The voice of aged care

Summer 2016 | www.lasa.asn.au

care
prioritisation
preferred

approvals

HOME CARE REFORMS EXPLAINED

ADVANCED CARE PLANNING
& TALKING ABOUT THE END OF LIFE
WHY ENGAGE IN ENTERPRISE BARGAINING?

CONTENTS
The voice of aged care
Summer 2016 | www.lasa.asn.au

OPINION
5 CEO National Update

CONGRESS
45 
Congress 2016: Imagining

7 
Chair National Update

age services No borders,

no boundaries

8 Delivering better services

11 
Whats so good about
good governance?

NATIONAL UPDATE
13 
Residential aged care
funding update

14 
Aged care complaints
commissioner releases
first annual report

17 Home Care changes

18 
Future of the aged
care workforce

EDITOR

19 
Funding and financing the

Lyn Larkin
Corporate Affairs Manager,
Leading Age Services Australia Ltd
E: editor@lasa.asn.au

aged care industry

21 
Meet our new State Managers
22 
The value of a persons assets

LASA NATIONAL

25 
Aged care indexation

Sean Rooney CEO

E: seanr@lasa.asn.au

OUT AND ABOUT

28 
Out and about in NSW

ADDRESS
First Floor
Andrew Arcade
42 Giles Street
Kingston ACT 2604

31 
Qlds Regional Forums
part of our commitment
to delivering on the promise

Adbourne

PO Box 735, Belgrave, VIC 3160

PUBLISHING

Advertising

Melbourne:
Neil Muir (03) 9758 1433

Adelaide:
Robert Spowart 0488 390 039

Production

Emily Wallis (03) 9758 1436

Administration Tarnia Hiosan (03) 9758 1431

Victorian members

35 
Out and about in WA

50 
Advanced Care Planning
53 
Linkages Project
encourages collaboration
on end-of-life care

54 
Communication around
death and dying

AROUND THE SECTOR

56 
CareerAbility Enabling
careers in aged care

59 
Meeting staff and customer
needs: Evidence for a
win-win strategy

61 
Bringing everyone along,
supporting remote and
indigenous communities
in aged care reform

DISCLAIMER
Fusion is the regular publication of Leading Age
Services Australia (LASA). Unsolicited contributions are
welcome but LASA reserves the right to edit, abridge,
alter or reject material. Opinions expressed in Fusion
are not necessarily those of LASA and no responsibility
is accepted by the Association for statements of fact
or opinions expressed in signed contributions. Fusion
may be copied in whole for distributed amongst
an organisations staff. No part of Fusion may be
reproduced in any other form without written permission

AGE SERVICES
MANAGEMENT
65 
Back-up generator grant
offers secure power for
more Victorians

66 Privacy laws and homecare

69 
Aged Care, Who Cares?

YOUR MEMBERSHIP
37 Our LASA Membership offer

Where, How and How Much?

71 
SAGE Tours
Trends and learnings

EMPLOYMENT RELATIONS
40 
Modern Award Review Process

72 
Utilising additional services
to maximise sustainability

Where are we up to?

43 
Enterprise Bargaining What

from the articles author.

resources for aged

care facilities

and the ACT

32 
Out and about with
ADBOURNE PUBLISHING

HEALTH AND WELLBEING

49 
New diabetes management

to consider before you start

76 WHATS NEW

NATIONAL UPDATE I

CEO

OPINION

CEO
NATIONAL UPDATE
As the temperatures climb and our thoughts turn to the summer holiday
break, I thought Id take a moment to reflect on my first six months
at the helm of our newly unified organisation and share some of my
Sean Rooney
thoughts about the opportunities and challenges I see ahead for
Chief Executive Officer
LASA in 2017.
Leading Age Services Australia

s you would be aware, 1 July 2016 was the date

Leading Aged Services Australia merged its previous
state-based industry associations into a single unified
Membership organisation and peak body.

LASAs Members and our state boards agreed that a national

organisation would be best placed to support the industry as
it responds to a dynamic, changing and complex environment.
Building on the past achievements, rich history and legacy
of our state organisations, they determined that through
unification LASA would be better able to provide national reach
and impact and serve Member needs.
The promise made to LASA Members was that a unified LASA
would be best placed to lead the sector in debates on policy
reform, technological changes, the pressures of a growing
population, and the complex needs and changing expectations
of consumers.
Since July, we have been working hard to deliver this new
unified organisation providing stronger advocacy in a world of
unprecedented change; access to support and services to all
Members anywhere in Australia; and enhanced value for money
in the way deliver for Members.
With our new strategic plan, structures and processes in place,
we have been focusing our efforts on getting on with the job
of talking to our Members, improving our services to them and
stepping up our advocacy activities on their behalf.
Over the past few months, LASA has been actively lobbying
politicians on all sides on the need to halt proposed aged care
funding cuts while the Government undertakes its review of the
Living Longer, Living Better reforms, rolls out new Home Care

changes and consults with industry on new models for aged

care funding.
We have also been very active in working with the Department
of Human Services to help resolve issues for our Members
with the beleaguered aged care payment system. We have also
been calling for continued improvements to My Aged Care.
LASA has also worked with the Department to ensure provider
concerns were taken into account in the design of the new
Home Care reform package.
We have also proposed new approaches to the Senate Inquiry
into the Future of Australias Aged Care Sector Workforce on
the challenges and opportunities that confront our future aged
care workforce.
LASA has been engaging with our Members in pulling together
our submission to the Living Longer Living Better Review.
We believe this review will be critical for both industry and
Government as an opportunity to reflect on the progress of
aged care reforms and to test whether consumers are, in fact,
getting more choice.
The Review will tell us what is working, what is not, and what
needs to change further in order to meet the growing needs
and expectations of our ageing population.
LASA remains optimistic that the review will address the issue
of funding sustainability and will consider the true and full cost
of aged care service provision in all its forms.
In the New Year we will be working hard to help our Members
understand and navigate the significant reforms that are being
rolled out across the Home Care sector.

OPINION

We will also be rolling out a strong and dynamic calendar of

events, workshops, conferences and training, including our
flagship National Congress in October on the Gold Coast.
LASA will also be setting up a new Members Advisory
Committee to provide advice to the Board on how Member
advocacy can be enhanced, and how to improve, expand
and evaluate LASA Member products, services and activities.
The Committee will be the formal mechanism for Member
feedback to the Board on issues of importance including:
policy issues/positions, Member Services and other issues
Members wish to raise.
New state-based Member Advisory Committees will also be
put in place to mirror the national Committee and streamlined
national advisory groups will inform the focus of our services
and advocacy activities.

As we go into 2017, we will be taking a robust role in

discussions and negotiations with Government, politicians from
all sides, and the bureaucracy, on aged care funding, payment
and information systems.
We need to ensure the right decisions are made for the
interests of age service providers and older Australians and
we will be looking for opportunities to work together with other
like-minded organisations in the sector to ensure the conditions
are created for a strong and united industry.
LASA believes in the value of a strong national organisation
that represents the entire industry including for profits, not for
profits, residential care, community care and retirement living
supported by members from across Australia.
Thank you for your support in 2016. We look forward to
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OPINION

CHAIR
NATIONAL UPDATE
In our Spring issue of Fusion I was projecting forward to the decisions
confronting our first Annual General Meeting (AGM) as a unified LASA
and the election of new Board members to be held at our National
Congress in October.

ur first gathering as a united Membership was

historic and long-awaited for most participants and
I am pleased to report that the meeting endorsed
significant changes to our LASA Constitution and
held a successful election for one vacant Board position.
Our AGM overwhelmingly passed significant amendments
to LASAs constitution to open the door to multi-state aged
care providers to seek directorship on LASAs Board.
This constitutional change is significant because it allows
large providers to contribute their expertise and experience
to our organisation.
This change effectively completes the transformation of a
federated organisation into a single national membership
peak body representing all providers of age services across
residential care, home care and retirement living.
Our Members also participated in the voting process for
a Victorian and Tasmanian directorship of a unified LASA,
resulting in the re-election of Ingrid Williams a representative
from a small rural regional aged care facility to the Leading
Age Services Australia (LASA) Board.
Ms Williams is the Director and CEO of Elm Aged Living that
has facilities in Safety Beach on the Mornington Peninsula and
Flora Hill in Bendigo and her re-election ensures our board
will continue to have unique insights into the challenges and
opportunities of providing age services in regional Australia.

Dr Graeme Blackman OAM

Chair I LASA

Ms Williams appointment is a clear demonstration that our

organisation can cater for all age service providers across
the sector from the very small to the very large.
LASA also welcomes the appointment of independent Director
Saranne Cook to our Board for a term of three years. Saranne
holds a number of non-executive director and board posts,
including with the Western Health Alliance Ltd (Western NSW
Primary Health Network) and Racing NSW.
At an operational level, the Board has been working to ensure
a seamless transition to operational unification. With the
recruitment process now finalised for all our state manager
appointments and a new organisational structure now in place,
I believe LASA now has a strong presence and a strong voice
nationally as well as an aged care advocate across every state
in Australia.
As the unification process draws to a close this year, our
organisation is well placed to deal with our Members frontline
jurisdictional concerns while at the same time ensuring their
interests and voices are heard on the National stage.
I take this opportunity to thank you for choosing LASA as your
peak body. We are here to work with you, and for you, in the
interests of our members. I call on you to get engaged and be
part of further shaping our services and advocacy to better
meet your needs.

OPINION

DELIVERING BETTER SERVICES

Ingrid Williams
Managing Director/CEO, Elm Aged Living I Board Member, LASA Ltd

Elm Aged Living is a small private organisation that has two residential aged care services,
both in regional Victoria. There are a total of 171 beds and approximately 230 staff are
employed across a range of areas including nursing, care, lifestyle, catering, cleaning,
maintenance and gardening, as well as administration..

hen reflecting on the pressing issues facing aged

care providers, it is hard to go past financial
sustainability and workforce challenges, as well
as concerns that Government does not appreciate
the need for aged care providers to be profitable to ensure
their sustainability.
The aged care sector needs to grow itself and needs an
incentive to do so. Consolidation within the sector is inevitable,
however, consumers do need and want choice. I have heard
prospective residents comment on their desire to live in a home
that is part of a small group in which the owners are close and
in touch with their client base.
With increasing expectations of consumers comes an increase
in the need for a more versatile and highly skilled workforce.
Providers such as Elm are looking to create a more flexible
workforce to ensure maximum productivity as well as ensuring
the workforce is committed and focused on ensuring the best
quality service.
To address the financial pressures and workforce issues alike,
Elm has embraced a bring in and take control approach. As
such, a number of previously outsourced functions have been
brought in-house. This in itself is not unique, but has reinforced
the importance of taking control of that which is important
to you. The view has very much been one of taking control
of the things that are most important to the business. Why
would one let someone else provide a service which is critical
to our success? What does that say to others? It can say that
if it is not considered its not important, so we get someone
else to do it. Bluntly put, Elm cant afford to pay for other
organisations profit margin!
By bringing services in-house such as cleaning, catering and
Allied Health we have a closer connection to ensuring that
we recruit the right people, provide the best service and can
respond to issues quickly and more effectively. Great customer
service is easier to provide when you can respond quickly and
not via a third party.
The other issue regarding financial sustainability relates to
ACFI. Now I know everyone is talking about it but there is a
specific issue that needs to be highlighted and that relates to

Ingrid Williams with some of the Elm

average ACFI subsidies
team, Kate Dellar and Margo Matthews.
within regional services.
Given the reduced access
to community services
such as Home Care within
regional locations, residents
come into aged care
homes often with lower
acuity. As such the average
ACFI is significantly lower.
Consider this in the setting of staff being paid the same as
in metropolitan areas. Elms service in Bendigo has average
ACFI subsidies that are $20/day lower than that of the service
in Mount Martha. It is important to consider this in the context
of ensuring that there are services available for everyone,
wherever they live.

Having given you an overview of Elms position, it is important

to also consider how LASA can assist and what role do they
play in supporting other members such as Elm Aged Living.
I have been a strong supporter of a unified LASA and it is an
honour to again have the opportunity to service Members as a
representative on the LASA Board.
Every sector has a range of challenges, however, aged care
is unique given the breadth of services which make up the
sector and the responsibility we are entrusted with to care
for older Australians.
Only through a unified sector will we be at our most effective
in our advocacy to Government. Our unified LASA is providing
a voice and benefits for Members which have not previously
been available.
What we do each day as providers of care matters in the life of
thousands of older Australians and their families right around
Australia. I look forward to working with and for Members
during the coming year. I hope that this brief overview of some
of the things Elm has done to ensure its ongoing viability is
something other providers can relate to and consider when
reviewing their services and how they deliver them for the
betterment of all the residents who live in aged care homes.

