About this Series This Spotlight is part of the AARP Public Policy Institute’s LTSS Choices initiative. This initiative includes aseries of reports, blogs, videos, podcasts, and virtual convenings that seeks to spark ideas for immediate, intermediate, and long-term options for transforming long-term services and supports (LTSS). We will explore a growing list of innovative models and evidence-based solutions—at both the national and international levels—to achieve system-wide LTSS reform. We recognize the importance of collaborating and partnering with others across the array of sectors, disciplines, and diverse populations to truly transform and modernize the LTSS system. We invite new ideas and look forward to opportunities for collaboration. For all questions and inquiries, please contact Susan at LTSSChoices@aarp.org. Introduction The COVID-19 pandemic exacerbated an already challenging environment for finding and maintaining a strong workforce of paid staff who deliver long-term services and supports (LTSS). This critical workforce, which includes nurses, personal care aides, home health aides, and nursing assistants, is essential to meeting the daily caregiving needs of those who require LTSS—people who also receive a great deal of support from family caregivers. Due to the poor conditions and significant pressures of the jobs, LTSS employees were already under considerable stress before the pandemic—and the situation has only worsened with it. Among the persistent challenges to LTSS workers are physical and mental health risks, poor wages and benefits, and inadequate training for the complexities of the care these individuals give to people with disabilities— primarily older adults.’ This Spotlight describes the LTSS workforce in the Organization for Economic Cooperation and Development (OECD),? of which the United States is a member country. After an overview of Here the term L7SS workers includes nurses and direct care workers. When we discuss a subset of workers, we identify them more specifically. For example, we have a special section on home care workers in the United States. 2Formed in 1961 to stimulate economic progress and world trade, the OECD is an intergovernmental organization of 37 member countries whose goal is to shape policies that foster prosperity, equality, opportunity, and well-being for all. To do so, OECD establishes evidence-based international standards and finds solutions to a range of social, economic, and environmental challenges by providing data and analysis, exchange of experiences, best-practice sharing, and advice on public policies and international standards-setting. Generally, OECD members are high-income economies. 1| © 2021 ALL RIGHTS RESERVED | ~AARP’ LTSS CHOICES: REVIEW OF EXPERTS’ RECOMMENDATIONS FOR REFORMING THE LTSS WORKFORCE the challenges LTSS workers face, we summarize experts’ recommendations for reform and describe how some OECD member countries are innovating to improve the situation for their LTSS workforce. Finally, this Spotlight addresses what the United States can learn from other countries and offers additional information on the needs of LTSS workers who serve older people. The LTSS Workforce Across OECD countries, 90 percent of LTSS workers are women, and most of those women are middle aged. Twenty percent of these workers are foreign born, and 70 percent provide personal care with few qualifications. Fifty-six percent work in institutions, and 46 percent in a person’s home.? Only 30 percent of LTSS workers are nurses; the remaining 70 percent are mainly direct-care workers. They have many different job titles, such as personal care aides, home health aides, and nursing assistants. LTSS jobs generally have poor pay and few benefits. Pay in the LTSS sector is 35 percent lower than pay in hospitals.* Forty-five percent of LTSS jobs are part time, twice as high as the percentage of part-time jobs in the general workforce in OECD countries. Twenty percent of LTSS workers are employed under temporary contracts, compared with only 10 percent of hospital workers. Half of LTSS workers perform shift work, which is unpredictable.* LTSS workers perform many health-related tasks for which they often receive little training.* Major gaps exist between clients’ or residents’ complicated needs and the training most workers receive—this has only intensified with LTSS facilities providing care that was once confined to hospitals.” The most common gaps in LTSS workers’ skills relate to knowledge of geriatric care, safe management of clients’ or residents’ needs, care following discharge from a hospital, stress and crisis management, methods of coping with bereavement, prevention of disability, and use of new technologies.