Professional excellence and personal transparency – Baptistcare’s ceo Charles Moore shares family’s struggle and hope in navigating aged care

In a move of honesty and openness, BaptistCare’s CEO, Charles Moore shared his family’s struggle in navigating aged care. The once-in-lifetime change to aged care legislation has been embraced by most of the sector’s leadership, and yet with change comes complexity and confusion, particularly for his parents. Moore’s transparency has an integral role to play in the aged care conversation, that thousands of seniors and loved ones should not feel stupid or alone in their confusion, as well as pointing to the hope that does remain with the change. As Australians increasingly come to the foot of the aged care mountain, looking up, let alone embarking on summiting its weaving switchbacks has metaphorical necks straining and real brains beleaguered. Aged care’s leadership has a critical and delicate opportunity to step into. Leaders have an opportunity to speak into personal worry about navigating aged care, to substantiate trust, and leading with professional excellence in upholding hope for a sustainable sector of quality in the routine for all.

“Decision for themselves”

Moore shares that the process of navigating aged care has meant the family has had to come together, “like many Australian families, we’re working through this together to ensure Dad can make the decisions that are right for him.”

Leading one of Australia’s not-for-profit aged care providers has not altered where Moore determines the decision must be found, “I’m no different from any other family member walking alongside their loved one as they make these big decisions for themselves and their care.”

For thousands of Australians this journey resonates, being alongside, through the ups and downs of navigating for unique and individual circumstances.

Empowering through the complex and confusing

For so many across the country, understanding the system has been difficult, particularly in this period of transition. In sharing his family’s experience, Moore has kindly and simply shared that to struggle is not to be lacking as a family. Even with a veteran CEO of aged care in the family, he and his family are needing to put in consistent time and discussions. It is not easy.

“My Dad and Mum are finding the system complex and confusing as they try to weigh up Dad’s needs now against his future needs, while the aged care system itself is evolving.”

“Dad has been clear about what he wants, to stay at home with Mum and remain connected to his community. The challenge is helping Mum and Dad understand whether the care options available will align with his wishes, be there when he needs them and at what cost to them. The conversations we’re having are about empowering Dad to make informed choices for himself during this uncertain transition period.”

Moore acknowledges the evolving nature of the aged care system, the evolving nature of need, evolving care options, deciphering cost, and above all, trying to steward conversations towards uplifting seniors to be able to make decisions that are robust from knowledge. A sizable feat for any family.

Ready when needed

Moore and his family have not been immune to the uncertainty that has families reeling, “there is uncertainty, particularly around wait times and whether the care Dad needs will be ready when he needs it.”

The seemingly momentous task of trying to predict need, and importantly, to be certain services will be ready to meet it is felt in the Moore family, “that’s a real concern for us and for thousands of other families.”

“But Dad remains focused on his goal of ageing at home with Mum, and we’re hopeful the new Act will create better pathways for him to achieve that. The transition is complex, but we’re working through it together to support Dad’s choices.”

His father’s resolve is an encouraging one and as Moore attests, family support is critical as an ingredient to see the hopes and decisions of seniors through.

Collaborative and constructive advocacy

When it comes to the Support at Home (SaH) rollout, he affirms, “the wait times are concerning. As a son, I want to know Dad will get support when he needs it.”

“As a CEO, we were really pleased to see the government respond quickly by releasing nearly half of the promised 83,000 Support at Home packages.”

Moore acknowledges there is an integral place for advocacy in steering reform, “[Release] this is a clear demonstration that with constructive advocacy, the Government will listen and respond to community concerns. We’re hopeful the new Act will improve access over time.” Hearing and living his father’s firm resolve to age at home sees Moore resolutely support policy goals and schemes that are to make this happen in the routine.

He does acknowledge there is need for policy reform with SaH, “[the] uncertainty is challenging for any family”, as well as encouraging, “But I’m optimistic about what Support at Home can deliver. The intent is exactly right, empowering people to age at home with the support they need. We’re only weeks into this new system, and there will be a transition period.”

Speaking from what he has seen in his professional capacity, he says, “as a CEO, I see providers working incredibly hard to make this work.” And personally, “as a son, I’m hopeful that as the reforms bed down, families like mine will have more clarity, better options and more confidence in the system.”

Sustainability – meeting the seismic shift

Moore highlights the importance of contextualising change, and rising to meet it with provider resources, “this is genuinely a once-in-a-generation reform, and we welcome it. The additional 83,000 packages being released will make a real difference. Yes, it’s complex, but our BaptistCare care facilitators are there to help people navigate it and understand their options.”

As important are providers actively assessing how new scheme structures, like in the case of Support at Home copayments, are unfolding in reality, “we’re watching closely to understand how the new structure works in practice. The government has protected people already in the system, which is important. For new entrants, we’ll be supporting them to understand their costs and make informed choices about their care.”

Meeting the shift with seniors is a responsibility of care that provider leadership can step into, to be alongside them, much like Moore is experiencing being alongside his own parents.

Moore advocates that the changes must be seen in the hope of future sustainability. To meet Australia’s growing need of aged care, particularly with the ageing boomer demographic, dynamic payment models are integral to meet the cost challenges to come.

“This is a complex, difficult and hard change for consumers, operators and the government but the stark reality is that with the seismic shift in the fee-cost base as more Australians require care and services we need to diversify how aged care and is funded and that must include co-contribution from people who can afford to do so.”

Years of consultation

Moore is unequivocal, “the rights-based approach is fundamental. Putting the rights of older Australians at the centre of aged care is exactly what this sector needs.”