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OPINION

WHATS SO GOOD ABOUT

GOOD GOVERNANCE?
Good governance enables effective boards to make good decisions
that are in the best interest of the organisation. A well governed
organisation uses various policies, processes and practices that
enable them to operate effectively, clearly outlining responsibilities.
Good governance involves having strong relationships between the
members and stakeholders and very importantly it helps make sure that the
day-to-day work of the organisation aligns with the purpose of the organisation.

y personal interest in governance has been

developed during my time on boards across
various industries, and in seeing the benefits
good governance brings to organisations. It
basically enables a sound framework upon which boards and
executives can really just get on with the job. In some respects
governance is one of those things that you notice more
when it isnt there, rather than when it is working well. Once
boards and executives have a clear understanding of roles
and responsibilities and a sound system of decision making
processes, the actual decision making gets a whole lot easier.
To have the oldest and wisest Australians in your care is a
privilege. Our Members have been entrusted with one of the
most important roles, and with this comes a duty of care.
And this is where good governance plays its part. This is not
different for LASA, your membership organisation. Both our
Members, and the end customers (our elderly Australians)
need us to be a strong membership organisation, with quality
services and a clear voice to government in these changing
times. With a new national organisation, a clear voice and good
governance, and that is exactly what we intend to be.
My passion and understanding for good governance has been
enhanced in my current PhD studies in board governance,
looking at the ASX200 companies. As for my interest in the
Aged Care sector, I am fortunate enough to have my four
grandparents (all in their nineties) as happy elderly Australians
residing in some wonderful facilities. Their wonderful active
lives spent being cared for in fabulous facilities is a reminder
to all of their descendants as to the importance of the roles
played by those in whom we have entrusted their care. And
good governance I have no doubts has played a foundational
role in those wonderful organisations.

Saranne Cooke is an independent director on the Board of

LASA, having been recently appointed. She is also on the
Board of Charles Sturt University, Racing NSW, Western NSW

Saranne Cooke

Primary Health Network and General Practice Registrars

Australia. She is also the Chair of the NSW Western Region
Committee of the Australian Institute of Company Directors,
has a Master of Commercial Law, is a Fellow CPA and is
studying a PhD in Board Governance.

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12

NATIONAL UPDATE

RESIDENTIAL
AGED CARE
FUNDING UPDATE
With $1.2 billion in cuts to the Aged Care Funding Instrument
due to come into effect on 1 January 2017, LASA and its
Membership have stepped up their advocacy efforts to halt
the Ministers decision.

ASA Members began 2016 galvanised into action by

Federal Government cuts to aged care funding released
just before Christmas. Those cuts, announced in the
December 2015 Mid-Year Economic and Fiscal Outlook
stripped $472 million from the Aged Care Funding Instrument.
It wasnt long before Member anger turned to outrage when
an additional $1.3 billion in cuts to ACFI were announced in
the May 2016 Budget.
As your peak body, LASA hit the ground running, directing
significant energy and resources on behalf of Members to
campaigning against these cuts. LASA ran a strong social
media and media campaign against the cuts during the Federal
Election, including a petition signed by over 4000 people.
The cuts were the focal point of much of our advocacy work
with politicians across the political spectrum before, during,
and after the election.
LASA has been pushing the case that no funding cuts should
be implemented while the Government undertakes its review
of the Living Longer, Living Better reforms, rolls out new Home
Care changes and consults with industry on new models for
aged care funding. To do so is short-sighted and poor policy.
The Living Longer, Living Better Review and the work being
done on new aged care funding models will no doubt herald
significant changes for aged care funding.
With increasing demand for age services, significant
shortcomings in the Governments current payment
system, and unresolved issues with the My Aged Care portal,
it is extraordinary that the Government would withdraw
funding from the sector when the sector is clearly in need
of greater investment.

Kay Richards
LASA National Policy Manager

LASA has continued to advocate to politicians and the

bureaucracy in recent months, meeting with Members of
Parliament from across the political spectrum, include Senate
cross-benchers, the Australian Greens and the Australian Labor
Party, as well as with Government backbenchers and Ministers.
There is significant support from cross-bench Senators and
the Greens for our arguments and to blocking the ACFI cuts.
But while the ALP is sympathetic to our argument, they did
not support a recent motion in the Senate to disallow the
regulations that give effect to the MYEFO cuts.
A decision on the final size and make-up of the ACFI cuts is
expected to be made by the Minister for Health and Aged
Care, Sussan Ley, prior to Christmas 2016 for potential
implementation as early as 1 January 2017.
If the cuts are implemented as originally outlined, or with
minimal change, LASA will continue to lobby all sides to
block them as they go through Parliament most likely
in the new year.
LASA will also be stepping up our advocacy activities in the
New Year to engage the Australian public in a discussion
about the future of aged care funding. We believe the issue of
ageing and aged care in Australia is not just an issue for older
Australians, or for providers of age services, or for Government,
it is an issue of national importance for all Australians.
Australia needs an aged care funding strategy that addresses
the fiscal constraints of Government, but also ensures the
growing demand for services is adequately met, and aligned to
the innovation and productivity intent of the consumer-centred
aged care reform agenda currently underway.

13

NATIONAL UPDATE

AGED CARE
COMPLAINTS

COMMISSIONER
RELEASES FIRST
ANNUAL REPORT

Rae Lamb
Aged Care Complaints Commissioner

The Aged Care Complaints Commissioner

Rae Lambs first Annual Report was recently released.

ts the first time in many years that there has been a

standalone report providing so much information about
aged care complaints. The report includes common
complaint issues and case studies. It also highlights the
work the Complaints Commissioner and staff are doing to
educate service users and aged care providers about the
best ways to handle complaints.
Although this report only captures the first six months of my
new role, my staff and I have hit the ground running and we are
excited to share the progress weve made. You will see in the
report we are already beginning to see positive outcomes from
the new independent complaints handling arrangements. In
many cases we have seen the service provider learn from the
complaint and act on opportunities to improve care for others,
Ms Lamb said.

Overview of complaints received

The Complaints Commissioner received 2,153 in-scope
complaints from 1 January to 30 June 2016. Family members
or representatives of people receiving care accounted for 1,272
(59 per cent) of complaints and 347 (16 per cent) were from
care recipients. The remaining 534 (25 per cent) were from

14

anonymous complainants, other interested people (such as a

friend of the care recipient) and referrals from other agencies.
Compared to the corresponding six month period in 2015, the
number of complaints has increased by 11 per cent (from 1,938
to 2,153). This may be due to the transition to an independent
Commissioner and the public becoming more aware of the
office and the support we can offer.
Most complaints, 1,746 (81 per cent), were about residential
aged care, 276 (13 per cent) were about home care packages,
114 (five per cent) were about Commonwealth Home Support
Programme and 17 (one per cent) were about flexible and
community care services.

NATIONAL UPDATE

Complaints about home care packages and the Commonwealth

Home Support Programme accounted for 18 per cent of
all complaints in 2016. This compares to 12 per cent in the
corresponding period in 2015.

The most common complaint issues for flexible care services

were about the conduct or behaviour of service staff (four),
infections and infection control (three) and lack of training, skills
and adequate qualifications of the staff (three).

The most common issues complained about for residential care

related to clinical care (267), the administration of medication
(200), continence management (178) and the choice and dignity
of the person receiving care (163).

Education

For home care services, the most commonly complained about

issues related to fees (94) and other financial concerns (55) and
communication between the service and person receiving care
(66). Commonwealth Home Support Programme complaint
issues were very similar, with fees (14), lack of communication
(13) and other financial concerns (eight) being the
most common.

The Complaints Commissioner also has an important role

in educating service providers and service users about good
complaints handling and using complaints to improve care.
If you would like to arrange for Commissioner staff
to present an information session or workshop for your
services management team or staff responsible for complaints
handling, please contact the Commissioners office at
enquiries@agedcarecomplaints.gov.au.
You can view and download the Aged Care
Complaints Commissioner Annual Report at
www.agedcarecomplaints.gov.au

15

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NATIONAL UPDATE

HOME CARE
CHANGES
The Home Care Increasing Choice Reforms to be rolled out on 27 February, 2017 herald
significant change for both providers and consumers.

hese changes, announced in the 2015-16 Federal

Budget, are designed to deliver consumer-directed
care and improve the way home care services are
delivered to older Australians giving them greater
choice and more control over who provides their care.
Consumers can now choose their service provider and change
provider if they wish to.
Home care package funding will follow the consumer, enabling
them to direct package funding to the provider of their choice.
A new consistent national approach is being rolled out to
prioritise access to home care based on urgency/need and
length of time a consumer has been waiting.
Streamlined processes will be introduced for organisations
seeking to become approved providers, whereby providers
of residential care and flexible care will be able to opt-in
to providing home care rather than going through a full
application process.
LASA was concerned that there would be issues for providers
in calculating unspent funds under the new Home Care
reforms. The Government has listened to our concerns and has
introduced an exit amount that will compensate providers for
the administrative costs associated with enabling consumers
to switch provider.
With such a short period of time to go before these changes
come into effect, LASA has entered into a contract with the
Department of Health to deliver information to Members and
their staff on the reforms.
We will continue to keep Members updated through our
fortnightly LASA eNews and our website with new information
from the Department, as well as our plans for delivering these
information modules as the work progresses.
The following information is designed to provide a high level
overview of the key changes.
For providers, the key changes are:
There will be no further allocation of home care places
via Aged Care Approval Rounds. (ACAR will continue for
residential and flexible places.)

Providers can expand services, including accepting clients

from other regions.
Funding will now follow the consumer, it moves with them
if they change providers.
Packages cannot be re-assigned to another client if a
current care recipient leaves home care, instead a cessation
date is to be submitted to DHS and the package will be
released back into the national pool.
There are new requirements about how unspent funding
needs to be reported and treated by the provider.
A new prioritisation system to manage eligible
consumers access to packages within My Aged
Care is being introduced.
The total number of home care packages at each level
continues to be capped.
Prioritisation will take into account the needs and
circumstances of consumers and the time they have been
waiting for care.
For consumers, the key changes are:
Consumers assessed and approved for home care will be
placed in a national queue.
Priority for service will be determined by ACAT assessment
and include physical, medical, social and psychological
factors as well as other considerations.
Consumers should start researching available providers
once they anticipate they will need aged care services so
they can make an informed and considered choice rather
than choose during a period of crisis.
Once consumers receive an approval letter they can
approach the providers they want to provide services
for them.
Consumers will receive a letter when they reach the top
of the queue, including details of their package, a referral
code and the date they need to enter into a home care
agreement by or their package will be withdrawn.
Factsheets on these changes are available on the Department
of Health website at: https://agedcare.health.gov.au/programs/
home-care/introduction-to-home-care-changes.