® In addition, LTSS staff often lack appropriate training in infection control.° PC 3 Organization for Economic Cooperation and Development, Who Cares? Attracting and Retaining Care Workers for the Elderly, OECD Health Policy Studies (Paris: OECD, 2020). ‘Ibid. 5QECD, Who Cares? 5OECD, Who Cares? 7K, de Bienassis, A. Llena-Nozal, and N. S. Klazinga, Long-Term Care: Valuing Safety for the Long Haul, pt. 3 of The Economics of Patient Safety (Paris: OECD, 2020). 8 Ibid. °D, O'Neill et al., “COVID-19 Highlights the Need for Universal Adoption of Standards of Medical Care for Physicians in Nursing Homes in Europe,” European Geriatric Medicine 11, no. 4 (2020): 645-50. 2 | AARP Public Policy Institute © 2021 ALL RIGHTS RESERVED | www.aarp.org/LTSSChoices ~AARP’ LTSS CHOICES: REVIEW OF EXPERTS’ RECOMMENDATIONS FOR REFORMING THE LTSS WORKFORCE Risks to LTSS Workers’ Physical and Mental Health Not only do LTSS workers typically have poor-quality jobs, these employees also face substantial physical and mental health risks. Sixty-four percent of workers in OECD countries encounter physical risks, such as back problems due to lifting people who cannot move on their own, and work irregular hours or at night.’° Disruptions in shift work can be damaging to these workers’ health and working at night can result in sleep disruptions that have a broad range of health effects. Forty-six percent of LTSS workers deal with mental health risks, such as stress and harassment. Workers report high levels of stress from their care responsibilities, insufficient numbers of staff, and the need to work extra shifts." In 2016, injury rates for direct service workers (DSWs) in the United States were very high in comparison with those for workers overall.2 The overall injury rate across all occupations was 100 per 10,000. Nursing assistants experienced injuries at a rate of 337 per 10,000, The rates for personal care aides was 144 per 10,000 and 116 per 10,000 for home health aides. Injuries to LTSS workers most commonly resulted from overexertion, from lifting and repositioning their clients, and violence inflicted by other people or animals. LTSS workers are subject to other risks. One is exhaustion from severe time constraints and understaffing." These employees are under pressure to care for many people quickly. Many clients and residents often have cognitive impairment or dementia, which can result in harassment of and injuries to workers. Workers are exposed not only to the same infections that afflict their clients and residents but also to hazardous drugs and chemicals. The COVID-19 pandemic has amplified these stressors. A literature review on the psychological impact of pandemics on LTSS staff found the following: Mi Fears and concerns about outbreaks (particularly risk of infection), how to manage people with dementia, infection control, and job loss due to infection Mi Tension among colleagues MI Stress due to increased workload and enhanced cleaning protocols Hi Confusion about job responsibilities Bi Ethical dilemmas over isolating residents and needing to maintain physical distance from them BB Work refusal BB Need for isolation units within facilities for infected residents MB Workers’ concerns being ignored HB Lack of information and education about how to handle work challenge In addition to other job-related stressors, the COVID-19 pandemic makes LTSS workers fearful of becoming ill and transmitting the virus to family and friends.” Workers may refuse to expose OECD, Who Cares? “de Bienassis et al., Long-Term Care. 2§, Campbell, Workplace Injuries and the Direct Care Workforce (New York City: PHI, 2018). 4 OECD, Who Cares? +Q’Neill et al., “COVID-19 Highlights” de Bienassis et al., Long-Term Care. 16P. Embregts, W. van Oorsouw, and S. Nijs, “Impact of Infection Outbreak on Long-Term Care Staff: A Rapid Review on Psychological Well-Being,’ Journal of Long-Term Care (2020): 70-79. Cox, R. H., Dickson, D., & Marier, P. (2021). Resistance, Innovation, and Improvisation: Comparing the Responses of Nursing Home Workers to the COVID-19 Pandemic in Canada and the United States. Journal of Comparative Policy Analysis: Research and Practice, 23(1), 41-50. 3 | AARP Public Policy Institute © 2021 ALL RIGHTS RESERVED | www.aarp.org/LTSSChoices ~AARP’ LTSS CHOICES: REVIEW OF EXPERTS’ RECOMMENDATIONS FOR REFORMING THE LTSS WORKFORCE themselves to hazardous conditions, finding that the low pay is not worth the risk they and their families must bear. Combined, these stressors put LTSS workers at risk of anxiety; insomnia; stress; and feelings of helplessness, isolation, and guilt."