Aged care reforms an important step in the right direction, but many questions and concerns remain

The Federal Government’s aged care reforms seem to have met a generally positive response, but “a long and uncertain road” lies ahead, cautions Hal Kendig, a Research Professor of Ageing and Health at the University of Sydney.

In the article below, first published by The Conversation, he outlines some of the critical challenges and concerns about the future of aged care.

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Some of the issues to watch

Hal Kendig writes:

The Government’s aged care reforms are a landmark for setting valuable directions for better care. It’s the first such major initiative in more than 25 years – but there’s a long and uncertain road ahead.

The reforms outlined in the Living Longer Living Better report align with important values about what older people (and their carers) want – to stay in their own homes for as long as possible.

There’s an emphasis on a fairer, more accountable, and more sustainable financial system. Inconsistencies in existing funding arrangements will be addressed and consumer protections strengthened. And the proposed Gateway and My Aged Care Website service have potential to improve transparency and access to services.

The favourable reception so far, from consumers and providers alike, reflect sound policy work by the Productivity Commission, attentive consultation by the Minister and Council on the Ageing, and astute political judgements by the minority Gillard government.

Missing nuts and bolts

But – and there are many big “buts” here – substantial commitments have yet to be achieved. Only baby steps have been outlined in terms of genuinely new public funding, with most foreshadowed increases deferred for years.

New initiatives are to be paid for mainly through increased user charges and tighter means tests, redirection of existing funds, and re-worked funding formulae. There appears to be little risk of a major consumer backlash as, once again, the family home remains sacrosanct.

But while the principles and directions are strong, one might well ask “how will this actually happen?”

It’ll probably take the planned ten-year timetable to fundamentally reorient the aged care system. And we have to remember that the ten-year implementation that occurred the last time we had reform in aged care, from the mid-1980s to mid-1990s, was done under one political administration – Labor. And this government’s future – in terms of political control and leadership and economic prospects and funding contexts – is less than clear.

The focus on people with dementia recognises their special needs and community concern. We’d hope that comparable resources and sensitivity could also be directed to those with intense and complex needs on the basis of other social, cultural, and health vulnerabilities.

Community care

The new Commonwealth Home Support Program promises to better integrate and increase flexibility in providing assistance at home, carer support and respite. The new Home Care Packages would provide more options for higher-level support in the community along with a wider range of flexible consumer-directed care.

It’s disappointing that there hasn’t been a more fundamental funding redirection toward community care – although there are cost pressures on the residential care industry. Nor is there much indication that services will be developed and delivered at a more regional level where they can be better coordinated. That sort of redirecting is going to be a tough nut to crack and it’s going to take a lot of effort.

The bigger picture is that the directions of the reforms are sensible but still have the hallmarks of control out of central offices in Canberra. And there’s scant attention to the need for better accommodation options in the community and for more integration of aged care with health care and health promotion.

Fundamental change – not incremental program developments – is needed to get aged care focused on what older individuals and their carers really want and where they live.

Nonetheless, here are the beginnings of a necessary turn-around toward a fundamental transformation from a funding-driven, provider-driven system to one that’s driven by what older people themselves need and want. And toward how to improve the health and well-being of older people, as well as their care. Although we don’t see much way ahead on specifics as yet, you have to start with the vision, with purposes and principles and then directions.

Residential aged care

The funds given to residential care in the package are fundamentally band aids for the hole we’re in right now. That’s very understandable because it’s very difficult to provide quality care for people with high levels of need, and many residential-care providers are pressured in this regard.

But while attending to this short-term crisis, we have to make sure we don’t lock into ongoing support for high-level care only in a residential context. That’s not what older people want, and it’s not necessarily the best way of doing it. It could be a self perpetuating policy approach.

We’re going to have to work hard to enable us to really make a break and move with the new system, albeit without abandoning the good providers and the older people in care now.

Means testing

The proposed means testing is actually quite gentle at this point. There’s no way older people will be forced out of their homes in order to pay for residential care or aged care of any kind. That’s not going to happen.