17

NATIONAL UPDATE

FUTURE OF THE
AGED CARE WORKFORCE

Sean Rooney, LASA CEO I Kay Richards, National Policy Manager I Emma Patton, National Manager Employment Relations Manager

Our aged care workforce its viability and future is something aged care providers think
about every day - from challenges in attracting and retaining staff, to contemplating the ageing
profile of our workers.

he future of our aged care workforce has been the

focus of a long-running Senate Inquiry that kicked
off before the July Federal Election and is due to
hand down its report on 28 April 2017. LASA made a
submission to the Inquiry earlier this year and gave evidence at
the Future Aged Care Workforce Inquiry in Canberra at the start
of November.
In our presentation to the Inquiry LASA attempted to lay out
some of the key workforce challenges our LASA Members
and the broader industry face.
Specifically, LASA identified three big drivers of change in the
aged care sector that all impact on the future of our workforce:
population, expectation and innovation.
Population we have reached a new normal now in terms
of the number of people in our population who are over the
age of 65, indeed, over the age of 85, and this will continue
for some decades.
Expectation older Australians have greater needs and wants
in terms of the types of care they want and services they
require, how and where those services are delivered, by whom
and when.
Innovation in terms of new technologies, models of care and
new service offerings.
In response to these drivers we strongly argued that Australias
aged care workforce will need to have the following attributes
if it is to meet the challenges of increased demand, consumer
choice, a rapidly changing marketplace and the integration of
new technologies.
Firstly, the existing workforce needs to be renewed as the
latest statistics tell us that an estimated 60% of the existing
workforce will reach retirement age over the next 15 years.
These workers not only need to be replaced, but our aged
care workforce needs to rapidly increase to meet the growing
demand for different types of services. The workforce will need
to be responsive, knowing that we have a new cohort of older

18

Australians with broader expectations of how, where and by

whom their care is delivered.
Workers will also need to be adaptive, with technology likely to
significantly impact on the type of care and services that are
delivered and the training and skills required of the workforce.
To meet these challenges, our future workforce will also need
appropriate and flexible industrial arrangements with workers
needing to be able to work across residential, home and
community based settings. They will also have to embrace new
care models and service offerings.
Our future workforce will also need to deliver an appropriately
high quality of care, with workers able to meet professional
and legislated standards as well as the duty of care and
consumer expectations.
At the Senate Inquiry, LASA joined with other sector advocates
in calling for a national strategic approach to address these
workforce challenges and for the right platform of systems,
processes, quality and people to deliver the accessible,
affordable and quality care required. We also made it clear
that consideration will need to be given to rural and regional
providers and special needs groups.
We impressed upon Senators the impact of funding cuts on our
current workforce, arguing that to successfully meet the needs
of our ageing population we need policy and funding stability.
We stressed that the latest cuts to ACFI were directly impacting
on the ability of providers to continue to deliver the levels of
care that they were previously funded for, and most providers
signalled that the cuts would lead to a reduction in staff.
As we start to map out the future of our aged care workforce,
cuts to funding like those delivered by the Government in
successive budgets and economic statements are unhelpful,
indeed counterproductive, and they will impact on the
industrys ability to attract, retain, build and grow the aged care
workforce of the future.
The Senate Inquiry is due to hand down its report on
28 April 2017.

NATIONAL UPDATE

FUNDING AND FINANCING

THE AGED CARE INDUSTRY
The 2016 Aged Care Financing Authority annual report released by the Department of Health in
August this year highlights concerns about the long-term impact of reforms that will come into
effect over the next year, as well as future capital investment into residential care.

apital investment is a critical element to the

long-term sustainability of aged service providers.
The fact remains that not everyone can afford
to pay for their own aged care, and the onus is
on Government to ensure access to the necessary services
for all ageing Australians.

Undertake a review of the Guidelines for applying for the

Higher Accommodation Supplement as a matter of urgency
with input from the peaks.

In relation to capital investment into residential care, the report

identifies that about 76,000 additional residential care places
will be needed over the next decade to meet demand, though
the greatest demand spike will occur in 10-15 years. This is
more than double the number of places that have come online
over the last decade, signalling the need for providers to
commence investment activities.

Commitment by Government to reduce red tape to

streamline the application and compliance process
for refurbishment.

ACFA believes the sector will need to knockdown and rebuild

a substantial proportion of its current stock of buildings, which
it calculates will require investment of $33 billion if just one
quarter is rebuilt at an even rate over the next decade.
However, its observations on capital investment in residential
aged care in 2014-15 compared with 2013-14 do not paint a
positive picture:
Total assets of $36.6 billion, an increase of $2.9 billion;
Total liabilities of $25.7 billion, up from $22.5 billion. This
includes $18.2 billion of accommodation deposits held by
industry;
Accommodation deposits of $18.2 billion, up from
$15.6 billion;
Net assets of $10.9 billion down from $11.2 billion.
LASA has long raised its own concerns about investment
into the sector, and continues to advocate for improved
mechanisms to attract investment to the industry, including
support by Government to facilitate greater confidence and
certainty for investors.
In our updated policy and position statements, we have
identified what needs to happen for this to occur:

Commitment by the Department of Health to meet timelines

for decisions on applications and increased transparency
and accountability to do so.

State and Local Governments be encouraged

to provide timely, transparent, robust, planning
and approval frameworks.
The building code requirements continue to be
administered by the States and be based on the Building
Code of Australia.
For home care providers, there is uncertainty ahead of the
changes to consumer directed care from February 2017, and
the merging of Commonwealth Home Support Programme
with Home Care Packages from 1 July 2018. The Government
anticipates what it describes as the rationalisation of
providers and increased involvement by the for-profit sector in
home care. For many LASA Members this will present a myriad
of new opportunities. However, our not-for-profit Members who
provide vital services to people who simply cannot afford other
options must not be further disadvantaged or left behind in an
increasingly competitive market. We need solutions that work
for everyone.
The importance of industry and Government working together
to prepare for the future could not be made clearer by this
report. LASA has already made strong inroads with the current
Government on a number of issues and will continue to lobby
for a stable policy and funding environment that supports
capital investment on your behalf through our positions
on the Aged Care Sector Committee and the National Aged
Care Alliance (NACA) and regular Departmental and
Ministerial meetings.

Abolish the national 40% concessional rate and adopt the

regional concessional rate as the trigger to qualify for the
maximum accommodation supplement.

19

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NATIONAL UPDATE

MEET OUR NEW

STATE MANAGERS
LASA has recently appointed five new State Managers who will look after our Membership
across the country. These Managers bring a wealth of experience and expertise to LASA and
they have already hit the ground running, meeting with Members and learning about their
services, listening to their issues and concerns and their ideas for building a better age
services sector.

Queensland State Manager

Kerri Lanchester
Queensland State Manager Kerri
Lanchester is well known in the aged
care industry in Queensland, having
operated at senior levels in aged care for
the past 20 years, including with LASA
Queensland. Her experience covers
the broad spectrum of age services,
including aged care, community care and
retirement living.
Phone: 07 3725 5555, Email: kerri.lanchester@qld.lasa.asn.au

New South Wales State Manager

Brendan Moore
New South Wales State Manager
Brendan Moore has extensive
experience in strategic planning, policy,
communications, business development
and program management, spending
the past decade in senior management
roles within community services, most
recently as the General Manager Policy,
Research and Information at Alzheimers
Australia NSW.
Phone: 02 9212 6922, Email: brendan.moore@nswact.lasa.asn.au

Victoria and Tasmania

State Manager
Veronica Jamison

and has held senior executive roles in both rural Victoria and
metropolitan Melbourne health services in public healthcare
and not-for-profit organisations.
Phone: 03 9805 9416, Email: veronicaj@lasavictoria.asn.au

Western Australia State Manager

Christine Allen
Western Australia State Manager
Christine Allen brings to LASA over 10
years experience in the not-for-profit
sector working with the Perth Convention
Bureau, most recently as its Managing
Director responsible for marketing
Western Australia, nationally and
internationally, as a business meeting,
conference and convention destination.
Phone: 08 9474 9200 , Email: christinea@wa.lasa.asn.au

South Australia and Northern Territory

State Manager Rosetta Rosa
South Australia and Northern Territory
State Manager Rosetta Rosa comes to
LASA from a leadership management
position at Southern Cross Care in
Adelaide, most recently to lead the
Quality and Consumer Engagement
portfolio across three key service
areas covering; Residential, Home
and Community and Retirement and
Independent Living services. Rosa takes
up her new role in mid-December 2016.

Victoria and Tasmania State Manager

Veronica Jamison has extensive senior
executive experience in public health,
aged care, community and primary
health care. Veronica has been involved
in the health sector for over 30 years

21

NATIONAL UPDATE

THE VALUE OF

A PERSONS ASSETS
The recent release of the Subsidy Principles 2016 has sparked
debate regarding the loan of a lump sum accommodation payment
to a care recipient by a third party resulting in a means tested care
fee being payable by the care recipient.

rior to 1 July 2014, there were separate tests for a

persons income and assets. Where a person was
assessed by the Department of Human Services
as eligible to pay towards the cost of their care,
they paid an income tested fee. Accommodation Bonds
were only charged in low level services or services with
extra service status for eligible persons towards the cost
of their accommodation.
The rules for charging of an accommodation bond were dealt
under Section 57 of the Aged Care Act 1997. The rules for
determining the value of a persons assets were set out in
Section 44-10 of the Act.
Under Section 44-10 of the Aged Care Act 1997 (Act No 31),
the value of an accommodation bond was excluded in the
value of a persons assets before the 1 July 2014 financing
changes. The accommodation bond exclusion for the purposes
of calculating a persons assets aligned with the Social
Securities Act 1991.
Part 3.12, Division 1, subsection 1118 of the Social Securities
Act 1991, provides a list of assets that are to be disregarded
in calculating the value of a persons assets. Item (u) in this
subsection states, as a disregarded asset, the amount of
accommodation bond balance in respect of an accommodation
bond paid by that person.
The financing changes made as a part of the 2012 reform
introduced a combined income and assets test. The intention
of the combined assets and income test for those residents
entering permanent residential aged care was to address the
issue of asset-rich, income-poor residents paying for all of their
accommodation and nothing for care; and income-rich, assetpoor residents paying for their care but not for accommodation.
These provisions assume that where a person is responsible
for their own accommodation needs in the community they
continue to accept this responsibility where possible in

22

Loula Koutrodimos
Manager Age Services
Manager Business Services

residential care. Source: the Aged Care Living Longer Living

Better Bill 2013, Explanatory Memorandum.
Amendments which commenced on 1 July 2014 repealed how
the value of a persons assets were calculated (Section 44-10).
Section 44-26A was introduced and item 5 of this section
states, If a person has paid a refundable deposit, the value
of the persons assets is taken to include the amount of the
refundable deposit balance.
As the income and assets tests were combined into a single
assessment, a greater number of people became eligible to
pay the new means tested fee.
A debate which has arisen with the release of the Subsidy
Principles 2016 is in respect to whether a lump sum payment
which is loaned to a care recipient by a third party should
count as an asset of the care recipient. If the loaned amount is
counted as an asset (as per Section 44-26(A) -5) then the care
recipient is eligible to pay a means tested care fee.
Subsection 1121 the Social Security Act 1991 refers
to encumbrances. Only the relevant sections have
been included.

1121 Effect of charge or encumbrance on

value of assets
(1) If there is a charge or encumbrance over a particular asset
of the person, the value of the asset, for the purposes of
calculating the value of the persons assets for the purposes
of this Act (other than Division 1B of Part 3.10), is to be
reduced by the value of that charge or encumbrance.
(3) S
 ubsection (1) does not apply to a charge or encumbrance
over assets that are to be disregarded under section 1118.
To read the full version of the Social Security Act 1991 in
relation to this subsection, you can find it at: http://www.austlii.
edu.au/au/legis/cth/consol_act/ssa1991186/s11.html.

NATIONAL UPDATE

Section 11 of the Social Security Act 1991 sets out assets test
definitions. The definitions of refundable deposit and refundable
deposit balance have the same meaning as in the Aged Care
Act 1997. A refundable deposit is, under the Aged Care Act
1997, a collective term for refundable accommodation deposits
and refundable accommodation contributions.
Section 11 of the Social Security Act 1991 provides definitions
of assets. To view the definitions see http://www.austlii.edu.au/
au/legis/cth/consol_act/ssa1991186/s11.html. The pertinent
detail here for approved providers is the explanation
which states:
Explanations
(3AA) T
 o avoid doubt, a refundable deposit balance in respect
of a refundable deposit paid by a person is taken to be an
asset of the person.
(3B) To avoid doubt, an accommodation bond balance in
respect of an accommodation bond paid by a person is
taken to be an asset of the person.

The non relevant sections from the above definitions have

been removed for succinctness. The full Act can viewed at
http://www.austlii.edu.au/au/legis/cth/consol_act/ssa1991186/
s11.html
To align both the Aged Care Act 1997 and the Social Security
Act 1991, subsection 11(3AA) of the Social Security Act 1991
provides that a refundable deposit balance in respect of a
refundable deposit paid by a person is taken to be an asset of
the person for the purposes of the Social Security Act 1991.
As the Social Security Act 1991 has been aligned with the
Aged Care Act 1997, it would appear that a lump sum paid
by the care recipient, whether or not loaned, is considered an
asset of the care recipient.
The effect of this to the care recipient is that when a lump
sum is included as an asset for the purposes of the combined
income and assets test, the care recipient will most likely pay
a means tested care fee.

