Over $10 M in funding for projects that building Workforce Capacity in Aged Care that lead to enhanced population and individual health and wellbeing outcomes.
100% Success Rate With This Grant
Catholic Homes in Victoria is among 10 sites across Australia that each received $400,000 of Australian Government funding through HWA’s Aged Care Workforce Reform project to build the capacity and capability of the workforce within residential care.
“We identified that a lack of workforce capability and capacity to manage unwell but stable residents had contributed to potentially unnecessary transfers to emergency departments, admission to, and increased stays in hospital,” Jane Williams, Catholic Homes’ Learning and Development Coordinator, said.
“Residents who are transferred to the emergency department are sometimes left alone in an unfamiliar environment. It’s not a great experience for them and can confuse and unsettle them and lengthen their recovery time.”
Since February 2013, Catholic Homes has implemented the Raise the Bar workforce model, which has introduced new processes at three pilot sites to help reduce the number of unnecessary transfers to hospital for unwell residents.
The initial stage of the model is the early identification of the unwell resident through the Stop and Watch tool.
Stop and Watch is used by all staff at the facility as a method of identifying and communicating that a resident may be unwell. All staff, including volunteers and carers, received training to help them recognise the early signs that a resident may be unwell.
The second stage requires the nurse to conduct a complete clinical assessment of any resident placed on a Stop and Watch. Nursing staff participated in clinical assessment refresher training courses to improve their capability to assess and action care.
The assessment process includes Emergency Decision Guidelines to assist clinical decision-making of an unwell resident. If required, the team work in collaboration with external health agencies to identify the best care approach for the unwell resident.
The third stage is the End of Life Care Pathway, which enables the staff to promote the potential for residents to receive appropriate end of life care within the residential care home rather than be transferred to hospital.
“We had a resident with complex palliative care needs who was able to die at home in the facility instead of being transferred to hospital,” Ms Williams said.
“After the resident died, a family member came back to us and told us how much they appreciated the care their loved one received and said ‘I would like to die at home like that.’
She said the initiative is helping to reduce the number of hospital transfers.
“These new processes are giving residents choice and allowing them to stay with us rather than go to a hospital.
“It’s empowering staff to make decisions that help them provide better care for the residents.”
The 18-month initiative is among 26 HWA-funded projects in rural, urban, public, private and non-government healthcare settings that are also exploring workforce solutions in:
- Safe medications management in the community.
- Preventing functional decline in the community.
- Coordinating complex care in the community.
The projects run until January 2014, when each will be evaluated and recommendations developed to inform the national implementation of the aged care workforce reforms.
HWA invited suitable organisations to submit a proposal for funding for one or more of the RFPs listed in the table below.
|Sub-Project||Suitable Organisations||Total Funding Provided|
|Building Workforce Capacity for Safe Medications Management in the Community||Health services and aged care organisations from the government-run, non-government or private sectors that have multiple sites; and which also include community services and residential facilities||$1.65 million|
|Building Workforce Capacity and Capability in Residential Aged Care Facilities||Aged care organisations from the government-run, non-government or private sectors that have multiple sites; and which include residential facilities||$3.35 million|
|Building Workforce Capacity for Early Intervention in Functional Decline in the Community||Health services and aged care organisations from the government, non-government or private sectors; in the community||$2.15 million|
|Building Workforce Capacity for Complex Care Coordination in the Community||Health services and aged care organisations from the government, non-government or private sectors; in the community and with linkages to acute care||$3.8 million|
The resultant improved system-wide workforce productivity, efficiency and effectiveness will lead to enhanced population and individual health and wellbeing outcomes.
If your organisation is interested in submitting a proposal for more than one of the above projects, a separate proposal must be submitted for each one. Each proposal will be evaluated on its merits independently from any other proposal from the same organisation.
Stream 1: Building workforce capacity for safe medications management in the community
Total funding $750,000 – $250,000 per participant
1. Austin Health, Royal District Nursing Services and Monash University
2. Aged and Community Seres NSW and Community Industry Training Advisory Board
3. Resthaven Incorporated
Stream 2: Building workforce capacity and capability in residential care
Total funding $4,000,000 – $400,000 per participant
1. The Corporation of the Synod of the Diocese of Brisbane
2. Catholic Homes for the Elderly
3. Helping Hand Aged Care
4. Hammond Care
5. Lend Lease Primelife
6. Sydney Anglican Home Mission Society Council
7. Southern Cross Care
8. St Vincent’s Health & Aged Care (Caritas)
9. Rural Northwest Health
10. The Bethanie Group
Stream 3: Building workforce capacity to prevent functional decline in the community