If these recommendations are fully implemented, older people with the financial means would make sensible and fair contributions in a variety of ways towards the cost, especially the capital cost, of their care.

This is a necessary reform that could enable more resources to be available for those in very high levels of need. And it would limit the financial pressures on the next generation, many of whom do not have the same kind of wealth that some older people have when moving into residential care.

So this means-testing and shared funding responsibility is fundamental to refocusing the aged care system to equitably meeting our basic principles. It’s important that we use the co-contributions to improve access to quality accommodation and care for older people without means, rather than to achieve surpluses or reduce taxes.

Workforce

It’s surprising to see how large the amount of money dedicated to the aged care workforce are. It makes me wonder how they’d be paid for, from savings within existing programs while maintaining levels and quality of care. Good education and training are essential, of course, but there are risks if central directives lock in work practices that aren’t meeting care needs in the most cost-effective ways.

The Productivity Commission’s approach was to adequately fund and require good quality care, leaving providers to work out the best ways ahead within these quality and cost controls.

Reforming aged care in Australia

This is the most encouraging direction we’ve had in aged care for two decades. The Government’s response is based on fundamentally important analyses and we’ll need real public will and political will to take the next steps. It will be worth it.

Expectations for care certainly are increasing for the next generation of older people. And there will be some modest increase of financial capabilities for some but your aspirations when you’re in your 50s and 60s about old age are likely to be very different once you’re in your 80s and very dependent, very frail.

Everyone wants to feel secure, comfortable and respected in advanced old age. The best way to plan for this is to have good health promotion and economic security in mid-life and to get the care system right for vulnerable people who are already in their old age.

• Professor Kendig is a Research Professor of Ageing and Health at the University of Sydney where he heads the Ageing, Work, and Health Research Unit in the Faculty of Health Sciences. As a gerontologist and sociologist he has expertise in longitudinal survey research, health behaviours, socio-economic resources, housing and health and community care services and policies.

MSPH Seminar 18-Apr-12: Integrating population health perspectives into governance of healthcare systems – challenges and opportunities 

12.30-1.30pm, Wed 18th April 2012 Seminar Room 515, Level 5, 207 Bouverie Street, Carlton Clinical A/Prof Jean-Frederic Levesque, Scientific Director, Health Systems Analysis and Evaluation, Institut National de Santé Publique du Québec The search for greater efficiency of health systems encourages governments to bring together two fields of practice which have developed in parallel: population [...]

Marking World TB Day with a call for urgent action on an international “health emergency”

On the eve of World TB Day, governments, international donors and drug companies are being urged to step up their commitment to fighting a “health emergency”.

In the article below, Dr Marianne Gale, a TB and HIV Advisor for Médecins Sans Frontières, describes the terrible toll that this disease is taking upon people around the world.

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An urgent plea for help on World TB Day

Dr Marianne Gale writes:

As we mark another World TB Day and the 130th anniversary of the discovery of the tubercle bacillus by German physician Robert Koch, there is little reason to celebrate.

The global crisis of tuberculosis sadly continues, its scale only expanding as most governments and donors sit idly by.  This emergency is only exacerbated by the increase in the deadlier form of the disease, the strain of TB that does not respond to the regular drug regimen, multidrug resistant TB (MDR-TB).

In light of new data collected by Médecins Sans Frontières, it is alarming to note that there is little being done to avert a health emergency.

We are finding MDR TB in shocking numbers, notably in new patients, suggesting the crisis is much larger than had been thought. In South Africa for example, our teams have seen a 211 percent increase of TB diagnosis per month in our clinic in KwaZulu Natal following the introduction of a new rapid diagnostic test. Of those patients confirmed, 13.2 percent were resistant to the drug rifampicin, one of the most effective drugs for treating TB.

As my colleagues from Médecins Sans Frontières and I see on a daily basis, MDR-TB takes a horrific toll on a patient. A persistent cough, fever, weight loss, chest pain and breathlessness will ultimately lead to death if the right treatment is not administered.

