Home' Community Care Review : CCR Aug-Spt 2015 Contents Feedback from clients has been
very positive with many indicating
that they feel more in control and
independent when organising and
changing their home care services
as their needs change.
expected when we started back in 2012 and often
requires ongoing reinforcement.
Our staff often need to carefully guide their clients
in their decision-making to ensure they understand the
scope and flexibility that they now have to choose what is
most appropriate for them to remain living independently
in their homes. This includes utilising service products/
programs that were not generally offered in the past.
Education also extends to the management of client
budgets within the available
funding and promotion of other
community services that can add
value to their home care package.
At this stage only about
15 per cent of our clients
actively participate in budget
preparation. However, for many
families supporting their elderly
relatives participating in this
way has provided reassurance
and control. It has also guided
their involvement -- for instance if funding cannot expand to lawn
mowing, this activity may be shared among family members.
There is no question though that many clients feel a new sense
of control over where their funds go and decisions as to where and
when they use their funding. The choice is theirs.
By Jan Horsnell
CDC is certainly a game changer for the sector --
both for clients and providers. Southern Cross
Care (Vic) has always operated from a person-
centred approach therefore we laud the introduction of
CDC which now provides older people with further choice
and control over the care they receive.
Feedback from clients has been very positive with many
indicating that they feel more in control and independent
when organising and changing
their home care services as their
Clients are using their packages
to address a wide array of personal
goals that empower their lives.
Some clients are utilising assistive
technology to continue living
safely in their own home or
adopting therapy interventions to
improve their physical functioning.
This control further empowers
them, leading to a greater sense of independence and a stronger
commitment in meeting their goals.
Consumers' uptake of CDC varies and changes over time
as they become more comfortable with the whole process. We
have seen some people who jump straight in to managing and
coordinating their own services from day one to ensure the
supports fit in with their lifestyle and preferences, to others who
prefer to have more assistance while developing their skills.
As expected, the implementation of CDC was not without its
A new conversation with clients
hiccups and challenges. CDC has certainly challenged the
sector and changed the way it works with clients. Some
initial hurdles have been focussed on the development
and implementation of technology, including the linking
of service provision to provide user-friendly individual
budgets and statements to clients.
With CDC, staff have been approaching their work
differently. For example, care managers' roles have
changed. Rather than assuming responsibility for
coordinating the provision of
services, they are now focused
on supporting clients with goal
care planning and building their
capacity to self-manage the
provision of services, monitoring
progress and providing support
when a significant change occurs
such as an acute episode or loss
of a partner.
The implementation of the
CDC model has seen providers
working within a more holistic and client-centred approach,
focussing on, and really understanding what a person would
like to achieve. For this to be successful, providers now need to
explore what is important to the client and genuinely work in
partnership with the person and their support network. Only then
would older people be truly supported in living their lives the
way they want.
Jan Horsnell is chief executive officer of Southern
Cross Care (Vic).
One teething problem has been the transition to CDC
of some existing clients who have overspent their allocated
funding whilst receiving services under the pooled
funding program of the past. This has required significant
negotiation and innovation to bring their budgets back into
the black whilst still maintaining client satisfaction.
Many of our staff have embraced the new level of
accountability for their clients and are now finding
a renewed sense of purpose in their roles as they
investigate the best service
options for their clients. It has
been challenging at times to
manage some risks inherent
in subcontracting services to
other requested providers to
feel confident of the clients'
security and wellbeing.
Practices have been modified
to address this issue.
Our role as a provider has
changed to one that is more
facilitative and supportive. We have become more innovative in our
approach to service delivery, seeking new products and streamlined
others to better meet client needs.
Derek McMillan is chief executive officer of Australian Unity
One teething problem has been
the transition to CDC of some existing
clients who have overspent their
allocated funding whilst receiving
services under the pooled funding
program of the past.
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