The use of technology (e.g. phone and online models) might help the CVS in matching consumers and visitors regardless of geographical isolation from appropriate visitors, and training of ‘mainstream’ visitors as well as service provider staff in interacting with special needs groups could also assist. – – A number of peak organisations that where consumer/visitor matches were able to be made, they worked very well. Exploring community visitor models A number of community visitor programs were mentioned by stakeholders, including those they were simply aware of and those that were felt to represent practice’ examples. These have been ‘good reviewed by AHA and, where most relevant, information has been included in the literature review (Appendix B). Models that stakeholders felt could, or should be considered by the Department included: Providing a greater variety of activities within residential aged care homes (collaboration and transport to share resources) Residential aged care homes adopting a local school and develop pen pal arrangements with children functions, activities and relevant (e.g. cultural) celebrations Extending community eligibility beyond HCP recipients outings with transport provided Funding for more visitors from CALD groups Maintaining community connections for residents who have recently moved into a facility A pool of fully salaried people whose focus is entirely on visiting people in special needs groups and who closely cooperate with CVS Intergenerational models (e.g. local school/pre-school and residential aged care home relationship) Corporate models (e.g. employees supported to volunteer time) Use of companion animals Group visitor models (e.g. groups of visitors to visit where visitor safety may be an issue) Art therapy programs Community choirs for residential aged care home residents at risk of homelessness being to share housing ‘matched’ University students living in aged care. It was also noted that elements of perceived practice’ were currently operating within individual ‘best CVS auspices (although not necessarily in a consistent manner). Improving the CVS
The use of technology (e.g. phone and online models) might help the CVS in matching consumers and visitors regardless of geographical isolation from appropriate visitors, and training of ‘mainstream’ visitors – as well as service provider staff – in interacting with special needs groups could also assist. A number of peak organisations that where consumer/visitor matches were able to be made, they worked very well. Exploring community visitor models A number of community visitor programs were mentioned by stakeholders, including those they were simply aware of and those that were felt to represent ‘good practice’ examples. These have been reviewed by AHA and, where most relevant, information has been included in the literature review (Appendix B). Models that stakeholders felt could, or should be considered by the Department included: Providing a greater variety of activities within residential aged care homes (collaboration and transport to share resources) Residential aged care homes adopting a local school and develop pen pal arrangements with children functions, activities and relevant (e.g. cultural) celebrations Extending community eligibility beyond HCP recipients outings with transport provided Funding for more visitors from CALD groups Maintaining community connections for residents who have recently moved into a facility A pool of fully salaried people whose focus is entirely on visiting people in special needs groups and who closely cooperate with CVS Intergenerational models (e.g. local school/pre-school and residential aged care home relationship) Corporate models (e.g. employees supported to volunteer time) Use of companion animals Group visitor models (e.g. groups of visitors to visit where visitor safety may be an issue) Art therapy programs Community choirs for residential aged care home residents at risk of homelessness being ‘matched’ to share housing University students living in aged care. It was also noted that elements of perceived ‘best practice’ were currently operating within individual CVS auspices (although not necessarily in a consistent manner). Improving the CVS
cvs_review_final_report.docx