There are currently an estimated 650,000 people living with MDR-TB worldwide. Shockingly however, around 90 percent of these patients have absolutely no access to treatment.

Access to this treatment is now hanging even more on tenterhooks. The recent cancellation of Round 11 of the Global Fund to Fight AIDS, Tuberculosis and Malaria has left millions of patients suffering from these diseases in dire circumstances. Its role is paramount: the Global Fund is the leading international funding mechanism for TB, supporting over 80 percent of international commitments for TB treatment.

Practically, this means that no new grants for eligible countries are available, and therefore treatment cannot be increased. The final consequence of this is that many governments will not have the resources to tackle epidemics at a rate that can keep up with the spread of this deadly epidemic.

In Australia’s own backyard, in Myanmar, we are seeing MDR TB on an enormous scale. It is estimated that there are 9300 cases every year, and so far, just over 300 patients in total have received treatment. Myanmar’s five year plan to reach a further 10,000 people living with the disease has been seriously undermined with the Global Fund cuts.

Little medical advance to celebrate

For those who can access it, a mere ten percent of patients around the world, existing treatment remains extremely outdated and hugely expensive. The drugs that were developed decades ago are highly toxic and have to be taken for up to two years. Patients must endure intolerable side effects including extreme nausea, vomiting, loss of appetite, mental health deterioration and fever.

On top of this, we fear that current statistics may only be scratching the surface of the problem. Diagnostic tools are also extremely outdated, and we know for example that 95 percent of TB patients worldwide lack access to proper diagnosis. Thousands of patients are therefore not receiving the treatment they urgently need.

To control drug resistance, the issue of incorrect treatment and the availability of over-the-counter prescription drugs must be tackled. Although drug resistance is a man-made problem, it can be turned around with the implementation of approaches recommended by the World Health Organisation and stricter control of drug availability on the private market.

We urgently need increased access to diagnostics and treatment. New drugs and shorter and less toxic regiments are desperately needed. For this, funding is vital. The cost per patient is between US4,400 and US9,000 for treatment, clearly a price that is out of the reach of many in developing countries.

Every day, the tragic consequences of this disease are faced by thousands of patients globally.

World TB Day provides a timely reminder that governments, international donors and drug companies must immediately step up their commitment to fighting the spread of this disease.

As thousands of patients run out of breath, this crisis needs to be addressed before we run out of time.

• Dr Marianne Gale is a TB and HIV Advisor for Médecins Sans Frontières, based in Sydney

 

Improving the management of dementia in general practice

In its latest Croakey update, the Primary Health Care Research and Information Service (better known as PHC RIS) reports on a new trial focused on improving management of patients with dementia in general practice.

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Early diagnosis of dementia offers a window of control in a disintegrating world

Christina Hagger writes:

Dementia carries many burdens. There is the lost productivity for people living with dementia, as well as their carers; the need for costly support services and the emotional costs suffered both by people with the disease as well as the impact on their families and friends.

GPs are often reluctant to diagnose a disease that causes such immense suffering and also lacks a known cure.

Yet, there are some positive outcomes to be gained from an early diagnosis. It allows people to plan ahead and, importantly, even retain some sense of control.

Early recognition of symptoms can allow reversible causes of cognitive decline to be addressed as well as identification and management of co-morbidities such as depression.

Early diagnosis also allows patients time to plan their futures (e.g. prepare wills, appoint enduring powers of attorney) while they are still competent to do so. Anti-dementia medication that may slow the course of cognitive decline may be trialled. People can be referred to support services such as memory clinics.

Significantly, timely education for patients and families may help them understand and cope with the challenge of this disease and thus assist people to live at home longer.

There are a range of reasons why GPs fail to identify dementia early in the course of the disease and also adhere poorly to published dementia guidelines. These include limited consultation times, and lack of relevant knowledge and attitudinal factors.

Australian researchers have begun a cluster randomised trial to examine the effectiveness of a peer led interactive educational intervention as well as training in the use of a dementia screening instrument to improve accurate and timely diagnosis of dementia by GPs.

