability or home and community). Community feedback and comment on the proposed
content of this certificate has been sought by the CS&HISC.21
Other reports have also suggested that the future health and care workforce will require more generalist skills and shared competencies across industries to
ensure that the total workforce is employed to their full capacity. In response to the 2014 CS&HISC industry survey, the majority (88%) of survey respondents
agreed, at least to some extent, that there was a need for recognition of common competencies across similar industries and that this remained a workforce
development priority. 22
Commonwealth funded workforce activity matrix
Summary information specific to Commonwealth funded activities that have had, or continue to have, a direct impact on the aged care workforce are
presented in the Tables 3.1 and 3.2. It is important to note that since the Stocktake focused on identifying Commonwealth funded activities only, Table 3.1
does not include funding amounts made by non Commonwealth agencies under co-contribution models. Some of the programmes included in Table 3.1
have individual sub-activities that are reported to be currently active. Therefore although other sub-activities may have been completed, they are grouped
together under their overarching programme or fund for ease of review.
Table 0.1: Commonwealth Aged Care Workforce Activity Matrix
Programmes operational during the Stocktake period (1 July 2011 to 30 June 2014)
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
Evaluation
Outputs/Outcomes
CS&HISC (2014). Direct Client Care & Support. http://www.cshisc.com.au/develop/industry-qualifications-training-packages/qualifications-underreview/direct-client-care-support/
22
CS&HISC. (2015). ESCAN 2015 Survey: Key Findings (Unpublished). www.cshisc.com.au
21
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
$7,578,867
Evaluation
Outputs/Outcomes
National Workforce
Development Fund Training projects
Under the NWDF, organisations were able to identify
their current and future business and workforce
development needs and apply for funding to support
the training of existing workers and new workers in
areas of shortages. Funding for all industries of the
economy. A total of $13.7 million in funding was
committed under projects in the aged care industry
with the government providing $7.6 million and
employers $5.8 million
DoI
August 201121 March
2014
Yes (not
published)
For 2011-12 to 2013-14 the learner targets and
number of projects supported in the aged care
industry was Target learners = 5,590 & Number of
projects= 51
National Workforce
Development Fund Innovative aged care
project
The NWDF introduced to assist businesses improve
workforce capacity and provide workers with an
opportunity to increase skills through formal training.
See specific activities below
DoI
Completed
Feb 2015
$10,299,395
Yes (but not
available)
-
NWDF Innovative aged
care sub-project: Aged
Care Workforce
Innovation Network
(WIN) (formerly Aged
Care Advisory Service)
The WIN is a part of the overall Aged Care Innovation
Project which aims to ensure a qualified aged care
workforce to meet the needs of older Australians. The
WIN project has established 10 regional programmes to
guide aged care providers through in- house reviews of
their preparedness for aged care reform and created
regional reference groups to look at projects to address
regional workforce development challenges. This
project is led by CS&HISC in collaboration with aged
care stakeholders to provide aged care service
providers with business and workforce planning
assistance, and funding support to make necessary
changes to implement the reform agenda faster.
Providing specialist advice will help workforce
innovation and planning to address the individual
organisational and regional needs.
DoI
Dec 2014
-
Yes
WIN has delivered 202 business reviews across 10
regions; established 10 collaborative regional
networks to lead activities around workforce issues
within respective regions; supported the
implementation of 13 regional projects through
provision of grant funding and strategic advice;
approved funding for 157 enterprise tailored grant
applications. 50% of participating Aged Care Service
Providers have experienced capacity to develop
sustainable business and workforce models. A
business workforce development network model is
developed for the Aged Care Industry that is cost
effective, flexible and easily replicable in other
regions at the enterprise and regional level.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
NDWF Innovative age
care sub-project: Aged
Care Leadership Project
The Aged Care Leadership Project was a joint project of
the CS&HISC, ACSA and LASA aimed to define
leadership capability requirements and map a flexible
development path to build leadership capability across
the industry
DoI
July 2012-Aug
2014
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
-
Evaluation
Outputs/Outcomes
Yes
Project outcomes included practical guidance and
recommendations for sourcing appropriate
leadership development, a nationally agreed aged
care leadership capability framework and a network
of industry champions. Consultation activities were
conducted to build networks through collaboration;
share leadership knowledge; and to foster wise
investments in leadership training and
development.
Evaluation survey found that the majority (87%) of
respondents indicated the project had improved
access to information and expertise relevant to
leadership development in aged care; 93% agreed
that ‘the Aged Care industry is changing; leaders
need the capabilities to implement and manage
change’; 81% agreed that ‘Aged Care organisations
are businesses and need leaders with business
management capabilities as well as leadership
capabilities. From 2011, approximately 16,918
students participated.
NDWF Innovative aged
care sub-project:
Securing Workforce
Sustainability for
Successful Reform
This project was led by United Voice to identify changes
to the roles of personal carers and community care
workers of the future. Understanding the implications
for changing job roles will assist aged care providers
respond to reform with respect to job roles and the
development of career pathways.
DoI
June 2012June 2014
-
No
Project outcomes are intended to inform strategies
to attract and retain sufficient numbers of skilled
workers into the future
NWDF Innovative aged
care sub-project: Nurse
Pathways
The Nurse Pathways project aimed to map the current
and propose new or changed pathways for career
progression within nursing commencing at Certificate III
qualification to Diploma of Nursing (EN) and then to
Bachelor of Nursing programmes. Measures to assist
the articulation process were developed and tested with
stakeholders including a Recognition of Prior Learning
(RPL) Tool, Guide for Curriculum Delivery and an
Articulation Pathway from Certificate III level courses to
the Diploma and then to the Bachelor of Nursing.
DoI
July 2012-June
2014
-
No
Range of outcomes reported.
http://www.cshisc.com.au/media/238859/Nursing_P
athways_Bulletin_Sept_2013.pdf
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
$3,534,684
Evaluation
Outputs/Outcomes
Disability Workforce
Innovation Network
(DWIN)
The DWIN project was established to support the
implementation of the NDIS. The focus of the work of
the DWIN was at the regional level. Regional planning
based on the collection of consistent workforce data at
the regional and enterprise level will facilitate
development of regional and enterprise solutions,
including collaborative models that better enable the
local supply chain to respond to steadily increasing
demand for disability support. Workforce planning skills
will build capacity at both enterprise and regional level
and will be tailored to enterprise requirements in the
context of the NDIS. The NDS is subcontracted by the
CS&HISC to undertake this work.
DoI/DoE
now
End date 29
April 2016
No
The overall project deliverables are: At least 1
localised (or regional) workforce action plan owned
by participating organisations in each of the
jurisdictions (8 in total) including various
strategies/solutions that relate to attraction,
selection, utilisation, retention and skill
development; At least 8 communities of practice (or
other professional networks) will be established
throughout Australia to work on common issues
and share good practices. At least 1 newly
developed good practice resource in relation to
attraction, selection, recruitment, retention and
training in each community of practice (8 in total);
8 regional workforce data reports based on data
collected by participating organisations in each of
the NDIS launch sites, plus 1 aggregate workforce
data report.
Teaching and Research
Aged Care Services
(TRACS) formerly known
as Teaching Nursing
Homes
TRACS are aged care services that combine teaching,
clinical care/training and service delivery in the one
location to operate as a learning environment to
support the current and future aged care workforce.
TRACS models help build staff capacity in meeting the
increasingly complex care needs of older people
through the development of leadership skills, exposure
to aged care research/evidence translation into care
practices and staff interaction with students on clinical
placements and academic staff. Funding agreements
for 16 TRACS projects were executed in June 2012. To
cease February 2015.
DSS
August 2011 Feb 2015
$7,806,000
May 2015
expected.
Interim
reports and
project
evaluations
available
http://www.ad
elaide.edu.au/
wiser/tracs/
Anecdotal feedback suggests that significant impact
arising from the initiative and interest by industry in
TRACS models in particular novel ways identified by
TRACS projects to develop workforce capacity in
providing complex care. Organisational change in
terms of incorporating ongoing professional
development as workforce strategy; increased
confidence exhibited by aged care services to
partner with education/training providers to design
curriculum and offer training; positive exposure of
the industry to students from a range of disciplines;
increased awareness of complex issues including
dementia; role development with the industry.
Dementia Education
and Training for Carers
(DETC)
The DETC aims to improve quality of life for people
living with dementia by increasing the competence and
confidence of carers. Through the DETC, carers are
provided with, or linked to, a wide range of skill
enhancement activities to assist them to care for the
person with dementia.
DSS
1 July 2008-30
June 2015
$3,089,005
Not a formal
evaluation but
an analysis of
all dementia
programmes
due end of
June 2015.
Since commencement the DETC has been delivered
through 36 of the 54 CRRCCs. 2012-2013 approx.
2,369 and 2013-14 approx. 4,130 family carers
accessed the programme.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
$11,238,656
Evaluation
Outputs/Outcomes
Aged Care Workforce
Vocational Education
and Training- Enrolled
Nursing (ACWVET-EN)
The DSS directly engages RTOs to deliver fully funded
ACWVET EN to workers in approved aged care services.
Between 2011-2014 the Diploma of Nursing (HLT51607)
and the Certificate IV in Nursing (HLT43407) are funded.
DSS
2011 - 30 June
2015
No
Total of 1,382 places since commencement.
Aged Care Workforce
Vocational Education
and Training (ACWVET)
The Department directly engages RTOs to deliver fully
funded ACWVET to workers in approved aged care
services. ACWVET provides a continuum of support for
training, education and professional development
activities through Certificate and Diploma Training, and
Nationally Accredited Skill Sets Training.
DSS
2011-30 June
2015
$66,284,663
No
Approximately 32,265 training places funded from
2010. In 2010-11, RTOs were allocated a number of
training places to deliver ACWVET training.
Dementia Care
Essentials (DCE)
DCE training aims to enhance the knowledge and skills
of aged care workers in caring for people with dementia
through the provision of evidence-based dementia care
training. The training covers vital aspects of good
dementia care including care planning, communication
and managing challenging behaviour. Training is
provided in one of the two units from the Cert 111 and
Cert IV in Aged Care: CHCAC319A Provide support to
people living with dementia and CHCAC416A- Facilitate
support responsive to the specific nature of dementia.
DSS
2006-30 June
2015
$19,503,545
No
From 2011, approximately 16,918 students have
participated. Available places for 2011-12 projected
5030 and actual 5030; 2012-13 projected 5989 and
actual 5989; 2013-14 projected 5989 and actual
5989.