* Workers in nursing facilities have also experienced trauma during the pandemic. These feelings may affect their ability to function at work and at home. They may not go to work or provide inadequate care when they do. Workers may need mental health services to help mitigate the effects of the stress they endure. Due to these problems and others, tenure in LTSS jobs is two years less compared with that of other jobs overall.° Because the LTSS sector has fewer promotion opportunities than does the hospital sector, many LTSS workers often leave to work in hospitals. Two-thirds of OECD countries identify LTSS worker retention as a major policy challenge. LTSS Worker Shortages Ensuring sufficient staff is critical. Nursing facilities with higher staffing levels were associated with fewer COVID-19 cases or deaths, according to a review of 30 studies related to COVID-19 deaths in long- term care facilities. This relationship between adequate staffing and lower mortality is particularly important in containing cases and deaths once the virus has entered a facility. Additionally, higher hours of registered nurse staffing are associated with a higher probability of having at least one COVID-19 case, but with a lower probability of having an outbreak in the facility, according to an analysis of national COVID-19 data from the United States Centers for Medicare & Medicaid Services (CMS).”° Given the aforementioned poor job quality and high levels of risk, a sufficient supply of trained LTSS workers is difficult to maintain.” And this problem will continue: Between 2017 and 2050, adults ages 80 and over will increase from 4.6 percent to 10.1 percent of the population in OECD countries. People in this age group are more likely to have complex conditions and dementia, and those health concerns require LTSS. In 75 percent of OECD countries, the growth in the older population exceeds that of the LTSS workforce.”? Even with optimistic assumptions about increased productivity, the OECD countries would have to boost the number of LTSS workers by 30 percent by 2040 to maintain the current ratio of LTSS workers to older adults. Across OECD, a sufficient and adequately trained workforce is one of the major challenges for the LTSS infrastructure.” Innovations to Address the Challenges LTSS Workers Face Innovations to address the critical LTSS workforce issues are focused on staffing levels, pay and benefits, training, and mental health supports. The problems are not unique to a particular country, and many OECD countries are seeking improvements. Some innovations are government led, while others are prompted by service providers or medical groups. 48K, M. Knowles, “Global Mental Health Policy Response during COVID-19: Support for Care Workers,” Report in LTCcovid.org, International Long-Term Care Policy Network, CPEC-LSE, June 7, 2020. OECD, Who Cares? 2R. J. Gorges and R. T. Konetzka, “Staffing Levels and COVID-19 Cases and Outbreaks in US Nursing Homes, Journal of the American Geriatrics Society 68, no. 11 (2020): 2462-66. 21 de Bienassis et al., Long-Term Care. 2 OECD, Who Cares? 3 de Bienassis et al. Long-Term Care. 4 | AARP Public Policy Institute © 2021 ALL RIGHTS RESERVED | www.aarp.org/LTSSChoices ~AARP’ LTSS CHOICES: REVIEW OF EXPERTS’ RECOMMENDATIONS FOR REFORMING THE LTSS WORKFORCE The Case of Home Care Workers in the United States In the United States, as in many other OECD countries, governments have moved toward focusing the LTSS infrastructure on serving more people in their homes and communities rather than in institutions. Personal care aides assist with daily activities, and home health aides provide short-term care to manage a medical condition or rehabilitation under supervision. These workers deliver complex care that involves much physical effort, which can negatively affect their health. For example, home care workers are prone to exhaustion and pain. Clients also often have mental health and cognitive conditions that make caregiving difficult. Aides have dangerous jobs; they endure verbal and physical abuse and physical injuries," and few aides have sick leave or disability pay. Aides have unstable work schedules, part-time employment, and little opportunity for upward mobility. Though many workers leave their jobs due to poor supervision, they tend to stay in them when they work consistently with the same clients. In the United States, about 2 million personal care aides and 800,000 home health aides provide care to people with serious illnesses or