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NATIONAL UPDATE

AGED CARE
INDEXATION
Loula Koutrodimos
Manager Age Services I Manager Business Services

Significant changes to the Age Pension are to commence on 1 January 2017, notably to the
assets test used to determine eligibility for the pension, and the amount of pension a person
receives. These changes will have consequences for providers of age services.

ge care providers will need to familiarise themselves

with how these changes affect their services,
particularly across a number of supplements,
the means tested and income tested care fees,
and standard resident contribution (basic daily fee).
Other changes of note are those proposed to the current
indexation formula and an indexation freeze which is due
to commence on 1 July 2017.

Aged Care Indexation and the

Age Pension
Eligibility rules for the Age Pension
Individuals applying for the pension must satisfy the Age
Pension income test and the Age Pension assets test in
order to qualify for a full or part pension. The amount of
Age Pension received is based on the test (income or
assets) that delivers the lowest amount of Age Pension
entitlement. An individual who fails either the income
or the assets test is ineligible to receive the Age Pension.
Age Pension Assets Test
Lower threshold
The lower threshold of the Age Pension assets test (the
asset free threshold) entitles an individual to a full pension.
This lower threshold is indexed by CPI on 1 July annually.
Upper threshold
The upper threshold of the Age Pension assets test
however, is indexed three times per year in March, July and
September. The reason for the tri-annual indexation is due
to the fact that the Age Pension is indexed six monthly in
March and September. The upper threshold is the limit that
determines an individuals eligibility to a part pension.

Age Pension Income Test

Lower threshold
The lower threshold of the Age Pension income test
is the limit that entitles an individual to a full Age Pension.
The lower threshold is indexed by CPI on 1 July annually.
Upper threshold
The upper threshold of the of the income test is indexed
three times per year in March, July and September.
The reason for the tri-annual indexation is due to the fact
that the Age Pension is indexed six monthly in March and
September. The upper threshold is the limit that determines
an individuals eligibility to a part pension
Care recipients who enter permanent residential aged
care have the option to complete a combined income and
assets assessment. The combined income and assets
assessment is then used to determine whether the care
recipient is eligible to pay either a means tested care fee
(MTF) or an accommodation contribution. Both the MTF
and the accommodation contribution are reviewed quarterly
January, March, July and September in line with the
threshold adjustments.
Pension payments
The rate of Age Pension payment is adjusted twice a year
in March and September. The current indexation formula
for adjusting the pension amount is based on the highest
Consumer Price Index (CPI), Male Average Weekly Total
Earnings (MWATE) and Pensioner and Beneficiary Living
Cost Index increases (PBLCI). The PBLCI is designed to
index base pension rates when the living cost index is higher
than CPI.
Care recipients who are full or part pensioners have their
basic daily fee adjusted twice annually in March and
September in line with the pension change adjustments.

25

NATIONAL UPDATE

Current pension indexation method

The current indexation method is by determining
the greater of the movement in the CPI or the PBLCI.
The CPI and PBLCI are then compared against a
percentage of the MTAWE.

Proposed indexation methods to

commence 1 January 2017
The proposed indexation method to commence on
1 January 2017 removes the MTAWE and PBCLI measures.
This only leaves CPI indexation. The result of this change
curbs the rate of pension growth.

Impacts of the proposed

1 January changes
The impact resulting from the 1 January 2017 changes
means that pensioners receive a lower payment over time
due to the lower growth rate in payment.
The lower payments also impact the pension means tests.
Fewer people will qualify for a payment under the income
and assets tests over time.
The proposed changes to indexation will result in an end
to real increases in pension rates, but will maintain the real
value of the payments over time.

Proposed changes 1 July 2017

of a certain value are earning a set rate of income,

regardless of the amount of income actually earned.
The main types of financial investments to which deeming
rules apply are: bank, building society and credit union
accounts and term deposits; managed investments,
loans and debentures; and listed shares and securities.
The thresholds at which the higher deeming rate begins to
apply are indexed in line with the CPI in July each year while
the deemed income rate is determined by the Minister for
Social Services.
The proposed measures will reduce the amount of assets
to which the lower deeming rate applies to 1996 levels
$30,000 for single persons and $50,000 for couples. The
effect of the proposed measures will increase the amount of
income included in the income test for pensions and mean
more people will receive a part-rate pension and some will
lose eligibility for a pension altogether.

Aged Care Recipients

The Aged Care Act 1997 provides that the Minister may,
by legislative instrument (a determination), index the amount
of payments in line with the changes to the consumer price
index (CPI), in addition to increasing the value of caps
and thresholds in line with the Age Pension. Age Care
Determinations issued by the Minister provide for indexation
of amounts in relation to the following:
the respite supplement

Annual CPI indexation on income and assets thresholds is

proposed to be frozen for three years commencing 1 July
2017. These thresholds include:

the caps which limit the amount of means tested and

income tested care fees payable by care recipients

Income free areas the amount of income a person

can earn before their payment begins to be reduced;

the asset thresholds at which different taper rates apply

in the asset test

Assets test limits the maximum value of assets

a person can have before losing qualification for
a payment;

the accommodation supplement, and

Payment limits or cap the maximum amount a person is

entitled to claim.
Effectively, the freeze on the above thresholds means that
there will be lower rates of payments to people whose
earnings or assets increase beyond the qualifying criteria
as well as from less people being eligible for the various
affected payments.

Reducing the deemed income thresholds

for the pension assets test
Deeming is used to assess income from financial
investments. Deeming assumes that financial investments

26

the cap on the value of the former principal residence

the income thresholds at which the different caps on the

income tested care fees in home care apply.
Additionally, the Aged Care Act 1997 at Division 52C-4 sets
out the standard resident contribution (basic daily fee) as:
(a) the amount determined by the Minister by legislative
instrument, or
(b) if not amount is determined under paragraph (a) for the
care recipient the amount obtained by rounding down
to the nearest cent the amount equal to 85% of the basic
Age Pension amount (worked out on a per day basis).
The basic daily fee (BDF) is indexed twice a year March
and September in line with the pension indexation.

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OUT AND ABOUT

OUT AND ABOUT IN

NSW AND ACT
Since joining LASA in late October, new State Manager Brendan Moore has been meeting
LASA stakeholders from a broad cross section of industries and fields. Brendan has also been
busy getting out and about across NSW and ACT meeting LASA Members, learning about their
business and understanding how LASA can continue serving Members well.

o far, Brendan has met with Members in Canberra,

Southern Highlands and across Sydney with further
visits planned before the end of the year to Members
in the Blue Mountains and the wider Sydney basin.
There are a lot of Members in NSW and ACT to visit. However,
Brendan says he hopes to have met all the Members by the
end of NSW Conference in May 2017.

Brendan Moore, NSW State Manager, with Matt Fisher, Director of Greengate.

In addition to Members, Brendan has represented LASA

at the NSW State Office of the Department of Health Aged
Care Liaison Group meeting. Key issues of concern for
LASA members that Brendan raised include: the ACFI cuts,
ongoing issues with MyAgedCare and client assessment
and flow through, the payment system, and the upcoming
changes to Home Care Packages in February 2017.
Affiliates are also key partners for LASA and its Members.
In the first couple of weeks in the role of State Manager,
Brendan has met with AON, Marsh & McLennan Companies
and TressCox Lawyers.
LASA really values its Affiliates and the mutual benefit
that they, our Members and we get from our ongoing
relationships. Keeping our existing Affiliates and bringing on
new corporate support is vitally important in helping LASA
better meet the needs of our Members, Brendan said.
Other key stakeholders Brendan has met with include:
HealthDirect Australia (operators of MyAgedCare), Aged
Care Channel, Arts Health Institute, the NSW Planning
Department regarding residential aged care and retirement
village development approvals and consents, Home
Modifications Australia and the Insight Partnership
consultants. Brendan also met with the Macquarie University
Centre for Health Economics for a briefing on the Adult
Social Care Outcomes Tool that a LASA Member,
The Whiddon Group, has been at the forefront of
developing and implementing in Australia.
Brendan had the pleasure of attending the Alzheimers
Australia NSW regular event at NSW Parliament House
where they launched a body of research on dementia
and driving.

28

I used to organise and MC these events so it was nice to sit

in the back row and enjoy the fine morning tea and talk to a
few NSW MPs about LASA and what we do, Brendan said.
Driving is a really emotive issue and stopping driving due to
dementia is a very fraught issue with people felling like they
have lost a limb, experience social isolation, or even have
suicidal ideation.
It is also a difficult public policy area where the greater
public safety has to be considered. For any Members who
may have clients and carers who are worried about this
transition, an excellent resource was produced by the NRMA
and Alzheimers Australia NSW, Brendan said.
This useful resource can be found at: https://nsw.
fightdementia.org.au/files/NSW-Staying-on-the-move-withdementia-booklet.pdf
Brendan will continue to engage with LASA members
throughout NSW & ACT to enquire about a Member
visit please email reception@nswact.lasa.asn.au.

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a rich and diverse daily life. The Eden Alternative provides
operators and organisations a framework for client centred
outcomes which are long lasting and evidence based.
We offer a number of group education and workshop options in
a consumer directed framework of change.
These include:
Certified Eden Associate Training
Reframing Dementia for care partner teams
Dementia Beyond Drugs
Open Hearts, Open Minds
Home Heroes in Community
Domains of Wellbeing
Eden Registry Membership
Eden Consulting and Mentoring Services

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30

See website for education sessions in 2017:

Australia
Melbourne 28th to 30th March
Sydney 2nd 4th May
Perth 14th to 16th June
New Zealand
Auckland 21st to 23rd March
Wellington 25th 27th July
Challenge community expectations through
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OUT AND ABOUT

QLDS REGIONAL FORUMS

PART OF OUR COMMITMENT TO
DELIVERING ON THE PROMISE

Successful member engagement requires ongoing opportunities for members to engage.

For our Brisbane office, a key mechanism to do this is through our quarterly regional forums.

ur Brisbane Member Advisers have recently hit the

highways to hear from our Queensland Members to
ensure local and regional issues are discussed and
relationships are strengthened all in an effort to fulfil
our commitment to stronger advocacy.
In the last four weeks, I have had the pleasure of supporting
our Member Advisers, Steve Powell, Chris Edith and Vicky
Boyd as they have attended ten regional forums covering
10600kms of our glorious and diverse State of Queensland.
Regional forums allow opportunities for active engagement
which assists us in our advocacy and influence role.
Members interact and share their concerns, pervasive
challenges, successes and thoughts with their regional
colleagues and LASA team members.
Balancing the differing needs between residential, home
care and retirement living/seniors housing providers, the
key is ensuring that content is relevant so that these forums
value add to the participants day. Members share their
knowledge and daily experience, and our Queensland
Member Advisers provide members with insight and
commentary on key issues.
In this round of forum, we had robust conversations about
the ACFI cuts, updates on the Queensland based research
project that is modelling the impact of the July 16 and
January 17 changes on the residential sector. We also
talked about workforce planning for staff recruitment and
retention, including seasonal workers in rural and remote
areas. There was discussion about the Living Longer Living
Better Review, the impact of the My Aged Care online
referrals and the Home Care Package claiming debacle

(with one member

reporting they are
still owed over
$1.2 million
in home care
subsidies).
Members also
talked about
the emerging
Jane Davies, Regional Manager Home Care
difficulties they
Services, KinCare; Chris Edith, Member
are encountering
Services, LASA; Cathy McCann Services
with clauses
Manager, Liberty Community Connect and
in brokerage
Lyn Pascoe and Melissa Flaherty from Liberty
agreements that
are intended to restrict trade but seem in principle to be in
conflict with
the intent of the Increasing Choice in Home Care measure.
The Queensland Regional Forums not only value add
for the Queensland members, but just as importantly,
to the Brisbane office staff. Each quarter we are invited
into a new community within the region and are afforded
the opportunity to be a guest in a Members residential
facility, housing complex or office along with their regional
colleagues. It is through such experiences that we continue
to strengthen our relationships with our Members and learn
about their unique needs.
We would like to thank our Members for their hospitality this
past year and their ongoing belief in the role of LASA and
the value of the quarterly regional forums. We look forward
to working with you all 2017.

31

OUT AND ABOUT

OUT AND ABOUT WITH

VICTORIAN MEMBERS
LASAs Victorian State Manager has been traversing the state since she took up her new role
meeting members and hearing first-hand about their successes and concerns.

ew State Manager Veronica Jamison recently had the

privilege of meeting several Victorian members faceto-face.