Indigenous Remote
Service Delivery
Traineeships
Programme (IRSDT)
The IRSDT was developed to deliver a structured
training and mentoring programme in business and
management tailored to the individual needs of
Indigenous trainees in rural and remote locations. There
are two parts: employment of Aboriginal and Torres
Strait Islander trainees; and delivery of accredited
training packages in business and management to
these trainees.
DSS
2010- 30 June
2015
$16,840,846
Impact
evaluation is
underway
through
Charles Sturt
University- to
be completed
by February
2015
To date three funding rounds have been completed
under the IRSDT and 295 Aboriginal and Torres
Strait Islander people have received training in
business and management from Cert I to Advanced
Diploma. Round 4 is underway as at February 2015
with 50 trainee participants and it is expected to be
completed by June 2015.
Aboriginal and Torres
Strait Islander Rural and
remote aged care
training programme
The DSS funds RTOs to deliver culturally appropriate
and accredited on-site training to Aboriginal and Torres
Strait Islander aged care workers in rural and remote
Indigenous communities across NT, WA, SA & QLD.
Includes the NT Aboriginal and Torres Strait Islander
Aged Care Training Project (RRTP) and Aboriginal and
Torres Strait Islander Rural and Remote Aged Care
Training Project (RRTP). Funding reported here is
DSS
Commenced
in 2009- 30
June 2015
$17,020,338
No
Under the RRTP programme, 3 RTOs were
contracted to deliver training to approximately 74
rural and remote communities across QLD, WA and
SA until 31 December 2014. Under the NTTP, 4
RTOs are funded to deliver training to
approximately 65 communities in the NT to 30 June
2015. The programme has funded the delivery of
accredited training to over 3000 students and over
800 certificates or skill sets attained; No. training
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
Evaluation
combined for both programmes.
Outputs/Outcomes
visits per community.
Aged Care Education
and Training Incentive
(ACETI) Programme ^
ACETI provides a direct benefit to aged care workers
who undertake further studies to enhance their career
as a personal care worker, an enrolled nurse or a
registered nurse. Aged care workers undertaking
eligible certificate, enrolled nursing and undergraduate
courses may be eligible for incentive payments.
Students undertaking training through ACWVET are
also eligible to receive the payment. The Department of
Human Services manages the ACETI programme on
behalf of the DSS.
DSS
Nov 2010-30
June 2015
Improve Training in
Aged Care Project
The CS&HISC has been funded to undertake a project
to review qualifications in the CS&H training packages
to ensure competency standards and assessment
criteria reflect current practice for direct care in relation
to CDC, enablement, and person centred care(for all
direct care industries).
DSS
Due to finish
30 June 2015
Aged Care Nursing
Scholarships
The Aged Care Nursing Scholarships (ACNS) initiative
provides financial assistance to eligible individuals to
help meet the cost associated with studying
undergraduate nursing, postgraduate nursing and nurse
practitioner courses. The scholarship supports
registered nurses who work within the aged care
industry to undertake nurse practitioner studies at an
Australian tertiary institute.
DSS
Ongoing
Commonwealth HACC
Programme: Workforce
Training
The HACC Programme provides funding for activities to
support the development of the HACC service system
including workforce training. Training activities include
the development and delivery of training to increase the
capacity and competency of the aged care workforce.
DSS
Ongoing
$28,744,500
No
As at October 2014, 46,947 incentive payments
(from Dec 2010) have been made to individuals.
During 2011-12 there were 15,392 incentives
processed; during 2012-13 16,409 incentives
processed; and 2013-14 13,722 incentives
processed.
No
-
$36,422,137
No
A total of 2,128 scholarships have been awarded to
date.
$1,780,973
Reporting
provided by
Commonwealt
h HACC
service
providers is
used to review
the
programme
on an ongoing
basis.
-
$705,000
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Evaluation
Outputs/Outcomes
2012-2014
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
$291,000
Aged Care Complaints
Scheme (Industry
education)
The Scheme has undertaken a number of initiatives to
support industry with complaints handing including:
Staff DVD on complaints handling; Information Cards;
Better Practice Guide to Complaint Handling in Aged
Care; and Compulsory Reporting Information Card.
DSS
N/A
Staff DVD- 4,500; Four things Information Card6,500 and Better Practice Guide- 8,000. Publication
dates: Staff DVD on complaints handling –
November 2012; ‘Four things aged care staff should
know about aged care complaints’ Information Card
– November 2012; ‘Better Practice Guide to
Complaint Handling in Aged Care’ – July 2013;
‘Compulsory Reporting’ Information Card –
September 2013.
Community Visitors
Scheme (CVS)
The CVS is a national programme that provides
companionship to recipients of Australian Government
subsidised aged care services. This includes residential
aged care and from 2013-14 home care, for people who
are socially isolated or at risk of social isolation. CVS
auspices are funded to recruit volunteers to visit age
care recipients regularly. Funding is provided for one
paid employee at each auspice and the administration
costs involved with the programme.
DoHA;
DSS
Ongoing
$35,064,800
No
During 2011-12 there were 7,470 CVS places
funded. In 2012-13 there were 7,500 places funded.
Aboriginal and Torres
Strait Islander Aged
Care Employment
Programme
The Aboriginal and Torres Strait Islander Aged Care
Employment Programme is designed to support a
broader package of workforce development activities to
provide a comprehensive employment and training
scheme for Indigenous aged care workers.
DSS
July 2007-30
June 2015
$57,041,000
No
Currently funds 754 jobs for Indigenous people
across over 100 aged care services nationally; 81
urban and regional locations; 349 rural and remote
services in NT; 328 rural and remote nationally
(excluding NT).
Partners in Culturally
Appropriate Care
(PICAC) Programme
PICAC organisations support innovative and alternative
methods of service delivery to meet specific care needs
and aim to improve partnerships between aged care
providers and CALD communities. They also assist older
people from CALD communities to access aged care
information and services. Activities include cross
industry networking, liaison, delivery of training and
information sessions, and resource development and
dissemination. One PICAC organisation in each state
and territory is funded to equip aged care providers
with the necessary skills to deliver culturally appropriate
care to older people from CALD backgrounds
DSS
July 2011- 30
June 2015
$5,300,000
No
-
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
$1,270,000
Evaluation
Outputs/Outcomes
Lesbian, Gay, Bisexual,
Transgender and
Intersex (LGBTI)
Sensitivity Training
The DSS provides funding to the National LGBTI Health
Alliance (the Alliance) to deliver training to aged care
providers nationally to raise awareness across the
industry of the ageing issues of LGBTI people.
DSS
Feb 2013June 2016
Will be
completed in
2016.
As at 30 August 2014, a total of 16 sessions have
been delivered with 329 participants.
Dementia Training
Study Centres (DTSC)
The DTSCs aim to improve the quality of care and
support provided to people living with dementia and
their families through providing development
opportunities for existing and future dementia care
health professionals. This is achieved through a
dedicated range of courses, workshops, seminars,
scholarships, support, and curriculum development that
translates contemporary knowledge into practical,
effective approaches to helping people living with
dementia and their families. There are 5 DTSCs
nationally: NSW, Vic., Tas., SA & NT, WA & QLD and
each centre has been allocated a national priority area.
DSS
June 20062016
$10,836,919
Not a formal
evaluation but
an analysis of
all dementia
programmes
due end of
June 2015.
DTSC service providers are required to report
annually on progress toward KPIs outlined in their
funding agreements. The data that is reported
allows the Department to monitor the activity of the
service providers.
Dementia Behaviour
Management Advisory
Services (DBMAS)
DBMAS provide services to both aged care and acute
care settings. DBMAS functions include the provision of
assessment and short term case management, clinical
supervision, mentoring and modelling of behaviour
management techniques, education and tailored
information workshops. These activities aim to build
the capacity of carers and health professionals so they
gain increased knowledge and confidence in
understanding the needs of people with dementia
presenting with Behavioural and Psychological
Symptoms of Dementia (BPSD). DBMAS service
providers are required to provide progress reports to
the Department.
DSS
June 2013- 30
June 2016
$10,967,676
Not
independently
but evaluated
under broader
review
undertaken as
part of the
Dementia
Initiative. Not
publically
available.
The data that is reported allow the Department to
monitor the activity of the service provider and the
nature of the client base for DBMAS.
Quality Care Quality
Jobs
The project will develop innovative workplace tools and
models to inform the practical, evidence based
implementation of improved work practice. In turn this
will assist services to improve job quality and the quality
of services provided.
DSS
July 2013-mid
2016
$700,518
Not relevant
to overall
programme
but ongoing
review is
undertaken at
each
intervention
site and across
Development of benchmarks; trial and evaluation of
six interventions; development of tools and models;
and formed collaborations. Overall programme
deliverables include tools, resources, final reporting
and the conduct of forums.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
Evaluation
Outputs/Outcomes
each wave.
Encouraging Better
Practice in Aged Care
(EBPAC)
In 2011–12, the EBPAC initiative was incorporated into
the ACSIHAG. There are 3 key elements to evidencetranslation activities under the EBPAC initiative:
Evidence Translation Projects; National Rollout Projects;
and Resource Management. Round 3 of EBPAC
commenced in June 2012 and ceased in December
2014. See specific activities below. The core element of
EBPAC provides grants to the industry to implement
evidence-translation projects.
DSS
June 2012Dec 2014
See below for
individual
figures
An evaluation
is being
undertaken by
the Centre for
Health
evaluation
report will be
published in
May 2015
To date, there have been three EBPAC funding
rounds. The first two funding rounds involved 13
projects working within residential aged care
facilities across six states. EBPAC national rollout
projects build on the successes of the previous
EBPAC projects by rolling out the results more
widely across the aged care industry. 3 projects are
currently funded through the ACSIHAG Fund, in the
areas of palliative care, wound management and
person centred dementia care. Each project was
funded for 2 years and included a project-level
evaluation, at the core of which was a ‘before and
after’ design i.e. measuring a series of variables
before implementation commenced and then
measuring the same variables after implementation
of the evidence. The outcomes of the programme
for residents were difficult to measure. For many
people residing in aged care facilities maintaining
health status rather than improving health status
may well be a satisfactory outcome. The three
behaviour management projects produced the best
evidence that resident outcomes improved.
