Aged Care Workforce Strategy 2024 - APN Educational … · Aged Care Workforce Strategy 2024 . ......
Transcript of Aged Care Workforce Strategy 2024 - APN Educational … · Aged Care Workforce Strategy 2024 . ......
Rod Cooke, CEO, Community Services & Health Industry Skills Council
Aged Care Workforce Strategy 2024
Agenda for Change To avoid a future care crisis Australia needs to address the following challenges: strong and changing service demand uncertainty in the policy environment workforce supply gaps data gaps difficulties in recruiting and retaining staff threats to training capacity
Presentation overview navigate a complex workforce context articulate key workforce challenges describe the required Aged Care workforce make the case for an integrated National Community
Services and Health workforce plan to support a workforce strategy for Aged Care
highlight the implications of inaction
The Aged Care Workforce …? Description is complicated when you consider:
range of health and community services for older people Aged Care is traditionally thought to consist of residential and community care, however wider health and
community services also provide care and support to older people
relative mobility of workers between services different types of workers
Including: direct care workers (mainly nurses, care and support workers) and non-direct care workers (mainly ancillary workers, administrators and managers)
numbers of workers (headcount) and the number of Full Time Equivalent (FTE) positions
The Aged Care Workforce …? Description is complicated when you consider:
range of health and community services for older people
It’s worth noting:
18% of aged care recipients are in residential care 82% of aged care recipients receive HACC
relative mobility of workers between services different types of workers
Including: direct care workers (mainly nurses, care and support workers) and non-direct care workers (mainly ancillary workers, administrators and managers)
numbers of workers (headcount) and the number of Full Time Equivalent (FTE) positions
Full-Time Equivalent (FTE) direct care workers – by occupational group
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
100,000
FTE: Residential Care FTE: Community Care
Allied HealthCCW/PCA*Enrolled NurseRegistered Nurse
94,823
54,537 *Workers defined as: Community Care Workers in the community and Personal Care Attendants in residential care
Data Source: The Aged Care Workforce Final Report 2012
Direct care workers by head count - by occupational group
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
Headcount: Residential Care Headcount: Community Care
Allied HealthCCW/PCA*Enrolled NurseRegistered Nurse
147,086
93,358
*Workers defined as: Community Care Workers in the community and Personal Care Attendants) in residential care
Data Source: The Aged Care Workforce Final Report 2012
Context: Aged Care Workers Q: Why should workforce planning look beyond residential and community aged care services? A: Because: interconnected nature of services need to develop a community services and health
workforce that is responsive to the needs of all older people important contribution of informal, unpaid carers
Context: Who is an informal carer? The Carer Recognition Act, 2010 means that: being recognised as a carer is not dependent on being in
receipt of any kind of financial payments recognition of the caring role is inclusive of all age groups,
family relationships and cultural backgrounds
Context: Role of the Informal Carer
‘Informal carers provide the majority of direct care to older Australians and often play a key role in the co-ordination of formal care services. Their role is not only fundamental to those they care for, but the functioning of the aged care system overall.’ Productivity Commission, 2011
Context: Number of Informal Carers Who provides care in Australia?
2% 12%
9%
8%
69%
Managers
Professionals
Community and PersonalService Workers
Other OccupationalGroups*
Informal Carers
Data Sources: 1) Australian Bureau of Statistics, 2011 Census via Table Builder, Health Care and Social Assistance workers by occupational group (1-digit ANZSCO) 2) ABS Survey of Disability Ageing and Carers (SDAC) 2009
Key Workforce Challenges environment challenge Demographic factors and key policy drivers
increased and changing demand for services
Reduced growth & funding constrictions
increased emphasis on workforce productivity
Shifting policy landscape (service and VET)
planning for an uncertain future
Difficulty recruiting and retaining matching qualified workers to job roles
Multiple responsible agencies and sources of workforce planning data
Navigating a complex system
Required Aged Care Workforce
How many aged care workers will we need in the future? in residential and community aged care services? across the wider health and community services
workforce ?
Projected workers needed for residential vs community care (by headcount)
Source: adapted from Table E.23 commission calculations, Caring for Older Australians, Productivity Commission 2011
Projected workers needed for direct care vs non-direct care (by headcount)
Source: adapted from Table E.23 commission calculations, Caring for Older Australians, Productivity Commission 2011
The detailed data slide
*Total workforce requirement may not reflect sum of components due to rounding Source: adapted from Table E.23 commission calculations, Caring for Older Australians, Productivity Commission 2011
Implications for creating a national Aged Care strategy?
Australia’s workforce development plan A national plan needs to: establish a whole community services and health
workforce approach to workforce planning involve transparent workforce planning systems and
processes, with clear lines of accountability support:
• enhanced workforce productivity • recruitment and retention • development of skills for changing service needs • strong training provider/ workplace partnerships
Supporting the development of the Aged Care Workforce The national workforce development plan needs to be supported by: strategies that address workforce development needs in a
specific service context, e.g. current initiative to develop leadership capability in aged care
regional workforce development solutions, e.g. the ten regional networks in aged care
Implications of inaction As a nation we will struggle to: deliver consumer-directed
care support clients with co-
morbidities afford a basic care and
support system produce quality trained and
experienced workers manage our ageing
workforce
It’s still not too late, we hope …
For more information about the issues raised in this presentation, please contact Dr Brendan Goodger, Policy and Research Manager on: [email protected] Or visit www.cshisc.com.au and read our 2014 EScan