disabilities living in the community." The number of workers in these occupations is projected to grow by 40 percent between 2016 and 2026. Challenges to having an ample supply of qualified home health and personal care aides are many." In addition to the physical and mental health stressors, home care jobs carry stigma because of the nature of the work, earn poor wages, and have few benefits. In 2017, the average hourly wage for home health and personal care aides was $11.12. Home health aides typically have only 75 hours of training, though state requirements for personal care aides vary, with some states not requiring any training at all. The Institute of Medicine called for national training standards for aides in 2008, but little progress has been made since then." Retaining aides is challenging; in 2017, the median turnover rate for the home care industry was 67 percent annually.! High turnover rates have been linked to poor-quality care for clients and increased use of hospitals. Continuity of personal care aides is linked with improvement in clients’ function. Council of the European Union, European Institute for Gender Equality, “Research Note: Home-Based Formal Long-Term Care for Adults and Children with Disabilities and Older Persons,” (Luxembourg: Publications Office of the European Union, February 2020). ' J. Spetz et al., “Home and Community-Based Workforce for Patients with Serious Illness Requires Support to Meet Growing Needs,” Health Affairs 38, no. 6 (2019): 902-19. Institute of Medicine (US) Committee on the Future Health Care Workforce for Older Americans. Washington (DC): National Academies Press (US); 2008. Staffing Levels International efforts to address staffing involve recommendations for staffing levels and creative efforts to recruit workers. For example, the Canadian Centre for Policy Alternatives** advocates setting minimum staffing levels. It notes that Canadian LTSS workers are seven times as likely to face violence on a daily or near daily basis compared with staff in Nordic countries, which, despite having comparable resident needs, boast much higher staff levels. The Centre also suggests requiring nursing facilities to have a surge capacity of additional staff during a crisis and offer alternative housing for staff during a pandemic. The government in Ontario commissioned a study of staffing levels in long-term care facilities.> That study advocated for increasing staffing to a minimum of four hours of direct care *P, Armstrong et al., Re-imagining Long-Term Residential Care in the COVID-19 Crisis (Ottawa: Canadian Centre for Policy Alternatives, 2020). 5 Ontario Ministry of Long-Term Care and Long-Term Care Staffing Study Advisory Group, Long-Term Care Staffing Study (Toronto: Ministry of Long-Term Care, June 2020). 5 | AARP Public Policy Institute © 2021 ALL RIGHTS RESERVED | www.aarp.org/LTSSChoices ~AARP’ LTSS CHOICES: REVIEW OF EXPERTS’ RECOMMENDATIONS FOR REFORMING THE LTSS WORKFORCE per day per resident, and requiring a staffing ratio of one personal support worker (i.e., personal care aide) per six residents during day and evening shifts to improve resident care. Germany is innovating in a different manner. There, the government has begun using a skill-mix determination tool to establish adequate staffing levels in facilities. The tool assesses residents’ needs, time per person per intervention, and the required qualification of staff.?6 Preliminary results are that Germany needs substantially more nursing assistants and more nurses to achieve optimal staffing.’ Since 2011, about half of OECD countries have tried to augment recruitment of LTSS workers. The priority is on providing incentives to enter the workforce, improving the jobs’ image, and recruiting beyond the usual pool of workers.”® Some examples follow: Ml Norway’s Men in Health Recruitment Program targets placing unemployed men ages 26 to 55 in the health and LTSS sectors. The men receive an eight-week training program in health care.” Mi The United Kingdom has a Men into Care Programme designed to recruit more men into this sector. Data from the United States and United Kingdom show that men in LTSS work 15 percent more hours than do women (in both countries). Men are also more likely to work full time than women in both countries.2° i Japan has sponsored training programs for entrants into the LTSS workforce and increased the number of workers by 320,000, or 20 percent, between 2011 and 2015. These programs target and train middle-aged and older workers who are reentering the workforce after a long break.! i England is trying to attract 20,000 people to the LTSS sector via a national recruitment campaign, online training and job placement, and making certain types of instruction available free of charge.” The Netherlands instituted a one-week National Healthcare Class to help those without experience in the health care sector obtain LTSS jobs. Graduates are connected to the country’s online jobs platform. Wi Spain is recruiting new staff, who receive online training and become part of rapid-response teams.