The primary outcomes are carer and consumer quality of life while secondary outcomes include the rates of GP identification of dementia.

This trial is underway (more details here). Currently 2,034 subjects have been recruited and the intervention delivered to 114 GPs.

Many will be watching for the results with interest.

• Christina Hagger, Research Fellow, Primary Health Care Research & Information Service (PHC RIS)

Ageing in General Practice (AGP) Trial: A cluster randomised trial to examine the effectiveness of peer education on GP diagnostic assessment and management of dementia. BMC Family Practice 2012, 13:12
Pond CD, Brodaty H, Stocks NP, Gunn J, Marley J, Disler P, Magin PJ, Paterson N, Horton G, Goode SM, Paine B & Mate KE.

This article, which can be accessed at http://www.biomedcentral.com/1471-2296/13/12/abstract, features in the 15 March 2012 edition of PHC RIS eBulletin, available at http://www.phcris.org.au/publications/ebulletin/index.php. The eBulletin is designed to inform readers of recently published articles and reports, news items, media releases, upcoming conferences and courses, research grants, scholarships and fellowships, PHC RIS products and services and relevant websites in the primary health care field. Those interested in receiving the weekly eBulletin are invited to subscribe to the free service at http://www.phcris.org.au/mailinglists/index.php

 

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Previous PHC RIS columns at Croakey

Pets and what they do for our health

• Improving the diagnosis of ovarian cancer

• Chronic health problems and depression

• Helping older patients with chronic diseases to navigate the health system

• Tackling overuse of antibiotics

• When doctors prescribe exercise, does it make any difference?

• Caring for country is also good for Aboriginal people

• The perils of surrogate markers

• Are Australians willing to pay more for better oral health?

• What helps encourage self-care for those with chronic illness?

• More effort needed to strengthen shared care for people with serious mental illness

 

CHWGS Seminar 19-Mar-12: Making sense of it all: doctor-patient communication about serious illness. Dr Ranjana Srivastava.

11:00am – 12:00pm, Mon 19th March 2012, Room 302, Level 3, 207 Bouverie Street, Carlton. All welcome. Dr Ranjana Srivastava, Author and Medical Oncologist, Southern Health. A rapidly aging population faces rising rates of cancer diagnosis. There has never been a more promising time for cancer therapies that have converted some illnesses from an immediate [...]

A survey on workplace safety that may be of interest to health professionals, teachers and police officers working in rural and remote areas

If you are a health professional, teacher or police officer working in rural or remote areas (with a population of less than 25,000 people), this survey about workplace safety may be of interest. You have until February 24 to complete it.

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Time to reduce violence against country professionals

Dr Jenny May writes:

Many rural and remote professionals—particularly doctors, nurses, teachers and police—are vulnerable to violence in the workplace.

Often rural professionals work alone and sometimes it is tricky to access support easily.

Given the tremendous impact that violence can have on the safety of rural and remote professionals, not to mention their willingness to continue to work in the bush, it is critical that the right tools and strategies are put in place to reduce their exposure to violence as much as possible.

Enter stage right an innovative national project, Working safe in rural and remote Australia. This project aims to explore a community-based approach to reduce workplace violence and improve safety for rural and remote health professionals, teachers and police.

Instigated by the Rural Doctors Association of Australia (RDAA) in collaboration with the Australian College of Rural and Remote Medicine, the Australian Nursing Federation, the Queensland Teacher’s Union, CRANAplus and the Police Federation of Australia, the project follows a national roundtable held in 2009 on workplace violence, which identified common risks faced by rural professionals in the health, education and policing sectors.

We are very pleased that the Australian Department of Health and Ageing has recognised the importance of this issue and provided funding for the project.

The first stage of the project includes the development of a national framework to promote safe work practices that help reduce the risk of violence against rural professionals and their staff.

As part of this first stage, a national online survey is currently underway. The survey is available until 24 February 2012, and is intended for health professionals, teachers and police officers working in rural and remote locations in Australia with a population of less than 25,000 people.