Our Members should be very proud of the care

they are providing, sometimes with very limited resources,
Ms Jamison said.

Multicultural Aged Care Services, Geelong; Nagambie

Healthcare; SAI Home Care Frankston; Serene Brook; South
West Health; Sunnyside; Violet Town Bush Nursing Centre.
A highlight was visiting Elmhurst Bush Nursing Centre who
are celebrating their 100th anniversary this year.

The one common theme across the industry in Victoria is

people being collaborative and sharing information as they
strive for excellence in the delivery of care and services.

Bush Nursing Centres have a long and proud history in

Victoria. They were originally set up in rural communities
that could raise enough money to employ a nurse,
Ms Jamison said.

I was just so impressed with the innovative ways providers

are responding to the changing needs of people in
aged care.

They provide important services to rural Victorians close

to home, contributing strongly to older peoples sense of
security and belonging in their own community.

Ms Jamison has so far visited East Wimmera Health Service;

Echuca Villages; Euroa Health Inc.; Elm Living; Elmhurst
Bush Nursing Centre; Jewish Care; Lorne Hospital; Lyndoch
Living; Macedon Ranges Health; Maryville Nursing Home;

Ms Jamison will continue to engage with LASA members

throughout Victoria to enquire about a member visit please
email veronicaj@lasavictoria.asn.au

Charlton Medicals Jenny Watts and Dr Stephen Webb

with East Wimmera Health Service CEO Kathy Huett.

32

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OUT AND ABOUT

OUT AND ABOUT

IN WA
Western Australian age services providers and Affiliates were given a taste of the recent
National Congress with a selection of speakers and presentations delivered at the
National Congress Roadshow in Perth on 17 November.

he days event covered a range of topics, attracting

residential, home care and retirement living providers.

the industrys perspective to allow the industry to meet the

demands of our ageing population.

LASA CEO Sean Rooney attended to give delegates

a national update where he outlined recent
discussions with Parliamentarians on the proposed cuts
to the Aged Care Funding Instrument.

He highlighted his concerns for vulnerable groups such as

the homeless, Indigenous and LGBTI communities and said
he was committed to ensuring there was appropriate and
sufficient levels of care available as they age.

He told the audience we are only as strong as our

Membership and encouraged Members to actively
contribute to the ongoing discussion and policy direction
by joining the new LASA WA Member Advisory Group.

Minister Wyatt said that he was enjoying partnering with

LASA as the Government and the sector gear up for
significant changes.

Members were also encouraged to participate throughout

the sessions and many voiced their concerns over ACFI
and other complex aged care issues.
Federal Minister, Ken Wyatt AM MP, provided the closing
address for the day which was warmly received.
He discussed a range of issues with the audience, including
changes to the Aged Care Funding Instrument, workforce
issues, Aged Care Reform and the Aged Care Roadmap.
Minister Wyatt told the audience that he plans to meet
and engage with a variety of providers early next year to
discuss the Aged Care Roadmap and more fully understand

He also discussed the need for ACFI to be overhauled to

more accurately reflect the significant differences of rural
and remote residential care providers in comparison to
metropolitan and regional providers.
Western Australias newly appointed State Manager,
Christine Allen, hit the ground running hosting the Roadshow
and meeting Members and Affiliates as well as other age
services providers.
Christine told the audience she was delighted to be joining
the aged care industry and hoped to bring a collaborative
approach and a fresh perspective to some of the complex
challenges facing the sector.

Christine Allen, LASA State Manager WA, The Hon. Ken Wyatt MP,
Assistant Minister for Health and Aged Care, Sean Rooney, CEO LASA.

35

YOUR MEMBERSHIP

Protect
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Revenue
Position

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need to act now to protect their margins.
Engage the Health Metrics Advisory Team (HAT) to assist you with
preparation for the future. As a leading provider of consulting services
to the industry, a HAT consultant will meet with you to develop protection
and other strategies in the light of recent changes.
Revenue Protection
Validation
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36

YOUR MEMBERSHIP

OUR LASA
MEMBERSHIP OFFER
LASAs promise to Members was that through unification we would better service your needs
as a national peak body, providing stronger advocacy in a time of unprecedented change,
access to support and services to all Members without any jurisdictional borders,
and enhanced value for money in the way we provide our advocacy, support and services.

n 1 July 2016, LASA unified its operations to become a

single membership based peak body, LASA Ltd.

We have been designing and refining the Delivering on

our promise to Members and we are now proposing a
suite of services and support which we believe align with the
needs and expectations you have told us you want.

Our value proposition

A LASA membership enables you to:
Make informed decisions We provide Members with insight
and intelligence into the key issues for the age services
industry, and help you understand and interpret what this
means for you
Respond to change Our Members access LASA expertise,
advice, services and events that support you, your staff and
your business to navigate change and ensure sustainability

Improved access for Members to valuable information,

services and support.
Better value for money by meeting the needs of Members
more efficiently and effectively.

Our Strategic Objectives

Our vision
Our vision is to create a high performing, respected, sustainable
aged services industry delivering affordable, accessible, quality
care and services for older Australians.
Our purpose
We represent our Members by advocating their views on issues
of importance and we support our Members by providing
information, services and events that improve their performance
and sustainability.

Have your say We engage our Members on issues of

importance and give voice to your views in order to lead our
industry and influence decisions that affect you

LASA Member and Support Services

Realise value for money We deliver services to our

Members efficiently and effectively, and provide access to
further discounts for services and events ensuring you get
great value for money from your membership.

Advocacy and influence As the age services industrys

peak body, advocacy and influencing is core to LASAs service
offering. Our advocacy activities influence policies, programs
and practices that impact Members and the wider industry.
Through active engagement we provide a platform for LASA
Members to bring their views to Government and stakeholders
on issues of importance. We engage our Members through a
range of LASA Committees, through Member regional forums
and our new state-based Member Advisory committees.

A unified peak body

LASA believes in the value of a strong national organisation
representing and supporting our Members across residential
care, community care and retirement living.
While separate state bodies are our history, our future is a
nationally strong and locally relevant organisation that is better
equipped to meet the needs of our Members.
A nationally unified, locally relevant and high performing peak
body dedicated to delivering value to our Members has three
key benefits:
A stronger and more influential voice on issues of importance
for Members

The following services are all part of LASA membership:

Industry news and information Through LASAs news and

updates services, Members are provided timely, relevant and
accurate industry information. LASAs team of experts are able
to interpret information to ensure that Members are across the
latest industry news and changes that directly affect them.
Advisory and support LASA provides expert advisory
services to all Members. Through your membership you will
have access to LASAs industry expert over the phone or online
to assist you in addressing compliance, policy, legal, HR and

37

YOUR MEMBERSHIP

business management issues. LASA also leverages our Affiliate

expertise to ensure Members receive further, high quality
technical advice, support and services.

relations, human resources, and financial management. Our

team of experts will help ensure your organisation is high
performing and sustainable.

Exclusive access The products and services included in

Exclusive Access provide extra value to LASAs Members.
Exclusive access includes Member-only purchasing discounts
on third-party provided products and services, discounts on
LASA services and events, and access to our online services
directory connecting the needs of LASA Member to the products
and services of LASA Affiliates.

Conferences and events Our conferences and events

provide you with access to industry information, networking
opportunities and trade exposure. Our Members have exclusive
access to event discounts and early bird prices. Events include
National Conferences, State Conferences, forums, seminars
and webinars.

Members will also be able to access additional LASA service

offerings at discounted rates in 2017-18, these will include:

Workplace support Our workplace support services provide

your organisation with resources, advice and support to help
you deliver effective and quality services to older Australians.
Included in these services are workplace resources and
manuals, mentoring and secondment opportunities.

Workforce training and development Through our workforce

training and development services we ensure your staff have the
skills and accreditation required to deliver effective and quality
care to older Australians. Included in this service is accredited
and non-accredited training, professional development, learning
and workshops delivered by industry experts.

Business services To ensure your organisation operates

efficiently we provide a range of business administration services
so you can focus on what you do best meeting the needs
of your clients and residents. The business services we can
help you with include payroll processing, client billing and
employee relations.

Industry consultancy services We provide consultancy

services in a range of specialist areas such as business
administration, clinical, accreditation, compliance, employee

If you are interested in renewing your LASA Membership,

or becoming a new LASA Member, please contact our
Membership team.

Additional LASA Service Offerings

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38

CAPITAL
DEVELOPMENT
FEASIBILITY

COMPUTER SOFTWARE

| TECHNOLOGY

HELPING TO TURN YOUR VISIONS INTO

AGED CARE & SENIOR ACCOMMODATION
THAT YOUR RESIDENTS & STAFF WILL
VALUE FOR DECADES TO COME

A SUCCESSFUL
DEVELOPMENT
REQUIRES AN
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YOUR MARKET, THE
SERVICES MODELS
REQUIRED TO MEET
YOUR MISSION
AND THE BUILT
FORM REQUIRED
TO DELIVER IT

1. MARKET

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Competitor Analysis

Care Needs

Financial Performance

Current
Projected

Demographic Analysis
Age

Property trends
Wealth
Geography
Culture

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Physical
Spiritual
Special Needs

Care Services
Care
Hotel Services
Activities
Technology

Feasibility
Capital Requirements
RAD/DAP Schedules

Scenario/Risk Analysis

Facility Design
Scale
Configuration
Layout
Efficiency

39

EMPLOYMENT RELATIONS

MODERN AWARD
REVIEW PROCESS

WHERE ARE WE UP TO?

LASA is currently engaging in the modern award review
proceedings for employers in the aged care industry.

ur engagement includes direct participation in award

review proceedings, conferences, lodging variation
submissions and opposing applications that will
create new, additional and unnecessary costs or
administrative workload for employers.
Below is a brief summary of the applications we are current
participating in, and keeping a keen watch on.
If a Member is interested in knowing more about the modern
award proceedings or have a concern with regards to
specific proceedings that you would like LASA to engage in,
please contact the LASA Employment Relations team
at employmentrelations@nswact.lasa.asn.au.

Emma Patton
National Manager I Employment Relations

Award Flexibility
Time off instead of payment for overtime (or commonly called
time off in lieu (TOIL)) provisions have been inserted into a
number of modern awards (including the Aged Care Award
2010 and the Health Professionals and Support Services
Award 2010), with a model TOIL likely to be included in most
modern awards by the end of these proceedings. The new term
creates an obligation on the employer and employee to create
a separate agreement for each pay period in which overtime
worked is subject to time off instead of pay.
The SCHCDS Award remains part of ongoing proceedings
with this matter listed for hearing on 5 December 2016.

Members are reminded these proceedings will impact the way

you do business. This impact is irrespective of whether you
operate under a modern award or an enterprise agreement.
We encourage you to keep in contact with the LASA
Employment Relations team to ensure compliance with
any changes introduced as a result of these proceedings.

Members are advised to review their procedures when managing

TOIL to ensure compliance with the new award terms.

Casual and Part time Employment

The new terms include the ability for an employee to request to

cash out annual leave, the right for an employer to request an
employee take an excessive annual leave balance or an employee
to request to take leave due to an excessive leave balance, an
option for the employer to pay annual leave as per the usual pay
cycle and the option for an employer and employee to agree to an
employee taking annual leave in advance.

The Australian Council of Trade Unions (ACTU) lodged an

application to vary all modern awards to include terms that allow a
casual employee to request conversion to permanent employment
after a period of six months; minimum engagement of employment
for part time and casual employees of four hours; for service of a
casual prior to conversion to be counted as part of the employees
continuous service (in line with a recent decision of the FWC) and
a prohibition of the engagement of additional part time or casual
employees before the hours are offered to existing employees.
In addition to these proceedings, specific applications were
submitted by interested parties to amend the Social, Community,
Home Care and Disability Services Industry State Award 2010
(SCHCDS Award) with regards to part time employment and
rosters. Final submissions in relation to these proceedings in the
SCHCDS Award were due by 30 September 2016, with a hearing
set for Monday 28 November 2016.

40

Annual Leave
New annual leave entitlements have been inserted in all
modern awards.

Members are advised to review their procedures with regards

to annual leave entitlements to ensure compliance with the new
award terms.

Payment of Wages on Termination

The FWC sought submissions from interested parties on their
proposal to insert a new model term in all modern awards with
regards to the payment of wages on termination.
Specifically, the model term requires an employer to pay all
amounts that are due on termination within seven days after the
employees last day of employment; or on the next normal pay day.