** i South Korea is enlisting family to register as temporary workers and get paid the same amount as professionals to care for their family members. Caregivers receive a two-hour virtual training session on safety.» 26QECD, Who Cares? "de Bienassis et al., Long-Term Care. 28QECD, Who Cares? 29OECD, Who Cares? * OECD, Who Cares? 31 OECD, Who Cares? 324. Comas-Herrera, E. Ashcroft, and K. Lorenz-Dant, international Examples of Measures to Prevent and Manage COVID-19 Outbreaks in Residential Care and Nursing Home Settings (London: International Long Term Care Policy Network, May 2020). 33F, Kruse et al., The mpact of COVID-19 on Long-Term Care in the Netherlands: The Second Wave (London: International Long Term Care Policy Network, November 2020). ¥# A. Comas-Herrera and J. L. Fernandez, Summary of international Policy Measures to Limit impact of COVID-19 on People Who Rely on the Long-Term Care} Sector (London: International Long Term Care Policy Network, March 2020. Slbid. 6 | AARP Public Policy Institute © 2021 ALL RIGHTS RESERVED | www.aarp.org/LTSSChoices ~AARP’ LTSS CHOICES: REVIEW OF EXPERTS’ RECOMMENDATIONS FOR REFORMING THE LTSS WORKFORCE Pay and Benefits Research confirms that higher wages improve recruitment and retention and promote longer tenure and less turnover.** Numerous groups and researchers argue for long-term changes in pay and benefits for LTSS workers. One goal is to reduce turnover among LTSS workers by ensuring parity across the health and LTSS sectors.*” Another aim is to create opportunities for full-time jobs.** Long-term improvements to benefits are also needed, including paid sick leave, training, and vacation. Without these types of paid leave, workers must choose between their health and loss of income. Without paid leave, workers lack access to needed recovery time and respite. Workers’ compensation is not a sufficient solution, because it only applies to diseases or injuries that are related to the job. Some countries have given one-time cash bonuses to home care workers; others have increased minimum wages and provided life insurance and paid time off.*° Although many countries made lump- sum payments to LTSS workers during the COVID-19 pandemic, these payments do not mitigate the historical low wages. Training In response to the COVID-19 pandemic, the European Geriatric Medicine Society and the American Geriatric Society addressed training in long-term care facilities by recommending that physicians, nurses, and direct care workers have competence in geriatric care commensurate with the needs of the residents they serve.*°#! These competencies ensure appropriate coordination of health and LTSS, and that older adults receive the complex care they need. Among the key topics for training are dementia, palliative care, and infection control. Elsewhere, other countries have redoubled worker training in geriatrics and in coordination and communication skills.*? The United States and Korea provide job training through telecommunication.* The Centers for Medicare & Medicaid Services (CMS) provided guidance (but not a requirement) for states and employers that DSW training should go beyond injury prevention and infection control to include the principles of person-directed care. CMS commissioned for DSWs a set of core competencies, nationally validated, that is steeped in the principles of person-directed care. CMS’s goal was to achieve a coordinated, inclusive, and person-driven system “in which people have choice, control, and access to a full array of quality services that assure optimal outcomes, such as independence, health and quality of life.“* These core competencies demonstrate that rather than being “unskilled jobs,” DSWs providing person-directed care must have sophisticated skills in communicating with and empowering 3§OECD, Who Cares? 3? American Geriatrics Society, “American Geriatrics Society Policy Brief: COVID-19 and Nursing Homes,” Journal of the American Geriatrics Society 68, no. 5 (2020): 908-11; Ontario Ministry for Long- Term Care and Long-Term Care Staffing Study Advisory Group, Long-Term Care Staffing Study. 