It will take around 7-10 minutes to complete and asks about issues surrounding workplace safety, including any exposure to workplace violence, and effective strategies to respond to and manage workplace violence.

Participants can enter a draw to win an iPod touch valued at $200.

I encourage rural and remote professionals to get behind the survey and this critical project.

 • Jenny May is Chair, Project Steering Committee, Working safe in rural and remote Australia project, and Chair, Female Doctors Group, Rural Doctors Association of Australia

 

Restructuring of Queensland Health: a step in the right direction

For those wondering what is happening in the world of Queensland health reform, here (PDF alert) is a report from KPMG, outlining the planned restructure of Queensland Health. (This Courier-Mail report suggests, however, that the future of the reforms is uncertain in view of next month’s election, with the Opposition opposing the restructuring).

A brief excerpt from the report follows below and then there is an article in which health policy expert Dr David Briggs gives his assessment of the reforms, as “a step in the right direction”. He also calls for national and state efforts to boost health manager numbers and training.

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Summary of KPMG report

The report says the drivers for restructuring include:

• Recent high profile incidents within the corporate services area of the organisation (e payroll system and fraud problems), and broader concerns about the current organisation of Queensland Health.

• That a large centralised department is not consistent with the devolution policy underpinning the creation of Local Health and Hospital Networks.

• The roles in Queensland Health have become confused, with its head office both overseeing the total system and delivering services itself.

• As Queensland Health head office has grown, the senior executive finds it more difficult to attend thoroughly to all of its areas of responsibility. Understandably, priority is given to clinical services, and the same attention has not been given to corporate services.

• Concerns have been raised about the culture of Queensland Health, including a lack of trust and confidence: a reluctance of the head office to trust in the capability of local management, and conversely, a lack of confidence in the ability of head office to deliver on its core responsibilities.

Principles guiding the proposed restructuring include:

• The core responsibilities of the Department’s head office should be focused on overall system management consistent with the Westminster tradition of a “policy department”.

• The key means of managing the overall Queensland health system should be through Health Service Agreements between the Queensland Department of Health and the various service delivery agencies.

• In implementing the new structural arrangements, staff should not experience a reduction in their terms and conditions.

• Frontline services should be devolved to LHHNs unless there are demonstrable advantages in operating them on a statewide or regional basis, such as, clear economies of scale (more efficient, higher quality), or the need to standardise systems.

• Corporate functions that primarily serve hospitals and health services should be separated from the Health Department and be directed by LHHNs as “customers”.

• Clinical support services that are best organised on a statewide basis should be separated from the day-to-day operational control of the Queensland Department of Health head office, and be governed within the LHHN framework.

• A system of governance is essential to maintain connections between all the agencies involved in managing and delivering Queensland’s hospital and health services.

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Assessing Queensland’s proposed health reforms

Dr David Briggs writes:

Health reform traditionally means organisational restructure and, in the case of the Queensland reforms, the KPMG Final Report suggests that structural reform is a pre-requisite to cultural reform.  It also considers that the new structures and legislation underpin effective cultural reform.

However, changing the culture of organisations and people that have been embedded in a couple of decades of centralised top down control requires more than a change of structure. It is all about restoring trust and confidence as acknowledged in the Report. This is a long term continuous project that will require leadership, teamwork and different ways of managing.

The structural reform is consistent with that implemented in other State based and international health jurisdictions. It is based on greater clarification of roles and responsibilities and a separation of powers and responsibilities. This reform is a starting point only to the separation and transparency.

The Commonwealth health reforms currently being implemented with separate agencies particularly that concerned with determining ‘national efficient price’ should accelerate the separation of funder/purchaser/provider roles and create greater transparency to that experienced from the ‘crop of highly internalised central health systems’ that we all have experienced.

