Home' Australian Ageing Agenda : AAA Jan-Feb 2014 Contents INTERNATIONA
RISKY BUSINESS 2 - THIS TIME IT'S PERSONAL HILTON SYDNEY 26 - 27 JUNE 2014
Registrations are open!
Risky Business 2 -- this time it's personal! will consider
the opportunities and the challenges confronting care
for people with dementia. The International Dementia
Conference will feature highly regarded international and
national keynote speakers including Professor Alistair
Burns, Professor Mary Marshall and Dr Una McCluskey,
numerous invited speakers, academic and research papers,
case studies, workshops and poster presentations.
How do we support people with dementia to live their lives
well? Are we really delivering care that is personal to the
Early Bird closes
person with dementia and their carer? Have our national
and international initiatives to improve care, reduce restraint
and increase choice for people with dementia actually made
a difference? Get involved with real discussion and debate
from the 'Lets talk about sex' panel to the 'Robot's in care
debate' we plan to create a forum to inform and challenge.
This conference will be an opportunity to network and
engage with industry leaders and experts from all over the
world. A major component of the event will be the extensive
exhibition showcasing the best of the industry.
Log onto www.dementiaconference.com now to join
our newsletter and be notifed of all conference news.
EXAMPLE BUDGET 3
Administration: % of total subsidy
Core advisory: % of total subsidy
Direct care: Remaining %
Contingency: 10% of total budget
Notes: How to break the subsidy into four parts that reflect your true running costs
and still deliver value for money to the client? The CDC evaluation by KPMG in January
2012 described one approach adopted by providers in the CDC pilot: to build in tiered
percentages for core advisory to reflect different levels of self-management.
There may only be one applicable amount in the level 1 and 2 packages; there may be
up to three levels of self-management in level 3 and 4 packages.
Each level could have a fixed administration fee, but the proportion of the budget allocated
to core advisory compared with delivery of supports could vary or be adjusted depending on
the level of participant or carer self-management over the care continuum or journey.
Considerations: What is the minimum or maximum percentage of a client's subsidy you
will make available for direct care in the home and how will you determine this?
Will you set this line item first then fit in your administration and core advisory costs
around it or will this be the leftover line item after your administration and core advisory line
items have been determined?
What is the minimum or maximum percentage of a client's subsidy you will make
available for core advisory services?
Will you set this line item first then fit in your administration and direct care costs around
it or will this be the leftover line item after your administration and direct care line items
have been determined?
What is the maximum percentage you will charge for administration and overheads?
Will you set this line item first then fit in your core advisory and direct care costs around
it or will this be the leftover line item after your core advisory and direct care line items have
As a consultant, I have talked to a
number of different stakeholders in the
sector about the various models emerging
against the backdrop of a set of guidelines
that are silent on costs and charges,
except for a 10 per cent contingency
amount to cover unexpected care
Within this article are some examples
of how some providers are considering
setting up their CDC budgets (see boxes).
Another option, in addition to the three
examples detailed, may be a combination
of both fixed and variable charges.
Once you have defined your CDC
financial model and budget, the task
of realigning your operations and
service delivery model begins. How will
you shape your operations to realise
efficiencies to fit your new budget? Will
your staffing and case management
model need to change?
What is your risk management strategy
to mitigate the effects of unpredictable
cash flow post 1 July 2014?
The clues are already out there
and are being implemented by leading
providers today. These providers have
based their service delivery models
on remote methodologies, such as
telehealth, telemedicine and telecare,
fully integrated client procurement
financial database solutions, client self-
service portals, centralisation of systems
and a more mobile and technology-
Make use of this transition time to
review and recast your strategic plan
and associated business plans including
your financial management strategy,
technology and marketing needs, staff
education and training needs and your
client engagement and education strategy.
CDC is all about client, as opposed to
provider, directed care. Clients currently
rely on your business sustainability but in
the future, your sustainability may well
rely on their custom. n
Marisa Galiazzo is a former executive
officer with the Commonwealth Department
of Health and former general manager with
Care Connect. She is principal of Green
Seashell Consulting, a consultancy firm
specialising in consumer directed care in
the aged and disability sectors.
www.australianageingagenda.com.au | 29
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