38M. C. Breadner and A. Durtschi, An Overview of Union, Government, and Employer Actions Worldwide to Improve Conditions in the Long-Term Care Sector during COVID-19 (London: International Long Term Care Policy Network, February 2021). 39W. Dawson et al., “Mitigating the Impact of the COVID-19 Outbreak: A Review of International Measures to Support Community-based Care,” (London: International Long Term Care Policy Network, May 19, 2020). O'Neill et al., “COVID-19 Highlights.” 4. American Geriatrics Society, “American Geriatrics Society Policy Brief” # OECD, Who Cares? OECD, Who Cares? “Centers for Medicare & Medicaid Services, National Direct Service Worker Resource Center, Final Competency Set, 2014. Available from https://www.medicaid.gov/sites/default/files/2019-12/dsw- 7 | AARP Public Policy Institute © 2021 ALL RIGHTS RESERVED | www.aarp.org/LTSSChoices ~AARP’ LTSS CHOICES: REVIEW OF EXPERTS’ RECOMMENDATIONS FOR REFORMING THE LTSS WORKFORCE DSW competencies include the following: 10. 11. 12. Communication. The DSW builds trust and productive relationships with people he or she supports, coworkers, and others through respectful and clear verbal and written communication. Person-centered practices. The DSW uses person-centered practices by assisting people to make choices and plan goals, and provides services to help people achieve their goals. Evaluation and observation. The DSW closely monitors a person’s physical and emotional health, gathers information about the person, and communicates observations to guide services. Crisis prevention and intervention. The DSW identifies risk and behaviors that can lead to a crisis, and uses effective strategies to prevent or intervene in the crisis in collaboration with others. Safety. The DSW is attentive to signs of abuse, neglect or exploitation and follows procedures to protect people from such harm. Workers help people to avoid unsafe situations and uses appropriate procedures to assure safety during emergency situations. Professionalism and ethics. The DSW works in a professional and ethical manner, maintaining confidentiality and respecting individual and family rights. Empowerment and advocacy. The DSW provides advocacy, empowers and assists individuals to advocate for what they need. Health and wellness. The DSW plays a vital role in helping individuals’ to achieve and maintain good physical and emotional health essential to their well-being. Community living skills and supports. The DSW helps individuals to manage the personal, financial and household tasks that are necessary on a day-to-day basis to pursue an independent, community-based lifestyle. Community inclusion and networking. The DSW helps individuals to be a part of the community through valued roles and relationships, and assists individuals with major transitions that occur in community life. Cultural competency. The DSW respects cultural differences, and provides services and supports that fit with an individual’s preferences. Education, training, and self-development. The DSW obtains and maintains necessary certifications and seeks opportunities to improve skills and work practices through further education and training. their clients or residents, observing their behavior, preventing crises, and promoting independence and community inclusion, among other skills. Physical and Mental Health LTSS workers have physically and emotionally demanding jobs. The physical demands may be mitigated to some extent through training in such subjects as proper lifting techniques and good dementia care practices. Technology may be another useful resource; for example, special equipment may help workers transfer and reposition people who cannot move easily on their own. Technology can help staff monitor residents’ health, communicate with doctors, and reduce paperwork. 8 | AARP Public Policy Institute © 2021 ALL RIGHTS RESERVED | www.aarp.org/LTSSChoices ~AARP’ LTSS CHOICES: REVIEW OF EXPERTS’ RECOMMENDATIONS FOR REFORMING THE LTSS WORKFORCE LTSS workers likewise face mental health stressors. Policymakers and employers’ efforts to mitigate these challenges include the following:***° fi Offer counseling. Recognize when staff are under stress and connect them to services such as mental health first aid training and counseling. Arranging telehealth appointments with counselors is one option for using technology to help workers facing mental health risks. Ml Address safety concerns. Discuss with workers adverse events that occur and ensure that safety measures are followed. i Ensure communication. Provide clear guidance to staff and be available 24 hours a day to help promote effective communication. In addition, use a common messaging platform for staff.” i Supply food. Assist staff by providing them with meals and snacks. i Provide clinical support. Conduct weekly virtual rounds. Mi Offer respite. Ensure that staff are not overworked and have adequate rest from their jobs. Several countries provide psychological support to workers and family caregivers. Austria has a dedicated telephone line and counseling services for workers. Germany offers telephone services to educate care providers about COVID-19.