Home' Community Care Review : CCR May-Jun 2015 Contents Challenges facing remote
services in focus
By Linda Belardi
IT'S A SIGN OF the times in
the community care sector,
where image and brand is
increasingly important in a
A realisation that the
organisation's business model
was fundamentally changing
was behind Calvary Silver
Community Care's decision to
invest in a research and "brand
As a provider of home care
packages, HACC and respite,
Calvary's primary commercial
relationships had been
with government and other
businesses as a brokerage
service. Clients were the end
users but rarely made the
purchasing decision, according
to Kim Edwards, manager
marketing and communications.
"We recognised that clients
had deep relationships with their
individual support workers but
had a limited or non-existent
relationship with the brand."
Following a brand identity
study with PR agency Ellis
Jones, Calvary was able to
better articulate its point
of difference, which guided
marketing activities and
engagement with customers.
Recognising that frontline
staff were a key touch point,
Calvary redeveloped training
modules so that support
workers were trained in their
role as brand ambassadors and
could promote the availability
The organisation says it
has experienced significant
engagement from employees
and clients who are proud
to see the organisation
translated to a more visible and
contemporary brand. n
Support workers become 'brand ambassadors'
'A lot of work to do'
By Natasha Egan
WITH THE 1 JULY deadline for full implementation of
consumer directed care (CDC) almost upon us, many service
providers still have much work to do, particularly around
their systems, before consumers will be able to direct their
own services, a major conference has heard.
Echoing comments that were made at an earlier forum
on CDC in Sydney, a show of hands from delegates at LASA's
Tri-State Conference in late February indicated that few
organisations were fully ready for CDC.
Paul Ostrowski, the CEO of brokerage home care
organisation Care Connect, said there was "good concrete
evidence that we have a lot of work to do."
He named provision of choice and adequate system
capability as two areas not up to scratch across the sector.
Mr Ostrowski referred to a survey conducted last year by
the Aged Care IT Industry Council which found that only 33
per cent of services had a finance system that talked to their
client services system.
Mr Ostrowski's comments echoed those of other
stakeholders at an earlier CDC forum in Sydney, which heard
that many providers were not ready for CDC and that, in
reality some would continue to deliver care under the current
system beyond the official deadline.
While some providers were of the view that government
had not done enough to support them for the transition to
CDC, consumer groups argued that the Home Care Today
initiative provided a range of resources and supports.
Elsewhere the Department of Social Services told a
sector briefing in March that 25 per cent of providers were
yet to consider changing their services and systems to a
Shona McQueen, branch manager with DSS, said many of
the late adopters were in rural and remote areas and would
be the focus of government efforts to get them ready to
transition to the new model. n
Go to homecaretoday.org.au
ALTERNATIVE FUNDING models
to support the sustainability
of high-cost, low-demand rural
and remote services should be a
high priority in future aged care
reform, a major community care
provider has said.
Carole Bain, general
manager of country services
with Silver Chain, said rural
and remote providers faced
unique challenges that should
be considered in the move to
individualised funding and a
To ensure continuity of
services Ms Bain said block
funding and realistic viability
supplements should be made
available to providers as a
long-term strategy to support
"We recommend that
funding is pooled to allow
flexible, localised solutions,"
she told an Australian
Association of Gerontology
webinar in late February.
Ms Bain said rural and
remote community care
providers often faced small and
fluctuating client demand, large
geographic distances, high
transport and staffing costs and
clients with limited means.
For example, she said
Silver Chain's services
included a mix of both
in-home and centre-based
services for homeless clients.
In its 2015-2016 pre-budget
submission, peak body Aged and
Community Services Australia
said that a market-based
approach was not tenable in all
areas and alternative models
such as collaborative agreements
and shared care arrangements
should be considered in regional
and remote locations. n
Calvary Silver Circle
undertook a brand identity
project and renamed as
Calvary Community Care.
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