Resources

This communique is published following each meeting of the MBS Review Advisory Committee (MRAC). It summarises the meeting outcomes, progress on current reviews and advice about upcoming reviews.

The First Interim Report provides early insights into the operations of the Medicare Urgent Care Clinics Program.

Read the findings of the 2021 and 2022 Wellness and Reablement Reports, which look at CHSP providers’ progress towards embedding wellness and reablement approaches. This helps us to gain a more in-depth understanding of how wellness and reablement is delivered in practice.

Read the findings of the 2023 Wellness and Reablement Report, which looks at CHSP providers’ progress towards embedding wellness and reablement approaches. This helps us to gain a more in-depth understanding of how wellness and reablement is delivered in practice.

The quarterly communique is published following each meeting of the MBS Review Advisory Committee (MRAC). It summarises the meeting outcomes, progress on current reviews and advice about upcoming reviews.

This report contains the key findings from the Surgical Assistant Working Group (SAWG).

This report contains the key findings from the Genetic Counselling Working Group (GCWG).

The quarterly communique is published following each meeting of the MBS Review Advisory Committee (MRAC). It summarises the meeting outcomes, progress on current reviews and advice about upcoming reviews.

This document summarises the Medicare Benefits Schedule (MBS) Review Taskforce’s recommendations in response to the Intensive Care and Emergency Medicine Clinical Committee report.

This document summarises the Medicare Benefits Schedule (MBS) Review Taskforce’s recommendations in response to the Diagnostic Clinical Committee PE/DVT report.

This newsletter outlines recent changes to the Medicare Benefits Schedule (MBS) as a result of the MBS Review.

Designed as a practical tool to assist management teams to plan and undertake change activities within your organisation. It provides a process to systematically identify and capture change activities through a change management template and provides examples to help get started.

The self-assessment provides an overview of the elements you need to adopt wellness and reablement in your organisation. It includes scoring to measure the levels of organisational readiness, helps to identify areas of focus or improvement, and enables a baseline to be developed for future progress.

While organisations have their own style and way of doing things, all organisations should adopt wellness and reablement approaches as they support person-centred and high-quality care. This checklist helps to review how your organisation has embedded a culture supporting wellness and reablement.

Standard operating procedures (SOP) provide an ability to define the steps and processes required to undertake a given activity. This can be critical in setting team expectations and to identify the requirements – such as training or coaching – needed to complete the SOP.

This template steps out guidance on how to incrementally review, plan and deploy improvements within your organisation. Continuous improvement is cyclical and changes should be continuously reviewed and evaluated to ensure they are fit-for-purpose and will meet your organisational needs.

How to have a conversation on wellness and reablement with the client (without using the word reablement) by instead defining and illustrating your delivery approach and how doing with, rather than for, can benefit the client. Includes benefits to clients, their carers or families.

In developing person-centred goals for clients, there is no one-size-fits all but there are certain guiding principles that can help you develop individual goals for your clients. The SMARTA approach is demonstrated with examples for each element, including a goal-setting checklist.

Sets out the principles of effective care planning and includes a checklist to step out the client requirements. For example, their circumstances, goal, actions (and who is responsible: the client, family or carer, or the service provider), the frequency of services and review dates.

Guidance to introduce reablement practices into everyday service delivery to help empower clients do what they can for themselves. This may involve different ways of doing a task or offering choices, which can increase confidence and motivation, in turn linking to increased social connectedness.

Through questions, this template aims to develop a greater understanding of the effectiveness of service delivery techniques in shifting towards wellness and reablement by considering what worked well, if there were barriers, what were they and what could be done differently to support clients.

Provides service managers with support to implement change at an organisational level to embed, review and establish continuous improvement mechanisms on wellness and reablement. The toolkit is designed as a Practical Guide to Embed Wellness and Reablement which focuses on service delivery.