LASA does not oppose the insertion of the model term as

proposed by the FWC. A hearing for this matter was held
on 21 October 2016 and we await the decision of the FWC.

Family Friendly Measures

Parental Leave Clause
The ACTU has sought to amend all modern awards to include
a new Parental Leave clause allowing an employee returning
from parental leave a right to return to part time work or on
reduced hours. Included in the ACTU draft determination for all
modern awards is the right for an employee who has changed
their work arrangements in accordance with the new clause, to
revert to the position and/or working arrangements they held
prior to taking parental leave, up to two years from the date of
birth or placement of the child. The proposed new clause also
includes a new entitlement to 15.2 hours of paid leave for the
purpose of attending appointments such as antenatal, fertility
treatment, and pre-adoption appointments.
This matter is listed for hearing in the second half of 2017.

Family and Domestic Violence

The ACTU has sought to amend all modern awards and include
a new term providing all employees (including casuals) the right
to access ten days paid leave to assist them manage matters
relating family and domestic violence.
This claim has created significant discussion across employers
and unions, with employer parties submitting that this issue
is a social issue that Government should respond to through
appropriate policies and not an issue for employers and
workplaces to respond to through new terms in modern awards.
This matter is listed for hearing from 14 November with closing
submissions to be heard on 1 2 December 2016.

Individual Award Proceedings

(relevant to the aged care industry)
Revised Exposure Drafts where published for both the Health
Professionals and Support Services Award 2010 and Nurses
Award 2010 (Group 2 awards) on 31 October 2016 with a Mention
and Directions hearing held on Wednesday 23 November 2016.
Parties to the Group 4 awards, the Aged Care Award 2010
Social, Community and Home Care and Disability Services
Award 2010 are currently engaged in conferences in an
attempt to minimise and narrow the scope of claims that may
go to a hearing before the Full Bench.

Enware CARE600
Providing independence, safety
and dignity for users and carers
Free Standing Increased Height Ifo WC
Pressalit Sign Toilet Seat
Raised Flush Button
Support Arms

Both awards were listed for Mention on 21 November 2016

with Directions agreed between the parties.
Parties expect applications for the above awards to be listed
for hearing in the second half of 2017. LASA will continue to
participate in these award proceedings and liaise with Members
regarding our applications and responses to proposed variations.

Designed for practical space saving, arms

can be individually raised to facilitate full
access, integrated nurse call available.

Members are strongly encouraged to get in contact with

the LASA Employment Relations team should you have any
questions about the modern award review proceedings, our
engagement in these proceedings or would like to provide
feedback and opinion on proceedings currently underway.

41

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42

EMPLOYMENT RELATIONS

ENTERPRISE BARGAINING

WHAT TO CONSIDER BEFORE YOU START

Emma Patton
National Manager I Employment Relations

The LASA Employment Relations team recommends, when Members are exploring whether to
engage in enterprise bargaining, to consider a number of issues this articles identifies a few.

he type of question a Member may ask include

seeking advice about an upcoming bargain, an
agreement already in place or from a Member under
the modern award system who is considering moving
to an enterprise agreement or has been asked by a union to
commence bargaining.

once an agreement is in place it is very difficult to terminate

should an employer at some stage over time prefer to
operate under the modern award system,

As staff costs represent approximately 85% of the total costs

of aged care, the outcome of a bargain can be too costly not
to get it right. With this, and where a Member is considering
developing and implementing an agreement, our question to
our Member is simple, yet rarely answered with confidence
why?

rarely do agreements go backwards with regards to

entitlements and wages,

Why do you want an agreement?

Why do you need an agreement?
What do you hope to achieve by introducing an agreement?
Generally, a Member will answer the why question with
either or both of these reasons; they need an agreement
because they feel restricted by the terms and conditions of the
modern award they are operating under, or other aged care
providers have an agreement in place and they want to remain
competitive. The reasoning behind those responses are a fair
reply to the question, an agreement can assist with attraction
and retention of staff and assist an employer keep pace with
other employers in the industry. Also, an agreement can enable
an employer to change elements of a modern award that do
not fit the way they do, or want to do, business with their
clients and employees.
However, there are a number of other factors that should part
of an assessment when deciding whether to develop and
introduce an agreement.
Specifically, an employer should be aware that:
bargaining involves good faith bargaining and engaging
with union parties and/or possible other persons and
employees who choose to be represented during a bargain
throughout the negotiation,

an agreement is likely to require continued renegotiations

each time it expires and union parties agitate on behalf of
their members for renewal of the agreement,

in order to modify and remove award terms and conditions

they must be bought out in an agreement, every employee
must be better off overall by the agreement, which means
an employer must be willing to offer more than what an
employee currently receives under a modern award, and
finally but not lastly,
commencing a bargaining period opens an employer to the
ability for a union to engage in protected industrial action.
Enterprise bargaining also offers a range of opportunities
for an employer. An agreement can:
allow an employer to amend/modify/remove terms and
conditions otherwise applicable under a modern award,
to develop and include classification and position
description titles as developed by the business,
create career paths and recognition of positions otherwise
not included in a modern award,
create positive engagement opportunities with staff
and evidence commitment to staff representation and
consultative committees by including such clauses
in an agreement,
enable an employer to develop language in an agreement
that identifies with that employers mission, values, and
objectives,
offer security, by fixing the wages and terms and conditions
in an agreement, an employer is less impacted by modern
award review proceedings, national wage case outcomes
and other proceedings that may influence terms and
conditions for award system employers, and finally,
but not lastly,

43

EMPLOYMENT RELATIONS

assist an employer develop terms and conditions that

their workforce seek, improving attraction and retention
of current and potential staff.
Members are reminded that the above points are detailed for
consideration and not a position to, or not to, bargain. Each
employer should, prior to bargaining (whether that be for
the first time, or a renewal process) ponder their why and
consider what they want to achieve in their bargain.

We recommend you set your bargaining objectives, consider

your bargaining framework and go into a bargain prepared.
We also remind Members that while LASA engages in
bargaining, and interprets agreements for members, we
also offer a range of bargaining and preparation assistance,
including reviewing and comparing agreements and wages
tables, researching clause wordings and innovative inclusions
in approved agreements in and outside the aged care industry
and highlighting options available to Members depending on
their current bargaining status/progress.

LASA Office Hours over Christmas and New Year Period

All LASA Offices will close from 2.00pm on Friday 23 December 2016 and re-open at 9.00am on
Tuesday 3 January 2017. We wish all Members a Merry Christmas and look forward to working with
you in 2017.

44

CONGRESS

CONGRESS 2016 IMAGINING

AGE SERVICES
NO BORDERS, NO BOUNDARIES

LASAs 2016 National Congress theme Imagining age services: no borders, no boundaries
looked at innovative ways of building a more sustainable aged care industry to meet the everincreasing demand for care and services.

ver three days, an audience of 1156 attendees heard

from thought and practice leaders about how aged
care providers are innovating and adapting to the
reforms occurring right across the industry.

For the first time in Congress history, LASA hosted a facilitated

discussion between Federal Aged Care Minister Sussan Ley,
Shadow Assistant Minister for Ageing Senator Helen Polley,
and Australian Greens Senator Rachel Siewert.
This debate came at a critical time for age services, as the
Federal Government enters into a legislated Review of the
Living Longer, Living Better reforms and prepares for the
implementation of home care reforms in February 2017.

Congress was also very fortunate to hear directly from

David Tune AO PSM, who is leading the Living Longer,
Living Better Review.
The Congress program of over 80 speakers gave a real insight
into the ways in which providers are pushing boundaries to
deliver innovation in aged care, including:
RedUSe more than 150 Australian residential care
facilities have reported a significant reduction in the use
of antipsychotics and benzodiazepines as a result of this
University of Tasmania quality improvement project.
Homes that Fit an intergenerational housing project
in Finland giving young people affordable housing in a
Helsinki seniors home, in return for spending time with
their elderly neighbours.
MySupportBroker a disruptive UK model that is using
peer review and technology to put customers in control
of their care.
Nightingale Hammerson where 80 per cent of residents
have dementia (including 30 per cent in the advanced
stages), this UK service has revolutionised its workforce
to become a centre of global excellence in dementia care
Orange Sky Laundry a free mobile service for homeless
people has washed more than 265,000kg of laundry since
2014 and now has 620 volunteers.
The sheer depth and breadth of this years Congress
presentations was a reminder that ageing is not just an issue
for seniors, aged care providers and government it is an issue
of national importance for all Australians.
Following the success of this years event, National Congress
will return to the Gold Coast Convention and Exhibition Centre
from 15-18 October 2017, with an expanded offering for a
growing aged care industry.
The LASA National Congress 2017 call for abstracts will open
on 1 February and close on 5 April 2017, with further details
to come at www.lasacongress.asn.au.

David Tune AO PSM (Chair of the Aged Care Sector Committee) and
Dr Margot McCarthy (Deputy Secretary, Ageing & Aged Care Group,
Department of Health) with MC Tracey Spicer.

45

CONGRESS

CONGRESS

46

CONGRESS

2016

Imagining
Age
Services

SAVE THE DATE

Queensland state conference 29-31 March 2017
NSW state conference
25-26 May 2017
National Congress
15-18 October 2017
47

LASA National
Congress

2017

1518 OCTOBER 2017, GOLD COAST

SEE YOU
BACK HERE
IN 2017!

Sponsorship & exhibition

opportunities now available

Call for abstracts open

1 February 2017

Program live & registration open

7 June 2017

P: 02 6230 1676
E: events@lasa.asn.au

Abstract submissions close

5 April 2017

Early bird registration close

6 September 2017

48

www.lasacongress.asn.au

HEALTH AND WELLBEING

NEW DIABETES
MANAGEMENT RESOURCES
FOR AGED CARE FACILITIES

One third of Australian aged care residents are likely to have diabetes. These residents may
have lived with the condition for many years, they may have complications and comorbidities.
Care is often complex and needs change over time.

he National Diabetes Services Scheme (NDSS) Older

People with Diabetes Program has developed a suite
of resources to assist residential aged care provider
staff support their residents who have diabetes.

The Diabetes management in aged care: a practical

handbook (second edition) is an updated version of the
original resource developed in 2012. The updated version
contains Fast facts on all topics that are aimed at care
staff and then More details sections with more
information for Registered Nurses, Enrolled Nurses
and care staff wanting more knowledge. The
handbook covers the basics of diabetes, blood
glucose monitoring, hypoglycaemia, hyperglycaemia,
sick day management, medications, complications
and daily care of people who live with diabetes.
The handbook can be used to help address gaps
identified in the Audit checklist.

Thomas, NDSS Priority Leader, Older People with Diabetes

at cthomas@diabetestas.org.au
All people with any type of diabetes continue to be eligible
to register with the NDSS and by doing so they can have
access to support services and products. For information
about registration or recent changes to the NDSS contact
the NDSS Infoline 1300 136 588.

The Diabetes management in aged care: fast facts

for care workers is a booklet of quick reference
sheets that aim to give care staff basic information
on aspects of diabetes and diabetes management.
They are very visual and easy to understand and
cover all the topics included in the handbook. This
booklet is a great resource for care staff in the
community as well as those working in aged care.
A series of three fast fact posters have also been
developed from the fast facts booklet. They are
signs and symptoms of diabetes, hypoglycaemia
and hyperglycaemia. The posters can be used
in residential aged care facilities to raise awareness
of diabetes within the facilities.
The resources are online at ndss.com.au/healthprofessionals-resources and hard copies can
be ordered by calling the NDSS Infoline
1300 136 588.
For more information about the NDSS Older
People with Diabetes Program contact Caroline

49

HEALTH AND WELLBEING

ADVANCED CARE PLANNING

The death most people want bears little resemblance to the way their life actually ends 70 per
cent of Australians say they would prefer to die at home but in reality 86 per cent die in hospital
or residential aged care.

he Grattan Institute report Dying Well suggests that

Australians avoid discussing death and end-of-life
care. The report recommends the adoption of a
pathway of systematic triggers that will prompt people
to discuss end-of-life care. For example, aged care staff
discussing advance care planning at entry points to residential
care and doctors being required to raise the issue at health
checks for people aged over 75.
The Grattan Institutes Professor Hal Swerissen says very
few Australians decide their end-of-life plans in advance.
Although we have well-developed systems for thinking about
these things, relatively few people actually have plans for endof-life well worked out. There really needs to be a public debate
about these issues. Weve done it in a number of areas organ
donation, campaigns to prevent people from driving badly
and dying is a critical issue to have that sort of debate about.
LASA National Congress 2016 heard from a panel of experts
about the importance of advance care planning, the need for
public education, and some of the barriers to implementation.
Below we share some of their insights with you.
Julie Sutherland Clinical Nurse
Consultant/Counsellor
Advance Care Planning,
Metro South Health
Advance care planning must be
encouraged. Evident deterioration
and loss of function should be
a trigger for ensuring all people
with advancing illnesses have an
advance care plan that outlines
their values, wishes and choices for health care.
Improved, honest communication is needed. Health and
aged care professionals need to be able to accept the reality
of increasing frailty and inevitable death. Clinicians must be
better equipped to listen to peoples preferences, and have
conversations with people in an honest, sensitive, caring
manner about what to expect as their illness advances.
Encouraging people to express their questions, fears, hopes
and views about their own quality of life is the starting point
for person-centred care and shared decision-making.