Encouraging Better
Practice in Aged Care
(EBPAC): Person
Centred Dementia
Support in Community
Develop and promote an evidence-based person
centred community dementia support framework and
organisational self-assessment tool for community aged
care and HACC providers. These tools will support these
organisations to improve the quality of services
delivered to packaged care and HACC recipients with
dementia
DSS
1 July 201329 Jan 2015
$466,190
Yes (yet to be
completed)
The Project resulted in the development and
promotion of an evidence-based resource to assist
in the delivery of Person-Centred Dementia Care by
aged care providers. The participants within the
project found the effort and experience worthwhile.
The resources have application beyond the planned
cope of those living with Dementia. Pilot providers
flagged the appropriateness of these resources for
fail older consumers without Dementia. Other
providers and industry stakeholders have identified
the relevance of these resources to residential aged
care as well.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
$1,147,845
Evaluation
Encouraging Better
Practice in Aged Care
(EBPAC): Building Better
Oral Health
Communities
Adapt and test the evidence translation of the Better
Oral Health in Residential Care Model from EBPRAC
Round One (and subsequent National roll-out to RACF
staff) into the community setting. In doing so it will
develop and implement a sustainable oral health
practice model for frail community living older people.
DSS
1 July 201329 Jan 2015
Encouraging Better
Practice in Aged Care
(EBPAC): Home Based
Preferred Music
Listening Programme
The project demonstrated that listening to music
promotes relax, enhances long-term and short-term
memory, improves mood state, and provides an
aesthetic experience. Seeing clients happier after
participating in the music programme left home care
workers feeling happier and more rewarded in the
services that they are providing. It gave them better
engagement with their clients by way of meaningful
conversation and helped them to understand their
clients better. Overall they felt their job satisfaction
level had increased.
DSS
Encouraging Better
Practice in Aged Care
(EBPAC): Clinical
Mentoring: evidence
based to outcomes
Findings support the conclusion that the clinical
mentoring workforce model has shown a positive
impact on practice, mentees and residents/clients in
participating sites.
Encouraging Better
Practice in Aged Care
(EBPAC): Better Practice
for older people with
wounds
Outputs/Outcomes
1 July 2013-29
Jan 2015
$253,800
Yes (yet to be
completed)
The process of music sharing built up a connection
between clients and their families, increasing social
interaction and relationship bonding. Clients
enjoyed sharing their favourite music with others.
DSS
1 July 201329 Jan 2015
$1,062,000
Yes (yet to be
completed)
Findings support the conclusion that the clinical
mentoring workforce model has shown a positive
impact on practice, mentees and residents/clients in
participating sites.
Facilitate the translation of clinical practice guidelines
via e learning education packages and promote the
sustainability of better wound management practice
utilising a clinical leadership model approach.
DSS
1 July 201321 Jan 2015
$647,920
Yes (yet to be
completed)
The project resulted in the development and pilot
testing of an e‐learning client education package
for care recipients. It promoted and supported the
uptake of the better wound management practice.
Encouraging Better
Practice in Aged Care
(EBPAC): Lifestyle
Engagement & Activity
Programme
Develop and implement the LEAP for Life project in
community care. LEAP for Life is an evidence-based
person-centred social engagement and physical activity
programme.
DSS
1 July 201329 Jan 2015
$713,246
Yes (yet to be
completed)
The project demonstrated that social and
recreational support can be part of usual practice in
home care without requiring additional financial
resources. It also showed that adding social and
recreational support improves client outcomes.
Specifically, it can increase client engagement and
improve client apathy, agitation and dysphoria.
Encouraging Better
Practice in Aged Care
(EBPAC): Person
Develop, implement and evaluate a training package for
community aged care case managers and the personal
care workforce to promote a holistic, person-centred
DSS
1 July 2013- 1
Dec 2014
$445,000
Yes (yet to be
completed)
The project resulted in the development of a CDC
model that was responsive to the needs of people
living in rural, remote, CALD, and indigenous
Yes (yet to be
completed)
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
Evaluation
Outputs/Outcomes
Centred Consumer
Directed Comm AC
consumer-directed care approach. The project will
translate the evidence in different contexts, including
for those with mild and moderate dementia, CALD and
Indigenous communities.
Encouraging Better
Practice in Aged Care
(EBPAC): Bridging the
Leadership Skill Gap
Aim: To bridge the gap in leadership competence within
the aged care industry by conducting a pilot study
focusing on leadership training.
DSS
1 July 2013-29
Jan 2015
$559,375
Yes (yet to be
completed)
The outcome of the project included a resource for
potential further dissemination engaging 120
participants as planned. It was noted that targeting
resources appropriately to occupational groups is
of great importance. This was evidenced by the
weakest gains were seen amongst support workers.
Future applications of this programme would need
to pay particular attention to engage with this
group.
Reducing Use of
Sedative Medications
'RedUSe'
To Reduce the Use of Sedative Medication in aged care
facilities through the Implementation of the ‘RedUSe’
activity into everyday practice.
DSS
20 June 2013
to 30 Oct 2016
$1,550,000
Yes (yet to be
completed)
-
Quality Use of
Medicines - glucose
lowering for diabetes
The prevalence of diabetes among older people is
increasing and managing glucose lowering medicines
(GLM) requires active clinical decisions to reduce risks
and optimise benefits. There is a need to show aged
care staff how to apply Quality Use of medicines (QUM)
principles to clinical decisions about administering and
monitoring glucose lowering medicines. We will
develop and evaluate resources and an education
programme to assist staff to apply The QUM framework
when administering and monitoring glucose lowering
medicines. The new resources will improve The health,
Quality of life and safety of older residents with
diabetes and reduce adverse events related to diabetes
medicines.
DSS
1 July 201330 Oct 2016
$320,000
Yes (yet to be
completed)
-
Halting Antipsychotic
Use in Long Term Care
There is strong evidence of adverse effects of
polypharmacy in older people and of the benefits of
deprescribing generally and antipsychotics particularly.
HALT is a collaboration between consumers, residential
aged care providers, staff, general practitioners,
pharmacists, the Dementia Behaviour Management
Advisory Service (DBMAS), Dementia Training Study
Centre (DTSC), and specialists to reduce inappropriate
DSS
20 June 201330 Oct 2016
$603,824
Yes (yet to be
completed)
Over the next six months recruitment of residents
to HALT will be complete, there will be continued
academic detailing of participating GPs, and
medication audits will be conducted at participating
RACFs.
communities. Additionally training packages that
suited the needs of people in this industry were
developed which assisted to implement the CDC
Professional development of staff model.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
Evaluation
Outputs/Outcomes
antipsychotic medication use in long-term resident
users and correspondingly to reduce complications,
rates of decline and mortality without consequently
increasing behavioural and psychological symptoms.
The project aims to demonstrate that HALT is a
nationally applicable and sustainable model. Over the
next six months recruitment of residents to HALT will be
complete, there will be continued academic detailing of
participating GPs, and medication audits will be
conducted at participating RACFs.
National Rollout of
Palliative Approach
Toolkit
The aim of the National Rollout of the Palliative
Approach Toolkit for Residential Aged Care facilities
project is to build the capacity of Australian RACFs to
deliver high quality end –of-life care for residents
through the rollout of the Palliative Approach Toolkit
(PA Toolkit).
DSS
1 July 201330 May 2015
$1,326,670
Yes (yet to be
completed)
National Rollout of the PA Toolkit is nearing
completion and the outcome will be all residential
aged care homes have access to the kit.
Sustainable Culture
Change in Residential
Aged Care
TOrCCh (Towards Organisational Culture Change) is a
structured process of culture change driven by staff
work teams who undertake quality improvement
activities specific to their workplace. The major output
of the study is an organisational change intervention
toolkit and training resource suitable for widespread
application across the industry.
DSS
1 July 201329 Sep 2014
$351,159
Yes (yet to be
completed)
The hard copy toolkit developed 15 tools.
Participants perceived benefits including staff
development, increased communication, teamwork
and leadership.
National Rollout
Improving Wound
Management in
Residential Aged Care
Facilities
Aim - is to promote skin integrity in older adults
through activities to disseminate and facilitate uptake of
the Champions for Skin Integrity (CSI) resources and
model of evidence based wound management. The
training will be delivered nationally to health
professionals and aged care workers in residential
caged are homes, in addition to residents, their families
and communities.
DSS
1 July 201329 March
2015
$903,835
Yes (yet to be
completed)
National Rollout of the CSI Toolkit is nearing
completion and the outcome will be all residential
aged care homes have access to the kit.
National Rollout of
Personalising Practice in
Dementia Toolkit
The aim is to build capacity across Australian residential
aged care to deliver person-centred high quality
dementia care through to the end of life. This national
dissemination of evidence-based education e-resources
and practice change tools will enable aged care facilities
to provide dementia care education to a critical mass of
staff and translate the best available evidence into
DSS
20 June 201330 Oct 2016
$844,858
Yes (yet to be
completed)
National Rollout of the Personalising Practice in
Dementia Toolkit (Dementia Dynamics) is
progressing.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
Evaluation
Outputs/Outcomes
effective approaches for staff to use in their everyday
practice, thereby enabling staff to better address unmet
needs and improve quality of life for residents with
dementia. Implementation of the resource kit is
facilitated by national workshops and follow-up webbased support. National Rollout of the Personalising
Practice in Dementia Toolkit (Dementia Dynamics) is
progressing.
Transitions Into Care:
Building Capacity and
Improving Experiences
for Residents and Carers
The aim of this project is to provide a consultancy
service for small providers of residential aged care in
NSW. This project will build on research AlzNSW
conducted with BCS and UnitingCare Ageing which
examined carers’ perceptions and experiences of
placing a relative in residential aged care.
DSS
1 July 201330 Oct 2016
$369,451
Yes (yet to be
completed)
The project is still progressing.
Best Care Outcomes for
People with Parkinson's
in RACFs
This project will improve the quality of life for people
with advanced Parkinson’s disease who are in
residential care, using best practice training, support
and consultation for staff. In the first year a national
training package in the care and medical management
of residents with Parkinson’s disease will be developed
and trialled. In years two and three the training will be
delivered to residential care facilities throughout
Australia by specialist nurse educators, who will also
provide ongoing consultation to residential care staff
around the care of individuals with Parkinson’s and
related conditions. An evaluation of the project will be
undertaken.
DSS
1 July 2013- 1
Dec 2016
$264,701
Yes (yet to be
completed)
The project is still progressing.
