continuum of care: bringing a new model of aged care to Australia.
t's no secret that our aged care system in Australia is under enormous strain and, ultimately, not fit for purpose. But what's the way forward? Leaders in the New Zealand aged care space may just have the answer - the Continuum of Care Model.
why our aged care system needs a revamp.
The Royal Commission into Aged Care Quality and Safety was completed in 2021 – it found that Australia’s aged care industry is not fit for purpose.
Key findings of the report:
64% of providers operate at a significant loss.
Australian Government spend on aged care is 1/5th less than other OECD countries.
Projected that the number of Australians aged 85 years and over will increase almost 3x to 1.5M by 2058.
There is already a barrier to access – in 2018-19 older people were waiting between 7 and 34 months to access the appropriate level of service.
When they are able to access services, over 30% of people experience substandard care – including assault, overuse of restraints, and understaffing.
recommendations of the Royal Commission into Aged Care Quality & Safety.
To address these disturbing shortfalls, the Royal Commission made the following recommendations.
1. a new act, purpose, and principles.
Placing people at the center of age care, with respect for the rights, individual needs, and autonomy of older people
2. governing for older Australians.
Systemic redesign of the aged care system of governance including an Independent Commission model.
3. the imperative of ensuring quality and safety.
The development of quality standards, reporting, and immediate attention to key areas of concern: food and nutrition, dementia care, use of restrictive practices, and palliative care.
4. an entitlement to accessible care.
Including the simplification of service categories designed to work together to meet the needs of older people: respite support, social support, assistive technology, and home modification, care at home, residential care.
5. giving thanks and giving back to informal carers and volunteers.
Support services and provisions for informal carers and volunteers.
6. designing accommodation for quality of life.
Including the development of a National Aged Care Design Principles and Guidelines
7. respecting the unique needs and interests of Aboriginal and Torres Strait Islander people.
An Aboriginal and Torres Strait Islander age care pathway that is empowering and embedded in cultural safety.
8. fairness and flexibility of aged care in rural and remote areas.
Comprehensive management and planning, and flexible delivery of services in all communities.
9. securing better access to health care for older people.
A new primary healthcare model, multidisciplinary outreach services, mental health, and dental services.
10. services for older people with disability.
Supports to people over age 65 equivalent to what they would receive on the National Disability Insurance Scheme.
11. action for young people in residential aged care.
Keeping young people out of aged care except in exceptional circumstances, through improved accommodation options, advocacy, and accountability.
12. developing a workforce to deliver quality and safe care.
Strategic leadership and workforce planning, development of the aged care profession, and improvements in education and training.
13. responsibility and accountability through provider governance.
Strengthening accountability and transparency and providing support for improving governance.
14. regulating for quality and safety.
Enhanced approval and accreditations procedures, monitoring, complaints handling, and serious incident reporting.
15. improving care through data, research, and technology.
Establishing a National Aged Care Data Asset, dedicated funding for aged care research, and investment in technology infrastructure and architecture.
16. sustainable funding for the new aged care system.
Ensuring the economic sustainability of the aged care system through the introduction of an independent pricing authority, and revised funding arrangements, means testing, and personal contributions.
17. more sustainable capital financing for residential aged care.
Phasing out refundable accommodation deposits and implementing transitional arrangements.
18. strengthening prudential regulation and financial oversight.
Improving financial reporting, liquidity, and capital adequacy requirements of providers
19. financing aged care: Investing in an entitlement to care.
A new aged care funding system, including a potential aged care levy.
20. getting it done right, with oversight.
continuum of care crosses the pond.
The continuum of care model delivers communities that incorporate quality retirement living options, integrated with serviced apartments, home care services, and aged care facilities.
It offers residents access to the level of care best suited to their needs, while maintaining stability and connection with their community and loved ones.
Introduced to the Australian market by Ryman Healthcare, it has now gained steam, with fellow NZ developer/operator Summerset Group rolling out a similar model in their Australian expansion.
how continuum of care can solve the aged care crisis.
1. a more efficient use of capital and improved economics of service delivery.
Integrating services in one place increases efficiency by allowing staff, costs, and facilities to be shared across business units.
2. better outcomes for residents.
The continuum of care model places people at their center of their own journey – it allows them access to the level of care that they need, but it also keeps them connected with their friends and loved ones and minimises the stress of transition.
3. a better model for home care.
A centrally located population means offers greater efficiencies for service delivery, staffing, and travel time.
4. built-in incentives to ensure quality.
An all-in-one facility is a major point of difference for prospective residents, but also increases expectations for the quality of service and facilities. An operator therefore must provide facilities of a particularly high standard to attract new purchasers.
5. investment in governance and quality control to meet or exceed new sector standards.
Centralisation of services means governance and quality control can also be centralised, allowing for the development of more advanced and efficient processes.
6. a skilled and sustainable workforce.
Co-located facilities allow operators to invest more in the training of their staff and provides employees with enhanced opportunities for growth and progression. This in turn allows operators to attract a higher calibre of staff to their teams.
encouraging the growth of continuum of care in Australia.
Ryman Healthcare has released a discussion paper outlining key strategies to grow the continuum of care model in Australia.
Their recommendations centre around the following:
1. legislative harmony.
Removal or revision of legislative obstacles to lower the barrier of entry for operators.
2. workforce development.
Including clear training and immigration pathways for staff, and a level playing field on payroll and fringe benefits tax.
3. incentivise development.
Through the enhancement of planning pathways for new facilities in established residential areas, funding for home care packages for retirement villages, and long-term funding reform.
Curious to learn more about the aged-care development sector in Australia or have an interest working within one of their development teams? Reach out to one of our scouted team members.
And in the meantime, keep in touch to stay in the know.