50

We must encourage the appointment of appropriate substitute

decision-makers. Conversations between individuals and their
substitute decision-makers will help to ensure their wishes are
known if they no longer have to capacity to make decisions.
Education is necessary for health and aged care professionals,
and the community, to highlight the value of clear
conversations about end of life care preferences.
Professor Colleen Cartwright, CEO of Cartwright Consulting
who designed the Advance Health Directive and Enduring
Power of Attorney forms used in Queensland
The whole area of Advance Care Planning has moved ahead
considerably in the last decade, as evidenced by its inclusion
in many government policy documents and non-government
reports, such as the Productivity Commission reports. It fits
very well within the Consumer-Directed Care model.
However, there is still poor uptake and poor understanding of
the law in various states/territories, not only among the wider
community but also among doctors, nurses and lawyers.
Recent research Ive undertaken with colleagues demonstrates
significant ignorance among medical specialists involved in end
of life care about who has the legal authority to make decisions
for someone who has lost capacity especially if that person
has not completed an Advance Care Directive or appointed
their own substitute decision-maker.
There is also misunderstanding about when an Advance Care
Directive should or shouldnt be followed. Finally, if people
receive a diagnosis of dementia early in the disease process,
it can be empowering for them, and give great comfort, if they
are assisted to undertake Advance Care Planning while they
still have capacity.

HEALTH AND WELLBEING

Dr Peter Saul, Director of Intensive Care, Newcastle Private

and Senior Intensive Care Specialist, John Hunter Hospital
Although I have chaired the committees that designed the
NSW Resuscitation Plan, and that have produced the Advance
Care Directives policy, I dont believe that focusing on filling in
forms is really the way forward. Ive lost count of the number
of emails Ive received asking for the best advance care
planning form, as if the best form somehow guarantees
a good outcome. It clearly doesnt.
Dying is chaotic, and our main aim should be to provide a
safe environment. This requires dramatic improvements in
clinical handover, both of healthcare information and patient
preferences. Goals of care need to be constantly renegotiated
and reliably communicated.
Im not sure I believe that everybody can have a good death,
but we owe everybody a safe environment in which a least
worst death is supported.
Annie Dullow, Director, Palliative
Care Section, Department of Health
The Australian Government is
committed to implementing
initiatives which improve access
to high quality palliative care for
all Australians.

The Government provided $52m over three years from 2014-15

to 201617 to improve palliative care education and training
for the health workforce, drive quality improvement in palliative
care services, and promote advance care planning.
It also provides financial assistance to state and territory
governments to operate palliative care services through their
health and community service provision, and as the system
managers of public hospitals. Decisions on the use of this
funding, and the delivery of palliative care and hospice services
in each jurisdiction, are the responsibility of individual state
and territory governments.
The Department of Health is currently undertaking an
evaluation of the National Palliative Care Strategy (2010)
and managing three research projects examining community
attitudes and awareness, best practice in general practice
in end of life care and bereavement.
The LASA Congress panel also included Australian Medical
Association Board Director, Dr Richard Kidd, and Immediate
Past President of the International Society of Advance
Care Planning & End of Life Care, Associate Professor
William Silvester.

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HEALTH AND WELLBEING

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HEALTH AND WELLBEING

LINKAGES PROJECT
ENCOURAGES

COLLABORATION ON END-OF-LIFE CARE

Australias aged care industry is committed to enhancing the provision of end-of-life care,
according to the head of a national palliative care linkages project, Queensland University
of Technologys Professor Patsy Yates.

he Decision Assist Linkages Project encourages

collaboration between palliative care services,
GPs, and home care and residential aged care
services that receive Commonwealth funding.

The project provides education and support to help aged care

staff identify clients needing palliative care, thereby reducing
unnecessary hospital admissions.
Palliative care is always one of those difficult topics for
our community at any time, but there is a much greater
understanding these days of the importance of good quality
end of life care for older people no matter where they are
in residential care or in the community, Professor Yates said.
There is a great deal of commitment now within the aged
care sector to building their capabilities to provide end of life
care, through a range of things like workforce development
and partnerships.
Phase one of the Decision Assist Linkages project involved
20 partnerships between palliative care services and aged
care facilities around Australia.
These linkages took various forms; from sharing standardised
documentation between services (such as referral forms,
assessment tools and handover forms), through to formal
agreements about shared roles, responsibilities, resources
and education opportunities between sites.
Victorian provider mecwacare, in partnership with Cabrini
Health Palliative Care Services, developed a sustainable best
practice model for end-of-life care across residential and home
care settings, which can be applied to broader aged care
service networks.

We are taking those learnings and are now in a translation and

dissemination phase, engaging other partner sites to extend
the reach and impact of the benefits of palliative care/aged
care linkages.
Phase two partner sites are being identified across a wide
range of demographic and geographic areas to test the
learnings against various service models. Decision Assist
is also developing a tool kit of case studies, models,
and templates to encourage further linkages between
aged and palliative care services.
Obviously theres a huge amount of work to be done, but the
attention we are now getting for building linkages between
aged care and palliative care providers is a great sign for the
future, Professor Yates said.
Decision Assist provides education and support for aged care
staff, General Practitioners and General Practice Nurses to
enhance the provision of advance care planning and end-of-life
care. You can find more information at: decisionassist.org.au.
The Decision Assist Project is managed by a national
consortium, including Austin Health (lead agency), Palliative
Care Australia, CareSearch, Queensland University of
Technology, Leading Age Services Australia, and Aged and
Community Services Australia.
Specialist palliative care advice for aged care and general
practice staff is available 24/7 on 1300 668 908.
Advance care planning advice and resources are available
for aged care and general practice staff, Monday-Friday from
9am-5pm on 1300 208 582.

Professor Yates said learnings from phase one about how to

support strong collaborations would be made available to the
sector during phase two of the project.

53

HEALTH AND WELLBEING

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NOVITATEC 491910

o be able to communicate is a considerable skill and

is generally something that improves with experience.
Whilst there is no single right way to talk to people
about death and dying, there are some key concepts
that staff working in the aged care industry may want to
consider when they find themselves in a position where they
need to discuss these topics with a dying individual and their
loved ones.

FULL AND REVERSE TRENDELENBURG

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The importance of good communications

is generally highlighted as a key skill for the
workplace, especially for people that work in
the health and social care industries who are
often placed in a situation where they have
to communicate complex and sometimes
confronting information to emotive individuals
particularly if this relates to death and dying.

ARTG NO. 269378

It is important to remember that families are generally complex,

and the communication within a family unit can be challenging
to navigate. It is important to remember that an individual has
the right to make their own decisions (assuming that everyone
has capacity unless it has been shown otherwise) and they
may decide that they dont want their family present at the
end of their life. Whilst you may not agree with an individuals
decision, it is important to respect it. It is also important to
maintain a persons privacy and confidentiality and to be aware
that some people may not want people outside of the care
team to be aware of their clinical status.
There are two main ways in which people communicate,
verbally and non-verbally, and it is important to be aware
of both of these. If you are unsure of an individuals culture,
spirituality, personal preferences, etc. it is better not to assume
and instead to ask either the person themselves or their loved
ones, if it is appropriate, or a colleague.
In the Residential Aged Care (RAC) setting there is two types
of communication: formal and informal. An example of formal
communication could be in a palliative care case conference,
which is a structured interaction, and an informal form of
communication could be a conversation in the corridor.
With discussions on emotive topics like death and dying
often it wont be a one-off conversation and it may take some

HEALTH AND WELLBEING

people multiple discussions before they feel that they can

raise their underlying concerns. As much as possible, try and
ensure that there is sufficient time to talk to people and that the
conversation takes place in an appropriate location in which it
is unlikely that you will be interrupted, this may be harder if the
discussion is unexpected but it may be possible to move the
conversation somewhere else.
A common concern for people regarding death and dying is
the fear of losing control. To assist in addressing this concern,
it may be worth asking someone how much they would want
to know and talk through what they do and do not want,
ideally this conversation is informed by an existing Advance
Care Plan/ Advance Care Directive. Additional support may
be required for people that may struggle to communicate their
needs but it is important to remember that people should still
have the opportunity to discuss their concerns.
Often people will continue to take an interest in their loved
ones lives and their own interests for as long as possible,
irrespective of the fact that they may be dying.

People express grief and stress differently and some will

experience grief prior to someone dying. People often find it
helpful to have their emotions normalised, as well as potentially
finding crying a cathartic experience.
Sometime it may be necessary to remind people about the
importance of their own self-care, and this can be just as
relevant to staff as it can be to someones loved ones. It is
important to pay attention to your own needs, which may
include the need to talk to someone about your thoughts and
experiences. Aside from existing support networks, it may be
worth considering professional options as well.
There are a number of free, evidence based resources that
include information on communication skills with palliative
care, end of life and death, these include: CareSearch; www.
caresearch.com.au/Caresearch/Default.aspx; the Residential
Aged Care Palliative Approach Toolkit: www.caresearch.com.
au/caresearch/tabid/3629/Default.aspx; and Decision Assist:
https://www.caresearch.com.au/Caresearch/tabid/2583/
Default.aspx.

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55

AROUND THE SECTOR

CAREERABILITY

ENABLING CAREERS IN AGED CARE

CareerAbility in Aged Care is a collaboration between two NSW (Illawarra region) not-for-profit
organisations aged care provider IRT Group and provider of employment opportunities for
people with a disability, The Flagstaff Group.

RT and Flagstaff co-designed the 10-week training

program that was delivered by IRT College.

Providing high quality, supported training was critical

to the success of the program, IRT Group CEO, Nieves
Murray said.
The program outcomes are two-fold it will enable people
living with intellectual disabilities to forge new careers in aged
care, while aged care providers like IRT can benefit from
diversifying our workforce.

This is vital in an industry where a recent job market report

found there were four times the number of jobs than there
are workers.
A graduation ceremony was held on 15 November to celebrate
the seven graduates of this innovative program. The students
received a Statement of Attainment for completing four units
of competency towards a Certificate III in Individual Care.
All seven graduating students will be offered the opportunity
to complete the full qualification with IRT College at no cost.
The students will be funded through the NSW Smart and
Skilled program.

IRT Group CEO Nieves Murray (on arm of chair), Flagstaff Group CEO Roy Rogers, The Hon John Akaka MLA, CareerAbility in Aged Care Program participants
and IRT College employees.

56

MEMBER STORIES

Pictured from left Roy Jasperson, CareerAbility program graduate, the Hon John Ajaka MLC and Flagstaff Group CEO Roy Rogers.

IRT will also offer two traineeships to graduates. Other

graduates will be offered the opportunity to complete
professional placements in other aged care facilities.

Were proud to build on IRT William Beach Gardens

reputation as an innovative and diverse Community that values
people with disabilities, Ms Murray said.

During the CareerAbility program the students undertook three

work placements at IRT William Beach Gardens in Kanahooka.

Our participation in CareerAbility in Aged Care follows the

success of Kemira at IRT William Beach Gardens our new
Community for ageing people with intellectual disability and
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AROUND THE SECTOR

Delivery of the pilot program was a $30,000 in-kind contribution

from IRT to the 50th anniversary Flagstaff Innovation Fund.
The fund provides for training, development and employment
programs for Flagstaff employees to increase their work
capacity, skills, independence and self-confidence.

Minister Ajaka was impressed with the partnership between IRT

and Flagstaff and whats been achieved in providing the seven
students with tangible skills, training and experience in the
aged care industry.