Decision Assist Project:
Including Decision
Assist Advance Care
Planning and Specialist
Palliative Care
Telephone Advisory
Service (DAACPSPCTAS)
This Specialist Palliative Care and Advance Care
Planning Advisory Services (Decision Assist Project)
project is part of a strategic approach to strengthening
the interface, and building better health connections,
between the health and aged care systems. The
DAACPSPCTAS is available to support aged care staff
throughout the advance care planning process and is
available to GPs and aged care staff working in
residential or aged community care services. In addition
to the phone advisory service the project encompasses
aged care workshops; GP education; and linkages
DoH
June 2013June 2016
-
NK
NK
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/in
itiative
Brief summary (including outcomes if provided)
Funder/s
Time period
for life of
programme
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
Evaluation
Outputs/Outcomes
projects.
Total Funding
$364,150,396 (funding information not available for all activities)
Table 0.2: Programmes ceased/completed during the Stocktake period (1 July 2011 to 30 June 2014)
Specific
activity/programme/initia
tive
Brief summary
Funder/s
Time
period
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
Evaluation
Outputs/Outcomes
Aged Care Workforce
Supplement
The Workforce Supplement was introduced for
eligible aged care providers to assist the industry
to recruit, retain and provide continued education
and training opportunities for staff. Committed 1.2
billion over four years. Applications for the
Supplement were suspended in September 2013
and transitional arrangements were put in place for
eligible providers to receive the supplement until
30 June 2014.
DoHA; DSS
July
2013Dec
2013
$3,800,000
No
Less than 1% of eligible organisations received the
Aged Care Workforce Supplement in 2013-2014.
National Partnership on
Indigenous Economic
Participation
Under the National Partnership on Indigenous
Economic Participation, funding was provided for
the employment and training of Aboriginal and
Torres Strait Islander people in aged and
community care services throughout Australia.
DoHA/DPMC
Ceased
30 June
2014
-
NK
At 18 September responsibility for this programme
was transferred to the DPMC. In 2011-12, 754 paid
positions for aged care Indigenous workers through
the programme were funded. This was reported to
have led to a significant increase in the Indigenous
workforce in the aged care industry; No. paid
positions for aged care Indigenous workers through
the National Partnership for Indigenous Economic
Participation
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/initia
tive
Brief summary
Funder/s
Time
period
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
Evaluation
Outputs/Outcomes
Aged Care Nursing
Graduate Placements
Initiative
The Aged Care Nursing Graduate Placements
Initiative provided funding over four years (20102014) to help build the capacity of the aged care
industry, by enabling the funded organisations to
establish new aged care nurse graduate
programmes and to offer up to 350 nurse graduate
placements. Nine aged care organisations received
funding under this initiative to employ a dedicated
placement coordinator/nurse educator; strengthen
their partnerships with educational providers; train
on-site supervisors and preceptors; and provide
tailored orientation and structured learning
opportunities to support graduate nurses.
DSS
Ceased
30 June
2014
$3,672,000
No
It was expected that by end of 2014, a total of 303
graduate nurses will have received placements, below
the initial target. To date, there is no further
information on the number of graduate nurses that
received placements.
Aged Care Workforce
Reform Programme
Established to address the challenges of providing
a skilled, flexible and innovative health workforce.
All projects have been funded to implement
evidence of workforce reform and determine what
supports will be required to sustain the change and
drive national uptake. The programme was built on
previous work undertaken by HWA: Caring for
Older People (CfOP) program (2012). The projects
fell under one of four streams: Safe medications &
Management; Residential Care; Early Intervention;
Complex Care Coordination.
HWA
2012July
2014
-
Yes
The programme ran for approximately 18 months
and the funding included approximately $800,000 for
evaluations to be conducted by external consultants:
Health Policy Analysis and Health Consult. Across the
programme, 26 projects were conducted across 23
organisations across 4 streams. Stream 1: 3 projects;
completed Stream 2:10 projects; Stream 3: 8 projects;
and Stream 4: 5 projects completed. Across the
projects a range of outcomes was reported including
successful acquisition of new competencies for staff;
decreased use of agency staff in residential care;
positive effect on worker satisfaction; achievement of
stated goals for majority of projects. A number of
achievements were reported specific to each of the
four streams also.
Assistant and Support
Workers: Workforce
flexibility to boost
productivity analysis report
The report explores how the expansion of assistant
and support roles can address workforce shortages,
escalating costs and systemic barriers and
impediments to workforce reform. This report
flowed on from the work undertaken through
CfOP.
HWA
2012July
2014
-
Not
applicable
-
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/initia
tive
Brief summary
Funder/s
2012 National Aged Care
Workforce Census and
Survey
The Aged Care Workforce Census and Survey
informs workforce planning on issues surrounding
the recruitment and retention, training and
education, career development and employment
conditions of the aged care workforce. The 2012
was the third census to be conducted.
DoHA/DSS
Australian Apprenticeship
Adviser Programme- Aged
Care
Australian Apprenticeship Advisers ProgrammeAged Care projects provided advice, written
information and seminar presentations to young
people and those interested in aged care as a
career through an Australian Apprenticeship.
Education
Training projects under the
Workplace English
Language and Literacy
(WELL) Programme
The WELL programme was designed to assist
organisations to train workers in English language,
literacy and numeracy (LLN) skills. Funding was
available on a competitive grants basis to
organisations for English language and literacy
training linked to job-related workplace training
and designed to help workers meet their current
and future employment and training needs. The
WELL programme delivered flexible, specialist
training in the identified skills areas that were job
relevant and contextualised to the operations of
the employer organisation. LLN specialist training
was aligned to at least one unit of competency
from a nationally accredited training package.
Geelong Employment
Facilitator -Project Retrenched Workers
Community Services Taster
Programme
A Community Services Taster Programme is to be
run in Geelong between 15 September 2014 and
30 January 2015 (a similar programme was run in
2013/14). In broad terms the structure is:
Information Provision & Recruitment; Delivery
Phase; Follow Up Phase; and Training Registrations.
$32,780 (inc. GST) allocated for 2014-15.
.
Time
period
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
Evaluation
Outputs/Outcomes
-
Not
applicable
-
12 June
2012 to
31 Dec
2013
$221,545
Yes
-
Cocontribution
model with
the Australian
Government
and Employers
contributing
to the projects
19922015
$55,617,000
Yes
From July 2011 to 30 June 2014 39,631 participants
have been assisted through the WELL programme.
41,440 individuals to be assisted between 2011/12
financial year and 2013/14 financial year.
Employment
15 Sep
201430 Jan
2015
$25,000
No
2013-14 20 retrenched men from Forstaff/QANTAS
participated in Taster tours; 12 Participated in Careers
Counselling relating to Community Services; 10
Enrolled/intend to enrol in accredited training in
Community Services. There is a requirement for
regular reporting including progress reports. A final
report must be provided by the Geelong Employment
Facilitator within 30 days of each project or activity
finishing. All project funding must also be acquitted
within 30 days of the conclusion of the funded
project.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Specific
activity/programme/initia
tive
Brief summary
Funder/s
Time
period
Total for 3
financial
years for the
period of the
Stocktake
(GST
exclusive)
Evaluation
Outputs/Outcomes
Graduate Nurse Programme
The Commonwealth aged care Graduate Nurse
Programme aimed to support EN and RN
graduates into aged care. The programme offers a
12 month rotation in an aged care organisation for
each graduate.
DoHA
Feb
2012Feb
2013
-
NK
-
Total Funding
$ $63,335,545 (funding information not available for all activities)
Department of Social Services: DSS; Department of Industry, Innovation, Science, Research and Tertiary Education: DIISRTE; Department of Employment: DoE; Department of
Infrastructure and Regional Development: DIRD; Department of Families, Housing, Community Services and Indigenous Affairs: DFHCSIA; Commonwealth Treasury: CT;
Community Services & Health Industry Skills Council: CS&HISC; Department of the Prime Minister and Cabinet: DPMC; Health Workforce Australia: HWA; Department of
Communications: DoC; Department of Health and Ageing: DoHA; Department of Veterans' Affairs: DVA; Department of Immigration and Border Protection: DIBP; n/a: Not
applicable; NK: Not known
A
Appendix A: Project methodology
The Stocktake comprised four major stages, concluding with the submission of the Final Report. Specific tasks of the project included:
Table A1: Overview of Stocktake methodology
Stage
Stocktake activities
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Stage 1
Project planning &
Stocktake
Framework
Stage 2
Research & Data
Collection
Stage 3
Synthesis & Analysis
Stage 4
Reporting
Desktop research and data collection specific to Commonwealth funded aged care
workforce activities over the last three years. This information has been sourced through
policy documents, programme guidelines, website content, and other relevant
documents, with specific reference to activities that contributed to the training,
development and education of the aged care workforce. These activities include those
which assist with the attraction, recruitment, ongoing development, retention and
succession planning in the aged care industry. Data on Commonwealth funded activity
have also been collected and provided to HOI by the Department.
Consultations with a wide range of stakeholders including Australian Government
agencies, peak bodies, workforce and skills training representatives and consumer
organisations to further identify aged care workforce activities funded over the last three
years to which the Commonwealth makes a financial contribution, and activities that
include a workforce component that contributes to the development, training and
support of a skilled and appropriately qualified aged care workforce. In addition, RTOs
delivering training and education in aged and community care were invited to participate
in an online survey.
Qualitative and quantitative data analysis to identify any areas of duplication and any
gaps across activities, inefficiencies in the current approach/es and synergies between the
aged care and disability workforces.
Preparation of a Commonwealth funded aged care workforce activity matrix and report
that collates, discusses and presents the Stocktake findings.
Relevant governance bodies in relation to the Stocktake and the aged care reform:
Aged Care Workforce Advisory Group. An Aged Care Workforce Advisory Group has been established under the Aged Care Sector Committee to provide
advice on the Stocktake of Commonwealth Funded Aged Care Workforce Activities Project.
Interdepartmental Working Group. The Aged Care Reform Interdepartmental Working Group (IDWG) was engaged to assist in the compilation of
information regarding Commonwealth funded aged care workforce initiatives
Stakeholder consultations
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Stakeholder consultations were undertaken during Stage 2 of the Stocktake with the focus of discussion tailored to each group. The overarching aim of these
consultations was to:
identify aged care workforce activities funded over the last three years toward which the Commonwealth makes a financial contribution and activities that
include a substantial workforce component that contributes to the development, training and support of a skilled and appropriately qualified aged care
workforce
validate information collected during Stage 1 of the Stocktake
discuss perceived gaps or overlaps both within the programme/s funded (or supported) as well as across the broader aged care workforce training and
development system industry
explore synergies between the aged care and disability workforce in relation to the programmes funded or funding and broader industry development
identify effective programmes, initiatives or activity both within and beyond that collected through the Stocktake
collect additional material relevant to the current project.