Specifically, he shares, “I’m particularly pleased to see stronger safeguarding measures, greater transparency, and the emphasis on keeping people at home longer with the right support. The additional 83,000 packages being released shows real commitment to addressing access issues.”

And in an encouragement of providers, experts and advocates leaning in to the need for change, Moore recognises, “these reforms represent years of consultation and the work of the Royal Commission finally coming to fruition.”

Working in the real

Moore is straightforward, the change of the act is only as good as it operates in the norm, from the act to the hallways, “the hard work is translation. Taking good policy intent and making it work practically for families navigating the system.”

This means that providers need to put money where the talk is and resource teams to meet the challenge of implementation, “that means ensuring care managers have the resources to help people understand their options, that technology systems support rather than hinder access, and that providers can deliver on the promise of person-centred care.”

He shares that commitment to doing the work is vital and does take humility and collaboration, “we’re committed to that work at BaptistCare, and we’re optimistic we can make it happen together with government and the sector.”

Preventative measures are key

Lending his support to preventative measures, the same ones that he and his family hope will come through for his dad, Moore says, “Support at Home has enormous potential to prevent exactly that scenario [seniors stuck in hospital]. The framework is sound, it’s designed to get people the care they need to stay home safely. The government’s response with additional packages shows they’re listening.”

As well, he advocates that there is work yet to be done, reform yet to be guided, “what we need now is continued investment and adequate care management funding so people can navigate the system confidently. We’re weeks into implementation, and I’m hopeful that as the system beds down, we’ll see those seamless pathways working as intended.”

Alongside Moore many aged care leaders see a continued need for the coalition of insightful, experienced and sincere professionals to engage government and push for insightful and result-driven change.

Seamless pathways

Moore does note that seamless pathways from home to aged care living options is still yet a road to be traveled, “we’re building towards it. The new Act creates the framework for those seamless pathways”.

He shares that there is an opportunity for providers to initiate innovative and dynamic strategies to support this seamless pathway progress, above and beyond compliance obligations.

“At BaptistCare we’re designing our developments with exactly that in mind, co-located communities where people can transition through different care stages without leaving their community. It requires ongoing collaboration between all levels of government, providers investing in the right infrastructure, and continued funding support.”

“We’re optimistic because everyone’s working towards the same goal, empowering older Australians to age well with dignity and choice.“

Future generations

Passionate about sustainability for the sector, for it to be solid and sound to care for human-beings in thirty, forty or fifty years, Moore agrees that funding must be dynamically structured with longevity and fairness at its centre.

For younger Australian generations, home ownership increasingly seems out of reach and so with rent and tax burdens continuing, the balancing act to get funding right, for current aged care needs and the future is critical.

Moore notes, “the new Act introduces a more sustainable funding model through shared contributions, where those with means contribute to non-clinical services while government funds all clinical care. There’s a lifetime cap of $130,000 to protect people from unlimited costs.”

Importantly, for those that struggle, providers have the proximity and opportunity to structure practice to safeguard as well, over and above government schemes, “as a faith-based provider, we’re committed to ensuring no one is disadvantaged regardless of their capacity to pay.”

Moore advocates that a sustainable future for aged care must be underpinned by what is being built now, “but we also need to be honest that caring for an ageing population is an investment in all of us. By 2050, one in four Australians will be over 65. Building a system now that works sustainably means younger generations will have confidence in their own future care.”

Success needs the collective

Unlike other sectors, Moore sees the key to creating an aged care sector that works for all, and over all years, is found in the collective, “it’s genuinely collaborative. The government has increased funding by over $11 billion for wages alone and released additional packages when the sector raised concerns.”

Coming to the table, to roll sleeves up and put money where the mouth-is is a fundamental opportunity for leaders, “[we’re] investing heavily in innovation, training, and infrastructure. Our 12,000 staff are working incredibly hard through this transition to make the reforms work on the ground.”

Maneuvering to ensure that accessibility is easy and straightforward also means being open to receiving critique and direction, “families are engaging with the new system and providing feedback.” And yet, as Moore notes, this means clarity of what is and isn’t working, “it’s everyone pulling in the same direction towards a shared goal, an aged care system that empowers older Australians, that people want to work in, and that’s built on sustainable foundations. We’re hopeful because we’re seeing that commitment across the board.”

Staying – stories and the people

Moore laughs as he shares how he got into aged care, “honestly? By accident!” But it is in why he stayed that is an echo of many of the convictions of the thousands who pour themselves into this sector, “I stay because this work genuinely matters and changes lives.”

As a leader, as a person, persevering, overcoming and striving, it is the stories that continue to pack a punch. Hearing that BaptistCare has made an impact on residents, clients and families remains a nutritious ingredient in Moore’s day. It is worthwhile for leadership to carve out time to hear the stories of impact in the day-to-day, in the quiet moments of another human-being’s life changed.

“Whether that’s helping someone age at home with dignity in their community, or providing safe housing for a family escaping domestic violence [personal stories are important].”

Moore is good-naturedly straightforward, he stays also because, “we’re innovating, we’re leading, and we’re making a real difference in people’s lives,” core ingredients to a healthy provider, supporting thriving front-line staff and residents.

Through it all, Moore highlights that with a team having your back, bringing copious amounts of pluck, there’s no other place he’d rather be, “plus, I’m biased, but I think we have some of the best people working here. Meeting our frontline teams across the country and seeing the passion they bring to their work each day, how much they care, how dedicated they are to the people they walk alongside, that’s powerful. It’s a privilege to be part of that.”

As a professional pushing alongside a team to bring about the best for those that need it most, and as a son, walking alongside his parents, it is the strength of relationships and perseverance of spirit that are key ingredients in navigating and improving the complex for Australia’s seniors, to reach where the sector must land.