*° England has a free text-messaging service for health and social care workers, which includes bereavement services and supports for anxiety and trauma.*° A Comprehensive Approach: Australia In early March 2020, Australia committed funding to train what it termed aged care workers in infection control and increased surveillance. The effort also boosted staffing and provided telehealth for people ages 70 and older. Australia’s approach not only included the financial support necessary to address critical LTSS labor shortages but also put in place other critical benefits for supporting the workforce during a high-stress time. Workers received COVID-19 retention bonuses to ensure the continuity of the workforce. In July 2020, workers gained access to up to two weeks’ paid pandemic leave. This leave is available to workers who otherwise are not entitled to paid leave. Long-term care facilities received additional funds in August 2020 to support enhanced infection control, through an onsite clinical lead and more staffing. Australia also funded surge staffing and rapid-response teams to residential and community care settings. A recruitment organization— 45 Knowles, “Global Mental Health.” 45M. |. Lapid et al., “Providing Quality End-of-Life Care to Older People in the Era of COVID-19: Perspectives from Five Countries, international Psychogeriatrics 32, no. 11 (2020): 1345-52. “Katherine S. McGilton et al, “Uncovering the Devaluation of Nursing Home Staff during COVID-19: Are We Fueling the Next Health Care Crisis?,’ Journal of the American Medical Directors Association 21, no. 7 (2020): 962-65. 8 |bid. * Dawson et al., “Mitigating the Impact of the COVID-19 Outbreak.” 5° Comas-Herrera et al., international Examples. 9 | AARP Public Policy Institute © 2021 ALL RIGHTS RESERVED | www.aarp.org/LTSSChoices ~AARP’ LTSS CHOICES: REVIEW OF EXPERTS’ RECOMMENDATIONS FOR REFORMING THE LTSS WORKFORCE Recruitment, Consulting and Staffing Association Australia & New Zealand—organized its members to provide additional surge staffing for some shifts. Australia allowed international students to work more hours in residential and home care. Conclusion A comprehensive approach to bolstering the LTSS workforce during a pandemic involves addressing staffing, quality of work, fair pay, and training, and preventing or treating the mental and physical health risks that LTSS workers face. Australia serves as a good example; its approach during the COVID-19 pandemic could be replicated during future outbreaks, and it could provide guidance for tackling the current and ongoing challenges facing the LTSS workforce. The United States could learn from other countries’ experiences in addressing individual aspects of the LTSS labor shortages and challenges, by taking its own comprehensive approach. Future LTSS Choices Spotlights will provide more actionable solutions for consideration. Appendix Please see more information about the source articles referenced in the appendix. Acknowledgments The authors express their gratitude to the members of the LTSS Choices team, particularly Carrie Blakeway Amero. https://doi.org/10.26419/ppi.00157.001 10 | AARP Public Policy Institute © 2021 ALL RIGHTS RESERVED | www.aarp.org/LTSSChoices REVIEW OF EXPERTS’ RECOMMENDATIONS FOR REFORMING THE LTSS WORKFORCE LTSS CHOICES PIES 30) AZojouyraL COTY PAUL S T=) | PLUM L UEP) ‘D|Wapued e 8ulNp }Je3s JO} Sulsnoy aaiyeusaye BULAYO “SISLID e SULINP yye}s }eUOITIppe Jo} Ayoeded adins e aAey 0} saiq}9ej Suisunu Suuinbay ‘ajqesedwiod ade spaau Juapisad ysnouye epeues Ul UeU} S]aAa] JeIS Jayziy yonw arey salijunod ASA *SAIJJUNOD IIPJON Ul 4415 0} paseduwioo siseq Ajlep Jeau Jo Ajjep e Uo adua|OIA 3924 0} Ajayl] Se SAW!} UaAaS ade SJayJOM SSI] ue|peued yey} aj0u Aayl *s]ana} SUlJJeIS LUINLWIUILU 3UII}8S pue sjana] Buyjeys Sulseasoul « :pualWWOda/ SOY NY *sadem sulseasou! pue ‘WuawiAojdwa SUW!}-]]Ny BULaJo ‘saakojdua dqGnd way} jo jje Buyew Aq AyI)192} BUO 0} SUaYJOM pa}d14}S9/ sey epeued ul elquunjoD ysijug ‘s|wapued ay) 8uing *swojduwis jo uolj1U309a1 pue ]O4]U09 UO!DAJU! 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