For the project 28 individual and group consultations were undertaken with a range of stakeholders including Australian Government agencies, peak bodies,
workforce and skills training representatives, aged and community care services providers, and consumer organisations.
The list of participating stakeholders is provided in Appendix B and a summary of the feedback obtained in presented in Appendix C.
Registered Training Organisation Online survey
A brief electronic survey was designed for Registered Training Organisations regarding high level information on the types of programmes they deliver,
funding sources and any skill gaps or synergies they perceive. A convenience sample of approximately 50% of RTOs providing aged care training (250
organisations) were invited to participate in the online survey. 23 These were identified through contact information provided by the Department and through
approved providers which offered aged and/or home and community care training identified through the Department of Industry’s My Skills training directory.
Although efforts were made to ensure a mix of jurisdictions and public and private RTOs were invited to participate, the final sample was not identified
through application of a formal randomisation process.
The online survey was open for three weeks (Monday 19th January- Friday 6th February 2015). During this time 116 RTO representatives completed the survey
(response rate of 46%). A summary of survey responses is provided in Appendix D.
The estimated 50% sample was based on figures obtained from the Australian Skills Quality Authority (2013). Training for aged and community care in
Australia. ASQA: Melbourne.
23
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Matrix summary
To assist with analysis, activities were categorised into high-level thematic strategies for the Matrix (discussed in Chapter 2). Definitions of these thematic
strategies are provided below for reference:
12. Workforce strategy and reform: activities that aimed to support workforce improvement or reform at a strategic level such as the National Workforce
Development Funding or the Aged Care Workforce Reform Programme.
13. Attraction, recruitment, retention and career pathways: Activities that aimed to address or improve challenges in the attraction, recruitment, retention
and or career pathways for the current and potential aged care workforce (such as the Aged Care Workforce Vocational Education and Training
programme or the former Aged Care Workforce Compact and Supplement.
14. Aged care industry development, capacity building, collaboration and utilisation: Activities that were designed to meet an identified need for
industry development, capacity building and collaboration. Examples include the National Workforce Development Fund- Innovative Aged Care Project
and the Encouraging Better Practice in Aged Care.
15. Workforce planning, (including data collection): Activities or data sources that are designed to assist with or foster aged care workforce planning such
as the National Aged Care Workforce Census and Survey and the National Aged Care Data Clearinghouse.
Leadership development and succession planning: Activities that aim to develop leadership at an individual, organisational or industry level. These include
the Encouraging Better Practice in Aged Care (EBPAC): Bridging the Leadership Skill Gap.
Regional, rural and remote service provision: Activities that are specific to regional, rural and remote service provision and workforce challenges such as the
Aboriginal and Torres Strait Islander Rural and remote aged care training programme.
Workforce training, education and upskilling: All programmes that aim to train, educate or upskill potential or current aged care workforce including
Teaching and Research Aged Care Services (TRACS) formerly known as Teaching Nursing Homes, Improve Training in Aged Care Project, and the National
Rollout of Palliative Approach Toolkit.
Carer capacity building and support: Activities specific to carer capacity building and support such as the Dementia Education and Training for Carers
(DETC).
Volunteer capacity building and support: Programmes that involve or are specific to volunteers.
An inclusive and culturally competent workforce: Initiatives that are designed to meet the needs of older clients categorised as special needs or the
workforce that serves them. These include Aboriginal and Torres Strait Islander Rural and Remote Aged Care Training Programme, Partners in Culturally
Appropriate Care (PICAC) Programme, and Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Sensitivity Training.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
A
Appendix B: Stakeholder consultation list
The following table presents stakeholders consulted during the Stocktake project. Names are presented in no particular order.
Table B.1: Stakeholders consulted
Stakeholder
Organisation, Department, Peak Body or Statutory
Authority
Dr Valerie O’Keeffe
Centre for Work + Life
Research Fellow
University of South Australia
Jacquie Smith
Centre for Work + Life
Senior Project Leader
University of South Australia
Caroline Alcorso
National Disability Services
National Manager, Workforce Development
Barbara Carlin
Country Home Services Barossa
HR Manager
Lisa Hoggard
Australian Aged Care Quality Agency
General Manager Education
Ann Wunsch
Australian Aged Care Quality Agency
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Stakeholder
Organisation, Department, Peak Body or Statutory
Authority
General Manager Operations
Judy Gregurke
National Aged Care Alliance
NACA Secretariat Aged Care Reform
Corey Irlam
National Aged Care Alliance
Principal Policy Officer
Roslyn Hunter
Yallambee Traralgon Village for the Aged Inc.
Chief Executive Officer/Director of Care
Gabriele Taylor
Feros Care
Director of Community Services
Jennene Buckley
Feros Care
Chief Executive Officer
Ellen Skladzien
Alzheimer’s Australia
General Manage, Policy and Programmes
Katie Brown
KTBrown
Principal Consultant
Dr Jen Hamer
Community Services & Health Industry Skills Council
Workforce Development Manager
Rod Cooke
Chief Executive Officer
Community Services & Health Industry Skills Council
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Stakeholder
Organisation, Department, Peak Body or Statutory
Authority
Mark Diamond
Australian Regional and Remote Country Services
Director
Robyn Simpson
Australian Regional and Remote Country Services
Manager of Operations: North
Pauline Wardle
Australian Regional and Remote Country Services
Manager of Operations: South
Debbie Blow
TAFE Queensland Gold Coast
Director of Community Services, Health and Nursing
Gary Barnier
Opal Aged Care
Managing Director
Yolande Nealon
Opal Aged Care
General Manager Human Resources
Debra Thoms
Australian College of Nursing
Chief Executive Officer
Robyn Tullo
Australian College of Nursing
Melissa Coad
United Voice
National Office Development and Industry Coordinator
Lee Veitch
Manager- Workforce and Innovation
Aged and Community Services Tasmania
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Stakeholder
Organisation, Department, Peak Body or Statutory
Authority
Alice Jones
Integrated Living
Executive Manager P & C
Allan Hird
Australian Skills Quality Authority
Manager Strategic Industry Reviews
Lyn Eckersly
State Training Services Illawarra & South East NSW
Training Services Manager
Group Meeting
Aged Care Financial Authority
Wendy Morey
Resthaven
Executive Manager,
Development
Governance
and.
Workforce
Roger Levi
Resthaven
Manager Workforce Development
Dr Ronelle Hutchinson
Speech Pathology Australia
Manager, Policy and Advocacy
Megan Corlis
Helping Hand
Director Research and Development
Jane Williams
Villa Maria Catholic Homes
General Manager, People & Organisational Excellence
Judith McKay
Human Services Training Advisory Council in NT
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Stakeholder
Organisation, Department, Peak Body or Statutory
Authority
Executive Officer
Diana FitzGerald
Leading Aged Services, Victoria
National Manager, Training Strategy and Development
Kathleen Fisher
Fronditha Care
Human Resources Manager
Tina Ison
General Manager Education, Events and Operations
Leading Aged Services, Queensland
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
A
Appendix C: Stakeholder feedback summary
A summary of the feedback obtained through stakeholder consultations and online RTO survey is presented in this Appendix in line with the themes discussed
in Chapter 3. This stakeholder feedback played a pivotal role in the development of Stocktake key findings. Examples of programmes or activities described as
effective or having a positive outcome from the perspective of stakeholders participating in the consultations are also provided within their relevant themes
where applicable.
Carer and volunteer capacity building and support
Discussion regarding volunteers and carers within consultations was limited. However it was suggested that both groups could act as an important source of
aged care workforce if recruited, trained and supported appropriately. For example, a volunteer working with the lifestyle coordinator in a residential aged
care facility could be offered the opportunity to undertake a traineeship, other qualification, or paid work as an assistant care worker in this setting.
Regional, rural and remote service provision
It is generally acknowledged that consumers of aged care services in regional, rural and remote communities are not able to access the breadth and choice of
services available to those residing in metropolitan settings. In addition, the challenges for the workforce employed in regional, rural and remote communities
includes significant travel; professional isolation; lack of supervision and/or debrief support; and limited access to training delivered outside of local initiatives
or through e-learning platforms. Although the lack of supervision and mentoring support is a factor identified in particular for all employees undertaking work
within the community rather than residential setting, this can be particularly salient for a regional workforce which spends the majority of its working hours
travelling between client visits and away from other colleagues and an organisational base.
The
workforce
in
regional
and
remote
areas
is
often
required
to
traverse
service
settings
(i.e. residential and community) and client groups (e.g. older persons and people with a disability). Service providers in these areas are also more likely to
employ a single manager to oversee and coordinate service delivery and staff management to meet the needs of both disability and aged care clients within a
community.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Through consultations, the lack of culturally appropriate aged and community care training specifically designed for Aboriginal and Torres Strait Islander
people who wished to enter or remain working within the industry was reported to be a significant impediment to the attraction, recruitment and retention of
this workforce group.
Leadership development and succession planning
A consistent and strong theme that emerged through consultations was the need to focus effort and resources on the development and recruitment of
industry-wide, organisational and individual leadership capabilities. This is suggested to be particularly critical in the context of aged care reform and the
changing environment in which aged care is provided. Strong leadership whether developed within or brought into an organisation will in turn assist with
appropriate recruitment and retention.
Organisations are becoming more proactive about the identification of leadership potential within their own organisation and the concept of “growing your
own”. Some larger organisations, such as Opal, have in place formal leadership programmes through which appropriate employees are identified and
supported to develop the relevant management and leadership skills.
There was considerable discussion regarding the importance of cultivating management capabilities within an organisation or service. Health professionals will
often be expected to assume significant supervision and leadership responsibilities for which they may not be adequately trained, supported or equipped to
deliver.
Initiatives that focus on industry-wide, organisational and individual leadership development and increasing organisational capacity are necessary. Fostering
leadership capacity at an industry wide, organisational and individual level will underpin a strong and sustainable aged and community care workforce.
Ongoing support or mentoring at an organisational and individual level is a critical component.
The Aged Care Leadership Development Project (a joint project of the Community Services & Health Industry Skills Council (CS&HISC), Aged and Community
Services Australia (ACSA) and Leading Aged Services Australia (LASA)is suggested to be an example of an effective and responsive leadership programme.
