Home' Australian Ageing Agenda : AAA Mar-Apl 2014 Contents Nominate Australia's best in
aged care for national honours
Issued by H.E.S.T. Australia Ltd ABN 66 006 818 695 AFSL No.235249 Trustee of Health Employees Superannuation Trust Australia (HESTA) ABN 64 971 749 321.
The search for Australia's top contributors
to aged care has begun, with nominations
open for the 2014 HESTA Aged Care Awards.
HESTA is recognising those who
demonstrate innovation, leadership and
dedication in the aged care sector.
The winners of the HESTA Aged Care Awards
will share in a $30,000 prize pool, generously
provided by long-term awards supporter,
Nominations are open until Friday,
30 May 2014.
HESTA CEO, Anne-Marie Corboy, said the
awards are an opportunity to recognise
the important contribution aged care
professionals make in improving the lives of
"People working in this sector provide a
wide range of services, from keeping older
people healthy and living independently,
to preventing and managing illness and
providing high-level care to the frail," Ms
Three award categories --- Outstanding
Organisation, Team Innovation and Individual
Distinction --- acknowledge the breadth of
services being provided to older Australians.
The 2013 winners
Team Innovation: The Better Together
Cottage Team --- from Wahroonga Aged
Care in Glen Waverley, Victoria --- for a pilot
program designed to make residents feel
more relaxed in a homely environment.
Outstanding Organisation: RSL Care
Brisbane, for maintaining services in RSL
Care homes in Queensland following the
devastating flood emergency precipitated by
Individual Distinction: Mrs Helen Williamson
--- aged 78, from Bankstown, NSW --- for her
40 years as a volunteer supporting the work
of the Bankstown City Aged Care facility.
Ms Corboy encouraged people to nominate
people working in aged care they admired as
soon as possible.
Finalists will be announced in July 2014, with
interstate finalists flown to Melbourne for
the awards dinner on 5 August 2014.
HESTA is the leading super fund for health
and community services, with more than
760,000 members and $25 billion in assets.
More people in health and community
services choose HESTA for their super.
NOMINATE NOW at hestaawards.com.au
priority is greatly enhanced.
The third argument is a
more subtle one, based on both
perception and a pervasive
service orthodoxy that equates
'special needs' with the need
for extra resources. Within the
current narrative, existing service
models are currently based on
a 'typical' older person who is
English speaking, familiar with
existing services and comfortable
with the aged care service set
on offer. CALD clients represent
the anomaly. They need different
service skills that may include
language and culture, they need
different food, and they practice
different religions. So for aged
care services to deal with these
differences they need more
resources to complement their
service model or offer.
Not enough has been done to
compel service providers to design
and deliver services for the one in
four who will soon represent one
in three. In the current demand-
supply relationships, there are
neither the requisite sticks nor
carrots to compel service agencies
to truly mainstream the capacity to
be responsive to the basic needs
of CALD older people.
The final argument is about
the status of current concerns,
even in the CALD sector, that
if we rock the boat too far,
there is a risk it will capsize. In
service speak, this translates to
the concern that if the 'special
needs' label is removed do we
in fact relieve service providers
of the responsibility to even
consider this group? This is a
legitimate question and deserves
a clear answer.
The reality is that the aged care
system needs to squarely face this
compelling data and the issues it
articulates, and do more to bring
the issues of CALD older people,
as a legitimate core segment, to
the centre of aged care.
The National CALD Ageing and
Aged Care Strategy, launched in
December 2012, was an attempt
to do so. It sought to address key
structural issues around planning,
allocations, nature of service
delivery and, most importantly,
community capacity building. In
essence, it understood that to
achieve change, the government
needed to direct the sector
through its policies, programs and
funding approaches to compel
change, and that capacity in
ethnic communities and CALD
older people themselves should
be enhanced, so that they can
demand the services and service
types they need from the aged
The plan exists, the only
question is whether there is the
political will to make it happen
and move CALD considerations
from 'special needs' to core
Pino Migliorino is managing
director of Cultural
and honorary president of
the Federation of Ethnic
Communities Councils of NSW.
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