There has been lots of discussion about the AN-ACC assessment processes and what is within control of AN-ACC Coordinators versus what is left to the independent assessment workforce that assesses our consumers. Instead of an internally resourced and led process, AN-ACC has outsourced the funding assessment process to external assessors.
However, providers can regain control and clarity of their consumers’ funding classifications by understanding how an AN-ACC class is determined, and then forecasting the likely assessment outcomes (in the form of case mix alignment) for their entire consumer population. This means that AN-ACC Coordinators will need to identify and plan out their consumers who can now either be assessed up or down for more or, less funding. Each case mix brings a new weighting of required care minutes across the residential aged care facilities (RACFs) as well.
The above changes in funding models make it necessary to make changes in operations as well – namely in staff’s mindset on how they see and, consequently, document the consumer’s care needs. While staff only needed to think about the individual consumer’s care requirements under ACFI, AN-ACC uses a capabilities approach and changes focus to take account holistically of the person’s physical functions, cognition, behaviour, motivation, and organisational ability. This is major shift in mindset from looking at the consumer’s assessed care need to instead looking more deeply at the consumer’s ability and motivation to perform tasks and providing the best interventions to support their ability.
The big things to focus on
- Proactive systems for clinical assessment and care plans
- Assessments and Care Plans which encompass holistic, needs-based, clinical assessments
- Workforce skills; supporting clinical teams to become experts in individual, tailored and person-centred care planning that clearly and succinctly paint the correct and complete picture of the consumer’s capabilities and preferences for care delivery.
We know that assessors are collating the required information from our clinical documentation systems in order to fulfill the requirements for their assessments. In addition, we also know that often, they only have approximately one hour to complete their assessment, so the easier it is for them to gather the full clinical picture of each consumer, the more successful RACFs are likely to be in their forecasted assessment outcomes. This means a major shift away from exceptional reporting, towards regular reporting of consumers’ abilities and care interventions, especially for those with mobility, functional, cognitive, and behavioural changes.
This is the perfect time to review your facility’s approach to documentation of clinical care interventions – from assessed care needs mentioned in care plans to regularly documenting what the person can do and what level of support they require from our care and clinical teams. Optimising this key piece of information for the assessors will produce more accurate and successful forecasts of AN-ACC assessment outcomes.
If you haven’t started or are struggling to forecast and validate the consumer classifications for each of your homes, then our AN-ACC Optimisation program provides a supported approach to using the clinical assessments on your consumers under the guidance of our Consultants. Not only does this approach reinforce your team’s learning of the AN-ACC assessments, but it also identifies reassessment requests that need to be put through to optimise funding and care minute requirements.
Find out more about how our AN-ACC Optimisation program can support you to validate the accuracy of AN-ACC subsidies and train your team on the AN-ACC assessment tools to embed a sustainable AN-ACC identification process within your organisation.
If you’re looking to advance your team’s understanding of the AN-ACC assessments and how to use them, then our AN-ACC Advance Module 2 course will give you good grounding in this from a theoretical perspective.