Through this project, the Aged Care Leadership Capability Framework was developed to define the behavioural attributes necessary for effective leadership of,
and within, aged care organisations.24
Workforce strategy and reform
To ensure a sustainable aged care industry the need for a national workforce development strategy was reported by many stakeholders. However, it was
widely acknowledged that the development of an aged care specific strategy will need to carefully consider the impact and interdependencies with the
ACSA, LASA & CS&HISC. (2014). Australian Aged Care Leadership Capability Framework. http://acclm.edu.au/wp-content/uploads/2014/04/Aged-Care-Leadership-CapabilityFramework.pdf
24
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
workforce strategies of related industries (for example, heath and/or disability strategies). A coordinated approach should be considered. It was suggested
that industry peak bodies act as identifiable leaders to foster industry wide collaboration, and develop and champion workforce reform. Peak bodies also
continue to act as advocates for the industry and provide information, organisational support and mentoring. Specific organisational support included
workforce and business capability sessions, industry forums and conferences, to share ideas and build networks that facilitate ongoing collaborative initiatives.
Some stakeholders reported that despite the significant changes within the aged care environment, some organisations are still operating as they have in the
past. A workforce strategy will need to anticipate and prepare for the ongoing evolution of aged and community models of care and the subsequent
workforce complement required to deliver this care.
Workforce planning, including data collection
Some organisations consulted with undertook regular assessment and monitoring of their workforce, including strategic workforce planning. Those with
sufficient staff and resources to do so were able to take a more proactive approach in response to new policy or reform and plan for the appropriate
employee complement required. Other organisations, often smaller, were less equipped to undertake formal workforce planning and as a result tended to be
more reactive in their approach to employment management.
Stakeholders considered that workforce planning needs to be undertaken. In line with the focus on enablement, restorative care and quality of life for older
persons residing within the community and residential aged care, the involvement of allied health professionals is important. At present, allied health
professionals such as speech pathologists or physiotherapists, are often called to attend a client in response to a critical incident or heightened clinical risk.
This does not take advantage of the contribution that the allied health workforce can play in ensuring quality of life, optimising physical function, maintenance
of independence, and preventative care for older people. In addition, consideration needs to be given to the requirements for the broader non-care
workforce, such as those from the financial, business, information technology, human resources and marketing industries.
Due to the lack of a national aged care workforce planning tool or resources, some organisations reported they that had based their planning strategies on
state or territory workforce planning tools, which may not necessarily be specific to aged care. Support from peak bodies was also described as invaluable
when sought.
Data to support aged care workforce planning can be sourced from the National Aged Care Data Clearinghouse and the Aged Care Workforce Census and
Survey.
Aged care industry development, capacity building, collaboration & utilisation
Many service providers in the aged and community care industry currently lack the organisational capabilities necessary to effectively respond to, and thrive
within, industry reform. Support to develop governance and expand the capacity and skills of organisation boards to remain sustainable through the aged
care reforms was raised as an important short term focus of effort. The attraction of commercially experienced and highly skilled directors into aged care was
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
also suggested as a desirable method of improving organisational governance. In addition, in response to increasing funding and budget management
complexity, financial and administrative acumen will be critical to ensure organisational sustainability and market success.
Organisations, particularly those which may have a smaller body of staff or less experience in workforce planning and organisational development, require
mentoring and practical support to undertake this activity. Not all organisations are sufficiently skilled or resourced to determine and respond to workforce
and organisational development need. This support can be in the form of easily accessible and transferable toolkits and other resources, but are best delivered
with ongoing mentoring support, at least in the early stages. It was suggested through consultations that the peak bodies could continue to play a major role
in this capacity building.
The Aged Care WIN project was cited as an effective workforce planning and industry capacity building project. It was noted that the structure of this
programme had also resulted in the establishment, in some locations, of a network and greater collaboration between participating organisations and regions.
Overall the final evaluation of the Aged Care WIN project found that the programme delivered a significant volume of activity within a short operating period,
exceeding the key performance indicators specified in the contract. Stakeholder satisfaction with the effectiveness of implementation was generally high
(recognising some constraints that affected delivery processes). Participants suggested that the programme had provided a foundation for building industry
capacity to respond to aged care reform. 25
Resources such as the Industry Development Fund website in New South Wales were suggested to be a useful resource for non-government organisations to
assist with the transition into a market based disability system. In addition, the National Disability Services (NDS) has developed a Workforce Capability
Framework (the Framework), which maps out the skills, knowledge and capabilities required of all major job roles across the disability industry. The Framework
has been designed to assist organisations to design and redesign jobs to meet future requirements, to align employee performance and to identify workforce
development needs, priorities and areas for investment. The Australian Qualifications Framework, the national policy for regulated qualifications in the
Australian education and training system will assist with the development of the workforce capability framework content.
At an industry-wide and organisational level the effective implementation, management and application of technology in the aged care industry will be
essential to ensure services have the capacity to operate efficiently and remain viable in a competitive environment. Technological systems will be required to
not only manage client payments but to also address care coordination, case management and rostering (particularly for community care providers).
Although desirable, it is challenging to encourage industry partnerships and collaboration in a competitive environment. However, to address regional needs,
meet workforce challenges and to foster improved collaboration a programme facilitated by Aged and Community Services Tasmania has successfully
introduced regular round tables between industry, RTOs, Job Seeker services, state training authorities and government stakeholders with the State. It is
reported to date that the round tables have been very well attended by all stakeholder groups, have enabled greater collaboration and ownership of
workforce and other challenges, and have resulted in the conduct of joint projects between service providers and other parties.
25
Nous Group. (2014). Evaluation of the Aged Care Workforce Innovation Network: Final Report. Community Services & Health Industry Skills Council.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Workforce capacity building
Although comment was not unanimous, many stakeholders considered the potential for increasing the workforce capacity and expansion of roles in the aged
and community care setting. This includes registered nurses being able to work within their entire scope of practice or direct care workers being trained to
monitor medication management and early risk identification within the home. Within the community care environment particularly, increased autonomy and
decision making is necessary.
Although some work has been undertaken at an organisation, committee or regional level to identify specific skills, experience, qualities and abilities desired
in the aged care workforce, there is further work to be done. Once the necessary and desired capabilities and attributes of all workers in the aged and
community care setting have been better defined, then a capability framework which includes expansion of roles can be developed accordingly. A capability
framework will enable organisations to ensure that their employees are operating to their full skills capacity and to better plan their workforce needs.
Examples of underutilised workers provided included Allied Health Assistants (AHA) and Assistants in Nursing (AINs). In addition the role of nurse practitioner
is yet to be fully understood or maximised within the aged care setting.
An inclusive and culturally competent workforce
Discussion regarding the development of a diverse and inclusive workforce tended to focus most specifically on attracting a workforce that was appropriate to
provide care to Aboriginal and Torres Strait Islander and LGBTI clients. Access to culturally appropriate and relevant Aboriginal and Torres Strait Islander
workforce training, particularly in regional, remote and rural areas, was reported to be a significant impediment to attracting this group into aged and
community care.
However, it was also reported that the aged and community care workforce will continue to need to attract a broad range of people to meet the social and
cultural diversity with the aged care client population. Fronditha Care, an organisation that provides residential aged and community care services to
predominantly older people from a Greek speaking background, has recently entered into a formal agreement developed with the Department of Industry
and Border Protection. This three year agreement has been designed to meet the unique needs of their aged care service clients and the challenges
experienced in recruiting care workers from a Greek speaking background. The labour agreement provides a flexible, tailored skilled migration arrangement
for businesses and industries with specific needs that sit outside the mainstream skilled migration programme. This agreement is specific to the recruitment of
bilingual personal care assistants and employment arrangements must meet strict criteria in terms of remuneration and hours of employment. Qualitative
feedback indicates that the programme has had a positive effect on residents and their families. Specifically for older aged care residents, who through the
onset and progression of dementia will often revert to their first language, employment of fluent Greek speaking care workers has ensured consistent
communication and culturally appropriate care and support.
To minimise professional isolation it was also considered important that the workers from culturally and linguistically diverse backgrounds ‘match’, and are
supported within, their working environment.
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
Attraction, recruitment, retention & career pathways
Some larger organisations indicated they had well developed, systematic and targeted recruitment approaches and systems. They also had the capacity to
constantly monitor and respond to staff turnover over time. Suggested sources of future employees tended to be other industries (such as mining,
construction or retail), or undergraduate students and young adults. The Young@Heart (one programme under the Aged Care Workforce Innovation Network
Programme) and Ability programmes that operate in the aged care and disability industry respectively were both suggested as an effective recruitment
process that target senior high school students.
Supported by the NDS and the NSW Government, an employment and careers advice resource (carecareers.com.au) has been introduced to attract care
workers into the disability industry which was suggested to have potential application across the industries. To a small degree, people with a disability have
been involved in the recruitment and screening of potential staff in the disability industry and this was suggested to be an appropriate strategy for aged care
recruitment.
Service providers reported that the focus of their recruitment assessment processes has become increasingly on organisational fit of potential employees and
whether a person was likely to operate in line with the organisation’s values and culture of care rather than whether they possess a particular qualification and
skill set. To identity the ‘right person for the right job’ effort is being applied to seek employees that possess skills such as communication, teamwork,
decision making, ability to work independently (where required) and empathy.
A small number of stakeholders reported to have invested considerable time and resources toward the establishment and provision of high quality clinical
placements for undergraduate students from a range of health disciplines. A positive exposure to aged care through a quality, structured and supported
clinical or workforce placement can have a significant impact on a student’s perception of aged care more broadly and the willingness to consider
employment within the industry as an attractive and viable career opportunity. A collaborative working relationship with universities and VET providers is
fundamental to the effectiveness of this arrangement. Quality clinical placement within an aged care service benefits both the aged care industry and the
education providers as they will often struggle to ensure sufficient clinical placement opportunities each year in more traditional settings. One organisation
consulted with also reported that they not only focused on health and care undergraduate students and trainees, but have approached universities to offer
project opportunities for undergraduate students within information technology, marketing, public relations, theology and accountancy in an effort to attract
them to the industry.
Following on from clinical placement was the development of aged care specific transition to professional practice frameworks and programmes that provided
graduate nurses with a more structured entry into the industry. Traditionally, transition to practice processes for many organisations have been poorly
implemented or based on that which occurs in the acute setting. However, it is increasingly recognised that the aged care industry is unique with a range of
opportunities that can be offered to graduates and implementation of structured and formal transition leads to higher levels of retention into the industry.