While this reform heads in the right direction, it needs to be regarded as a first step. A streamlined department means it will have to be more focussed. The extent of control or devolved role of health districts will depend on the focus and detail of the individual performance agreements and how effective this might be given the three organisational reporting systems to the Minister. While Boards will govern health districts and districts will be represented on the Board of the Health Corporate Services Authority, the arrangement seems to place the Minister in a difficult place when dealing with conflicting advice from three sources. So a central coordinating group or role would seem inevitable.

Another interesting issue with this structure and, other state based health systems is that although they have introduced Boards to govern, the Boards in the end are appointed and accountable to the Minister, continuing the traditional bureaucratic approach to managing health systems.

It stands in contrast to that adopted by the Commonwealth in the establishment of Medicare Locals as incorporated public companies. This is said to be a move to post bureaucratic institutional arrangements that is more flexible, providing horizontal rather than hierarchical structure and extending the participation of stakeholders and communities in the implementation and governance of public policy. Perhaps such a move at State level is a step too far but it does have cultural and organisational issues for organisations that are meant to work collaboratively.

Managers in the system are practised and skilled in reporting upwards and not down and out as will particularly be required in the health district governance and management. Many health managers and, not just those in Queensland come to management roles, often without specific management or health management qualifications and often with relatively narrow generalist or clinical qualifications and, importantly experience.

Managing health systems is about managing highly professionalised, people orientated organisations, operating in complex systems. This means managers, leaders and governors need to have a deep contextualised understanding (education, experience and continuous learning) of health systems.

There has been a chronic under-investment in developing health managers in Australia. There are many capable and dedicated health managers and health professionals in our health systems and, in my view, it is their personal and professional values that have provided the glue that has kept our health system at a relatively high operational level in a resource constrained sector.

The reality is that even good managers are often a convenience, an ‘empty signifier’ there to accept the blame for poorly implemented policy or for poor resources and infrastructure. So the current health managers will be experiencing another period of uncertainty and reform tiredness as they wait to find a new role. Equally, many of the more innovative and capable managers will be seeing the opportunity for new ways of doing things that these reforms promised to deliver.

The gene pool of Australian health managers is not large and, increasingly consists of those coming from clinical backgrounds. Many of these professions are also experiencing workforce shortages. So at the national and state level the development and education of health managers needs to become a priority. The SHAPE Declaration of 2008 describes the type of capabilities that these managers need developed.

In summary, the reforms tick my boxes in terms of providing scalable (local) organisations that will have potential to reengage with communities, be more responsive to population health needs and to achieve greater collaboration and perhaps innovation. The more devolved approach should allow greater focus on managing down and out if mangers skills are developed in this area.

It is a stage one reform and hopefully, after the initial changes it might move to greater focus on culture and transitional reform, that is, time to allow it to be effective and evolve.

Dr David Briggs notes that these comments reflect his personal views and not necessarily that of organisations with which he has affiliated roles including:
Adjunct Associate Professor, Schools of Rural Medicine and Health, University of New England
Chair, New England Medicare Local
Editor Asia Pacific Journal of Health Management
President Society for Health Administration Programs in Education

 

MIND Colloquium 14-Feb-2012 | Evaluating family-centered approaches to recovery.

12.30-2pm, Tuesday 14th February 2012 Training Room 1, MIND Central Office, 86-92 Mount Street. Heidelberg Laura Hayes, Research Development Manager, Psychosocial Research Centre, Coburg Laura Hayes is the Research Development Manager at the Psychosocial Research Centre in Coburg. She led the evaluation of the Building Family Skills Together (BFST)- MIND program in Bruswick and coordinated [...]

MIND Colloquium 14-Feb-2012 | Evaluating family-centered approaches to recovery.

12.30-2pm, Tuesday 14th February 2012 Training Room 1, MIND Central Office, 86-92 Mount Street. Heidelberg Laura Hayes, Research Development Manager, Psychosocial Research Centre, Coburg Laura Hayes is the Research Development Manager at the Psychosocial Research Centre in Coburg. She led the evaluation of the Building Family Skills Together (BFST)- MIND program in Bruswick and coordinated [...]

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