Examples of high quality graduate placement programmes were the former Commonwealth Funded Aged Care Nursing Graduate Placement initiatives and
the Aged and Community Services Tasmania’s Graduate Nurse Transition to Practice Programme (now in its fourth year with a high retention rate reported).
Department of Social Services
Stocktake and Analysis of Commonwealth Funded Aged Care Workforce Activities
The need to attract and recruit people who are sensitive to and able to work well with people from lesbian, gay, bisexual, transgender and intersex (LGBTI)
backgrounds was also noted. Targeted recruitment of overseas semi-skilled and unskilled workers was explored through one consultation (Fronditha Care)
(described earlier in this section).
Retention
Some organisations have invested significant resources and effort in staff retention, such as identifying leadership and management ability within the staff
contingent; offering staff opportunities to consider upskilling or alternative roles within their organisation (sideways movement) and providing viable career
progression opportunities that may not necessarily lead to a management role.
The current Quality Jobs and Quality Care Project (managed by the Centre for Work & Life University of South Australia and Flinders University) is underway to
explore the connection between quality of work and quality of care in aged care. The project is trialling workplace practice interventions within three different
organisations with the aim of improving job and service quality in aged care. The project is intended to identify and address workforce challenges within aged
care service organisations to better retain existing workers within the industry and provide an attractive career opportunity for new workers.
Through consultations it was raised that there are very few opportunities for direct care workers to meet or network with each other beyond each organisation
and there exists the potential for the development of a forum through which care workers can communicate, debrief and share information. This may be
through an online platform, regional information sessions or forums, or an annual conference that is specifically aimed at the direct care workforce.
The significant issues facing workers who function independently within the community setting were also raised through discussions. Professional isolation
can be a consequence of work conducted away from a single setting and is particularly salient for those care workers within rural and remote environments.
Due to the nature of this work it was reported that there is insufficient opportunity for supervision, mentoring, and debriefing. To address negative aspects of
the community workforce experience, Benetas Home Care has introduced service and working model changes (described in Section 3.2).
Remuneration in the industry, relative to competing industries, continues to be a key factor limiting attraction and retention
Career pathways
The lack of a readily identifiable career pathway affects potential employees from seeking out, or remaining within, a position in aged care. A diverse and
rewarding career structure is necessary to promote aged care as a valuable career choice. Viable career progression and structured pathways do not
necessarily have to lead to management responsibilities and the potential for those staff who wish to remain acting in a clinical capacity can be explored
through roles such as clinical specialists, aged care specialists, and aged care nurse practitioners.
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It is also important to identify those employees who would be interested in expanding or changing their role within an organisation. For example, personal
care staff wishing to work as lifestyle coordinators or kitchen staff interested in respite support or driving. Career progression opportunities do not have to
follow an upward linear direction, but instead may provide role diversity and expansion.
Workforce training, education and upskilling
The majority of stakeholders through the consultations and online survey reported that they perceived the age care workforce training and skills gaps to exist
at present and into the future. Greatest emphasis appeared to be on the need for training specific to management, leadership skills, complex financial
management, business analysis, case management, end of life and palliative care, carer specific training and support, consumer directed care (CDC) 26, complex
client care and behaviour management, and a wellness and enablement focus. In addition the need for access to literacy and numeracy education
(foundations skill, such as that provided by the former Workplace English Language and Literacy (WELL) programme) was cited as a significant and ongoing
need in both the disability and aged care workforces. Language, communication, literacy and numeracy skills are considered essential to not only work
effectively within the aged care industry but to also successfully participate in training and learning opportunities.
Suggested skills or training gaps described through the online survey or consultations included:
greater medication management, administration and risk assessment training (part of upskilling existing workforce)
documentation and case management
Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) awareness training
people/staff management and HR skills for department and small facilities managers.
greater clinical training for direct care workers
new philosophies in caring for the aged including enablement focus
dementia, mental health issues in older people and complex client care (includes basic dementia care as well as advanced behavioural support and activities
specific skills)
sufficient skills and training to work independently within the community setting
skills related to palliative care, diabetes, foot care, and oral hygiene.
It is recognised that CDC is delivered through varying models of care across disability and aged care and that definitions and terminology may differ
between individuals and groups. However, the term CDC is applied in this report to reflect the language used by stakeholders through consultations and the
online survey.
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elder abuse, safeguarding principles, legal aspects of end of life care and decision making
use of technology (such as Ipads)
literacy and numeracy skills
communication, interpersonal skills, generic workplace skills, and team work
sufficient training and education for ancillary staff (such as kitchen staff, gardeners, drivers etc.)
up to date training and support for carers
supervision skills for more senior direct care workers
Increasing complexity of client care, changing attitudes towards healthy ageing, and the roll out of CDC has created gaps in knowledge and/or skills for the
long term workforce.
Training for most if not all perceived skills gaps presented in this section are reported to be currently available through various sources. However, the
perceived training and skills gap further highlights the need for greater information sharing regarding such opportunities.
The use of technology is increasing and the ability to adopt, apply and use effectively will continue to be a workforce training priority. The workforce will need
to be technologically savvy and have sufficient capacity to adopt and effectively implement technologies that will assist with efficient and effective delivery of
care, both in the residential and community setting. How the technologies are applied will likely have a direct impact on the model of care in place as well as
workforce productivity.
The variability of RTO training quality was raised by many stakeholders. In particular was the concern regarding the level and quality of placements for
Vocational Education Training (VET) students undertaking aged and community care qualifications. This was raised as an issue from the perspective of RTOs
which reported challenges in sourcing sufficient placement opportunities and hours with relevant service providers as well as from the perspective of aged
care organisations which felt that not all students were adequately prepared for, nor appropriately assessed, while in this placement.
Aged and community service providers suggested that there were some very high quality and professional training organisations with which they had a
collaborative relationship. Some RTOs were very proactive and were able to identify training opportunities and approach an organisation where considered
appropriate to do so. Training was considered to be most effective when designed to meet skills gaps identified at a service or organisational level and which
may not necessarily align with generic training programme aims and criteria. Design and delivery flexibility is necessary to maximise the outcomes of such
initiatives.
Some stakeholders expressed concern regarding the value of some funded training programmes, particularly those that do not require the organisations or
employees to contribute to the cost. It was suggested that some organisations or students do not give sufficient consideration regarding a student’s capacity
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to meet study requirements, in conjunction with their work and other commitments, within the set timelines. Nor is sufficient regard afforded to the degree of
additional support necessary to help guide some students through these programmes. Ambiguity about the programme’s effectiveness coupled with the
emphasis and funding contingencies based on completion have impacted on the decision of both RTOs and organisations to pursue such arrangements into
the future.
The administration required for some training programme funding and the rigidity in timelines or eligibility criteria was also raised as an issue by some
stakeholders.
Synergies between aged care and disability workforce activity
Two synergies between the aged care and disability workforce were explored during consultations and through the online survey. One was focused on the
broader cross industry synergy and workforce planning implications and the second was directed toward the skills required of workers operating in each or
both industries.
From a broad cross-industry perspective, a considered approach to how the disability and ageing industry could plan, collaborate and combine effort was
described by very few stakeholders. Reference was made to the lessons that could be learnt from workforce activity in the disability industry, particularly in
regards to the implementation and impacts of the NDIS. However, it appeared that although there was moderate support for a joint strategy or future
collaboration between the industries, at present the focus was largely on the aged care industry for most, particularly in the context of significant aged care
reform and change. It was also suggested that the funding structure for disability and aged care at present has contributed to the separation of the two
industries.
The need to acknowledge the increasing convergence of the industries and career pathways that will traverse a range of settings was described by some
stakeholders. However, the timing of this will be impeded while the fear for some of ‘being submerged’ by the other industry persists. It was also suggested
that the long term focus will need to encompass the health, aged care, disability, mental health and community workforce.
Stakeholder attitudes toward perceived similarities between the skills required to deliver care to older persons and to people with a disability were diverse.
Some service providers do employ staff which provide care to both groups, other stakeholders felt that the skills required were very similar and others
considered that the client group characteristics and focus of care were unique to each group. Support for combined training was largely focused on similarity
in skill sets required and increased opportunity for trainees to work across industries. The preference for separate or specialised skill sets was largely attributed
to unique characteristics of each group and also the challenges of providing high quality training that crosses each group to a sufficient standard in a single
programme.
Regional rural and remote aged and community care providers were much more likely to report management and workforce that traversed service areas and
client groups, within the community and residential setting.
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Some stakeholders reported that although parallels exist within the provision of assistance with activities of daily living, the skills required to provide care to
both groups were not interchangeable and an understanding of issues specific to each group was essential to provide person centred care. It was also
suggested that the focus and scope of care for an older person was different from that required for a younger adult with a disability.
Additional themes raised through stakeholder consultations
It is considered that there is a plethora of guidelines, best practice resources and other research that can be applied to workforce management at present but
which is not effectively disseminated. Stakeholders do not want to replicate work already undertaken but rather adopt promising practice and lessons learned
from programmes that had a positive impact on workforce development. In addition it was raised that evaluation outcomes and associated information
regarding programmes toward which significant funding and resources have been applied in the past is not readily available or shared. There is concern that
poor dissemination and information sharing is “wasteful” and does not enable initiatives to be adopted and expanded on. Without imposing unreasonable
additional burden, it was suggested that as part of funding, organisations must provide information that in turn can be shared with other organisations.
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A
Appendix D: RTO Online Survey Response
This Appendix provides a summary of responses collected through the RTO Online Survey. Where appropriate the qualitative information derived from
respondents has also been incorporated into the key findings in Chapter 3.
A total of 116 participants completed the survey.
Course
n
%
Cert. III Aged Care (CHC30212)
108
93.1%
Cert. III Home & Comm. Care (CHC30312)
88
75.9%
Cert. IV Aged Care (CHC40108)
74
63.8%
Cert. IV Disability (CHC40312)
54
46.6%
Cert. III Disability (CHC30408)
52
44.8%
Provide support to people living with dementia (CHCAC319A)
52
44.8%
Provide support to meet personal care needs (CHCICS301B)
49
42.2%
Cert. IV Leisure & Health (CHC40608)
45
38.8%
Cert. IV in Home & Community Care (CHC40212)
44
37.9%
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Course
n
%
Cert. IV Frontline Management (BSB40807 & BSB40812)
43
37.1%
Other
38
32.8%
Dip. Comm. Services Coordination (CHC52208/CHC52212)
29
25.0%
Dip. Nursing (Enrolled/Div 2 nursing) (HLT51612)
28
24.1%
Dementia support skill set- service delivery (CHCSS00009)
27
23.3%
Dip. Disability (CHC50108)
18
15.5%
Adv. Dip. Nursing (Enrolled/Divi 2 nursing) (HLT61107)
10
8.6%
Adv. Dip. Disability (CHC60112)
4
3.5%
Cert. III Aboriginal & Torres Strait Islander Primary Health Care (HLT33212)
4
3.5%
Cert. IV Aboriginal & Torres Strait Islander Primary Health Care (HLT40113)
3
2.6%
Dip. Dementia Care Leadership (22232VIC)
1
0.9%
Participating RTOs reported offering a wide range of relevant courses. Of these the three most commonly offered are:
1. Cert. III Aged Care (CHC30212) (93.1% of respondents provide this course)
2. Cert. III Home & Comm. Care (CHC30312) (75.9% of respondents provide this course)
3. Cert. IV Aged Care (CHC40108) (63.8% of respondents provide this course)
Of those who indicated that their organisation offered ‘other’ courses (32.8%), the most commonly offered courses included the following (n = 38):
Certificate IV in Mental Health
Diploma of Management
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Palliative Care Skill Sets
First Aid
Diploma of Community Services
Diploma of Leisure and Health
Certificate IV in Dementia Practice
Certificate II in Allied Health Assistance
Medication Skills Set
Q2. ARE CERTIFICATES/DIPLOMAS OFFERED BY YOUR ORGANISATION COMMONWEALTH GOVERNMENT FUNDED?
A range of responses was provided to this question. Across the RTOs surveyed, courses tended to be either not funded at all or partially funded/subsidised by
the Commonwealth Government. A smaller proportion of training is fully funded by the Commonwealth.
Refer Figure C.1 overleaf.
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Figure D.1: Funding of RTO courses (n=116)
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Q3. DOES YOUR ORGANISATION PROVIDE INPUT ON WORKFORCE
TRAINING TO INDUSTRY & STAKEHOLDERS?
Figure D.2: Opportunity to provide input (n=116)
The majority of survey respondents (73.3%) indicated that their organisation has the opportunity to
provide input or comment with regard to the development of workforce training to the aged care
industry or other relevant stakeholders. The remaining indicated that they were not provided with
such an opportunity (14.7%) or were unsure (12.1%).
Q4. HOW DOES YOUR ORGANISATION PROVIDE INPUT OR COMMENT?
Analysis of 81 qualitative responses indicates that the principal methods of providing this input
included:
attendance at meetings and working relationship with contracted aged care facilities, local providers,
peak bodies, and industry
attendance at forums or workshops (examples include training package development workshops, RTO
round tables, Industry Skills Council workshops, local government and state training body forums)
participation in steering groups, committees, reference groups advisory boards, groups (examples
include CS&HISC Training Package Advisory Committee, Quality Assurance Groups, Disability
Workforce Innovation Network, and Industry Advisory Committee)
provision of written submissions and response to surveys
preparation and submission of programme progress or annual reports
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Q5. WHAT ARE THE MAJOR CHALLENGES YOU FACE AS A RTO DELIVERING
QUALITY AGED CARE TRAINING?
The most commonly reported challenges (refer Figure C.3) to delivering quality aged care training
were:
1. Finding sufficient quality workforce placement opportunities for students (53.9%)
2. Accommodating a range of education and skill levels amongst students (53.9%)
3. Accommodating language & cultural diversity amongst students (51.3%)
4. Insufficient funding/resources to deliver quality training (51.3%)
5. Difficulty with completion for some students (47.0%)
6. Other (discussed further below) (39.1%)
7. Accessing qualified staff to deliver training (35.7%)
8. Differing needs/demands of aged care industry providers (35.7%)
Figure D.3: Challenges for RTOs in training delivery (n=116)
The following factors were also identified as key challenges but to a lesser extent:
Conflicting training priorities between state & national perspectives (17.4%)
Insufficient opportunity to engage with the aged care industry (17.4%)
Incorporating necessary minimum volume of training material (16.5%)
Meeting demand for training (15.7%)
Recent changes in the aged care industry due to national reforms (15.7%)
As discussed, 39.1% of survey respondents reported there to be ‘Other’ challenges to training delivery.
Thematic analysis of the responses obtained here indicates that the following barriers or challenges
are also present (n =71):
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attracting suitable students to the industry
competition with RTOs offering the same or similar courses, particularly those offering shorter courses
which in turn impacts on the quality of the training delivered
inconsistent and insufficient funding
students unable to meet demands of training amongst their studies, work, personal/family life
passing on increased fees to students
lack of support from aged care providers for staff to access or attend training (including a reluctance
on the part of the industry to pay for training)
delivering training in remote or rural areas (cost is significant for low numbers).
Q6. SHOULD TRAINING FOR PCW’S IN DISABILITY AND AGED CARE BE
COMBINED INTO ONE QUALIFICATION?
Of the 114 survey participants who responded to this question, over half or 56.1% of survey
considered that the training for personal care workers in disability and aged care should remain
specialised to aged and disability care respectively, whilst 38.6% considered they could be combined
into the one qualification. The remaining respondents reported being unsure.
Thematic analysis of the qualitative data (n = 102) obtained indicates that whilst there is some overlap
in terms of the skills required in both the disability and aged care industry, respondents considered
that each cohort have very different needs and requirements and that the training which is delivered
should reflect this. On the other hand, those that considered combining the training to be appropriate
qualified this by suggesting that core subjects or modules could be developed where overlap is
evident and that separate specialised courses be delivered accordingly.
Stakeholders also noted the breadth of the disability care and service delivery spectrum compared to
that in the aged care industry and intimated concern around the likelihood of key areas of training
being omitted or not given appropriate consideration if courses were amalgamated.
Q7. ARE THERE TRAINING OR SKILL GAPS FOR WORKERS IN THE AGED
CARE INDUSTRY?
The majority, or 78.4%, of survey respondents reported there to be training or skills gaps for workers
in both the community and residential aged care industry whilst 21.6% disagreed (n = 111).
WHAT ARE THESE TRAINING OR SKILL GAPS?
The following gaps were identified most frequently by respondents (n = 83):
Dementia and mental health care
Using relevant IT, technology (e.g. i-Pads) and data systems
Complex care (including mental illness, wound care, diabetes, medication, behaviour management,
foot care, oral health, palliative care)
Change management
Leadership
Communication (including language barriers for staff and addressing the cultural diversity of
consumers)
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Continuous education and updating the skills and training for those who have been working in the
industry for some time
Person-centred approaches
Customer service
Working with families and working in communities
Case management
Business/finance/administration/management skills
Q8. DO YOU ANTICIPATE THERE TO BE TRAINING OR SKILL GAPS IN THE
FUTURE?
The majority, or 86.2%, of survey respondents anticipated a training or skills gap/s for workers in the
aged care industry in the future, with the remaining 13.8% disagreeing (n = 109).
What will these training or skill gaps be?
Respondents anticipated that the gaps identified above will continue to be an issue in the future.
Furthermore, respondents indicated that the following gaps may arise (n = 89):
Practical training placements
Enough workers to meet demand
Skills around promoting leisure and health and keeping people in their homes
Training around use of assistive technologies
Consumer directed care
Sexuality and equity
Promoting mobility (physiotherapy, falls prevention etc.)
Meeting changes in relevant regulations and legislation
Appendix E: Characteristics of
programmes/activities considered to be
effective
Through this project, stakeholders were able to suggest programmes or activities they considered to
be effective and to explain what particular aspects or enablers contributed to this effectiveness. In
addition, through review of provided evaluations and summary reports, additional or complementary
aspects were able to be identified. 27 However, it is important to note that a formal and structured
meta-evaluation of aged care workforce activity is beyond the scope of the current Stocktake project.
Nous Group. (2014). Evaluation of the Aged Care Workforce Innovation Network: Final Report.
Community Services & Health Industry Skills Council; HWA. (2014) National Evaluation of the HWA
Aged Care Workforce Reform Programme. www.hwa.gov.au; HWA (2012). Workforce Innovation: Caring
for Older People Programme: Final Report. www.hwa.gov.au
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Therefore the enablers discussed here are those derived through the aforementioned methods only
and will therefore not provide the informed discussion that a comprehensive multiple programme
evaluation would deliver. Elements of effective programmes include:
16. Programme designed to meet a specific need: The programme or initiative will foster greater
stakeholder engagement and increase the likelihood of achieving its intended outcomes if
initiated in response to specific workforce need identified with the industry. Engagement of the
senior team at the highest level is critical. Often the involvement and drive of a clinical leader or
senior member of staff in an organisation will also assist with the adoption of a particular
programme. The programme needs to be sufficiently valued and robust to continue on past
funding cessation.
17. Flexibility in design: Although objectives will need to be clearly defined at programme
commencement by the funder, flexibility in programme delivery across jurisdictions and between
organisations is necessary. Programmes need to be flexible and accommodate the unique
characteristics, client group and working models of each service and organisation.
Strong industry engagement and commitment: Key factors that appeared to foster greater
effectiveness focused on the sustainability of the initiative and stakeholder engagement and
commitment. This commitment will often be maximised when industry contributes to the work
that is undertaken. Activity has been most successful when industry stakeholders including service
providers and peak bodies actively engaged with the programme (including its design) and
assume ownership for management and delivery of projects.
18. Ongoing capacity building and mentoring support: The most effective programmes appeared
to have ongoing practical support available to participants at all levels throughout the life of the
project.
19. Strategic approach: A strategic approach to workforce activity and initiatives will ensure a
programme is responsive to longer term vision rather than a short term plan. Such an approach
needs to be adaptive to transition and reform.
20. Programme evaluation: The programme needs to be designed in order for the impact and
overall outcomes to be defined and measured. This information can then be applied to
modification of future programmes in the workforce space.
Dissemination and sharing of information: “Lessons learned” or positive outcomes of effective
programmes are shared.
Elements presented here are exhibited by programmes included in the Stocktake to varying degrees.
However the National Aged Care Workforce WIN programme, the Caring for Older People
Programme (CfOP) and the Encouraging Better Practice in Aged Care (EBAC) programme (evaluation
underway but not available at time of writing) appear to have occurred in accord with each of the
seven elements.