A pilot program designed for people with

intellectual disability to kick-start a career
in aged care is celebrating the success
of its first graduates

One of the programs participants, Jordan Bowater, told

Minister Ajaka that when offered the opportunity to participate
in the program, he jumped at the chance.

The students, Ms Murray and Flagstaff Group CEO Roy

Rogers, recently met with the Hon John Ajaka MLC, NSW
Minister for Disability Services and Minister for Ageing,
to reflect on the success of the program, and discuss the
potential roll out beyond the Illawarra region.

At the Ministers request IRT and Flagstaff will collaborate on a

formal review, that will help to inform the future direction of the
program with a possible roll out beyond the Illawarra region.

Ive tried a few different things since completing my HSC, but

nothing really worked out for me. Im always looking to gain
new skills and experience, so Im really excited to finish the 10
week course, and potentially find employment in the aged care
industry, Mr Bowater said.

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AROUND THE SECTOR

MEETING STAFF
AND CUSTOMER NEEDS:
EVIDENCE FOR A

WIN-WIN STRATEGY
Dr Louise Parkes

The shift towards consumer-driven funding and greater

Director Research & Development
customer choice in aged care is driving a corresponding
Voice Project
and critical shift in focus away from simply complying with
government standards, to better understanding and satisfying client and resident needs.

hen it comes to quality services, staff are a key

differentiator both in terms of the clinical care
provided, and the personal interaction staff have
with clients and residents. However, in an industry
where staff are already under significant pressure to operate
under tight timeframes and limited resources, the increased
competition has potential to further stretch staff.
So it is good news that recent research suggest that
competitive strategies will be a win-win for staff and clients:
a greater customer focus is engaging for staff, and valuing
and supporting staff leads to greater customer service
and satisfaction.
Voice Project is a research and consulting organisation that
assesses workplace practices and employee engagement,
develops leadership through 360-degree feedback, and
surveys customers to measure and track service quality and
satisfaction. We recently combined survey data from over
6000 staff in 14 residential, respite and community aged care
services across NSW, to investigate the key workplace drivers
of perceived customer satisfaction.
Not all of these organisations had comparable data from
customer feedback, so we used the feedback from staff
surveys, which has previously been shown to be strongly
correlated with independent measures. Generally, most staff
(82%) think their organisation provides high quality services;
understands customer needs; and customers are satisfied with
their organisations services. However, this ranged from as low
as 64% to 91% across organisations.
It appears that managers and office staff are a little removed
from the realities of day-to-day front-line experiences of other
staff 90% of them rated their customer service positively,
compared to the 80-83% of clinical (nursing and allied health),
support (laundry, cleaning, catering, maintenance, driving,
garden), and direct care staff.

Organisations that focus on customer

service are great places to work
Staff who rated customer satisfaction high, also saw their
organisations as: successful, having a positive future, innovative,
continually improving, and learning from mistakes and successes.
Achieving organisation objectives, being innovative, and
managing change well are closely associated with high quality
customer service, and together these are the strongest drivers
of staff engagement. Compared to other industries, staff in
aged care are strongly aligned with the mission and values of
their organisations, and are passionate about what they do.
This helps us understand why staff who rated customer
satisfaction high were more likely to feel proud to tell people
that they work for their organisation, and feel a sense of loyalty
and commitment to their organisation.

Workplace practices supporting

customer satisfaction
Of a broad range of 27 different workplace practices, we identified
the strongest indicators of perceived customer satisfaction, and
have broken them into two groups: positive drivers and gaps.
Positive drivers are practices that are important for customer
satisfaction that the aged care organisations are currently
performing well. Two of these were expected, but the third was
a surprise.
Ethics It is particularly important that the organisation is
seen as socially responsible, for example, is demonstrably
motivated by genuine care and compassion for older people
(rather than profit)
Results Focus A strong focus on achieving positive results,
for example, driving and measuring results through KPIs for
quality of care and customer satisfaction

59

AROUND THE SECTOR

Safety worker health and safety is seen as a priority of the

organisation and supported by managers and supervisors.
While this initially surprised us, quality and safety often sit
under the same governance and organisation reporting
structures. Also, both staff safety and quality of care are likely
to benefit from the combination of a focus on results and
responsible social ethics.

values, invest in the development of senior leaders, and improve

staffs visibility of, and communication with, senior leaders.
Cross-Unit Cooperation Sharing information and
cooperating across team boundaries. This includes facilitating
collaboration across services and specialties at both a macro
and micro levels, so that services can share best practice
to enhance organisational learning and innovation, and staff
can share their knowledge of individual clients to enable
personalised care.

The research also identified key performance gaps in practices

that are important for customer satisfaction. Each of these
practices are also strong drivers of staff engagement and
wellbeing, so targeting improvements in these areas will have
multiple benefits for both staff and customers.

A management challenge

Recognition Acknowledging staff achievements,

demonstrating confidence in staff, and finding ways to recognise
their contributions. Staff who feel valued themselves are more
likely to value and respect the people they are caring for.
Involvement Encouraging staff to have input into everyday
decision-making, and ensuring they feel safe to voice
concerns. This means empowering staff to be more involved
in decisions about client care, and creating a culture of
reporting risks, incidents and abuse.
Leadership Having capable senior leaders who model the
organisation values and have a collaborative style. Attitudes flow
from the top. Organisations must carefully recruit leaders for fit with

This topic was covered in a digital poster at LASA National

Congress 2016. You can find the poster on our Congress
website at: http://lasaposters.paperlessevents.com.au/.

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60

While most strategies combine in their benefits for staff and

customers, there was one area that potentially poses a conflict
of staff and client interests. From a staff perspective, the
research shows that finding a good work-life balance is very
important for maintaining staff wellbeing. However, of the 27
practices we investigated, work-life balance was least related to
customer satisfaction. With a workforce that is largely comprised
of older, female, part-time staff, this suggests there may be a
tension between providing consistency of care to clients and
residents and flexibility of work hours for staff. Finding creative
solutions to this challenge will be critical for services to retain
good staff while also meeting customer needs.

Income maximisation strategies including ACFI

training, preparation & review

Preparation & submission of tenders

Strategic planning
Internal auditing, including pre-accreditation audits
Training & development services

Systems reviews

BRINGING EVERYONE ALONG,

SUPPORTING REMOTE AND INDIGENOUS
COMMUNITIES IN AGED CARE REFORM

Some approved providers of home care in remote locations have found the transition to
consumer directed care (CDC) challenging. There are a range of factors which restrict full
implementation of a CDC model of care, some of which are relatively predictable however
others are complex and unique.

n June 2016 CommunityWest was contracted by the

Commonwealth Department of Health to provide education
and support to three approved providers of home care
package services in remote locations in WA. Clients
of these three service providers were mainly Indigenous
Australians. Design of the consultation, education and support
was undertaken by CommunityWest in close collaboration with
the Department.

Home Care Package governance

CommunityWest began with face to face scoping of

the providers compliance with legislated requirements
(such as provision of individualised budgets) and their
understanding of CDC with an ultimate aim to have all three
services achieve operation in line with all elements of the
Home Care Common Standards.

Rather than use a standard approach of working through

set documentation, CommunityWest worked together with
providers for a common understanding of what governance,
CDC principles and individualised support in context
might look like for that service when they achieved full
implementation. Our yarning provided insight for us and
education and support to the provider.

Two consultants from CommunityWest travelled to each

community to gather information through face to face
consultation. The focus specifically related to organisations
understanding of:

principles and philosophy of Consumer Directed Care

individualised support and personal budgets
communication of information to staff, volunteers
and consumers about CDC, and
level of support required for successful transition
to a CDC model.

We also worked back to identify gaps in tools/understanding,

develop a gap analysis which would have mutually agreed

61

AROUND THE SECTOR

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Sydney Showground,
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24 May 2017
Royal International
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Brisbane

Your choice,
Your control
On display will be the latest in
assistive technology, aids and
equipment, as well as options for
mobility, communication, travel services
and lifestyle options. The Independent Living
Expo is an event that welcomes all those
involved in ensuring better outcomes for people
with disability of all ages. The Expo is of interest for
everyone, whether a consumer, care giver, allied health
practitioner, equipment funder or support organisation.

Visit our Facebook page or

www.atsaindependentlivingexpo.com.au
for all the details
Media Partner

62

AROUND THE SECTOR

strategies of improvement and evaluate the capacity of the

service to implement strategies
To initiate conversation, CommunityWest worked with a list of
questions which were designed to evoke authentic information
about the providers transition journey. Providers had the
opportunity to shadow employees during our visits to gain a
holistic understanding and appreciation of the complexities
associated with each community.
Providers were encouraged to give information to provide
cultural context, particularly around the nuances and
challenges with regard to consumers understanding and
willingness to engage with a CDC model.
CommunityWest identified some key areas of complexity
across all three of the organisations.
There were challenges in finding appropriate support staff to
provide direct care. When the pool of potential recruits is small,
getting additional staff on board is difficult. This is particularly
challenging without training organisations and opportunities for
people without work in the regions.
Securing and maintaining transportation was also a difficult
issue. Uber is not a possibility in remote communities and at
times, there is only one transport option available for staff and
for consumers. With the spread of communities across many
kilometres, the logistics of transportation become complex.
Training and support across regions was also challenging with
isolated location is certainly an issue, but time is also a barrier.
Coordinators may have direct support responsibilities as well
as service coordination and administrative duties with very little
operational back up. Accessing training and support is tricky
when you need an airplane and a couple of days to attend a
face to face training and variable internet availability means
online training opportunities are not always a good choice.
CommunityWest learnt that although each organisation is
unique, there were many similarities evident with regards to
the transition journey to a CDC model. The remoteness of
each community hindered the breadth of choice in the sorts
of options which would be available in metropolitan areas;
however, choices with regard to innate connection to country
are imperative.
Australian Aboriginal culture is built around a collectivist kinship
system, meaning people think of themselves in terms of their
relationship with others in the community. CommunityWest
found this complex and dynamic social structure influences
how older people engage with individualised services. Future
planning, individualised support and goal setting with older
aboriginal people will need to be contextualised to ensure a
positive outcome.
Rural and remote consumers do not have the same choice
and flexibility available to them as would exist in open market
conditions typically enjoyed by consumers living in urban
areas. A small marketplace means it is unlikely a host of
different providers would move into these areas. For regional

and remote providers, the urban notion of flexibility can be

limited by small staff numbers, limited transportation and lack
of other or significantly different services.
What does choice and control look like in remote aboriginal
health and aged services? Choice and control in context may
be a consumer who wants a choice of breakfast items in a
congregate meal setting. Perhaps it may be a consumer who
wants transportation for themselves and their chair to sit at a
different house in the community because they feel safer or
more welcome than in their current home. Choice in support is
more than choosing between this or that. Its about listening
carefully to the consumers voice and choice then striving to
make it happen.
The legislation is clear about expectations, but putting
CDC into practice in remote aged care services takes
time, relationship building and contextualisation in order
to move forward.

63

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AGE SERVICES MANAGEMENT

BACK-UP GENERATOR GRANT

OFFERS SECURE POWER FOR MORE VICTORIANS

Residential care facilities across Victoria are set to benefit from the final stage of the State
Governments generator roll out program in high priority bushfire areas.

n a multi-million dollar Victorian Government program, the

Local Infrastructure Assistance Fund (LIAF) began in 2012
offering auto-start, back-up generators to residential care
facilities to safeguard against power outages.

The geographically staged program continues today with the

opening of its last stage in January 2017 across regional and
rural Victoria.
The grant is designed to ensure generators keep powering
facilities regardless of interruptions to power supplies and
protect Victorias most vulnerable residents who are dependent
on power for their health and well-being.
Following the devastating 2009 Black Saturday bushfires,
the Victorian Government established the Victorian Bushfires
Royal Commission to consider how bushfires could be better
prevented and managed in the future.
The Royal Commission noted that powerlines and electricity
infrastructure had caused a number of major bushfires in the
past as well as on Black Saturday.
In response, the Powerline Bushfire Safety Program (PBSP)
was established to increase safety to communities by
improving electricity assets and network controls to reduce
the likelihood of bushfires caused by powerlines.
Up to $750 million over 10 years is going towards measures to
reduce the risk of bushfire starts from electricity assets, whilst
maintaining a reliable and affordable electricity supply.
The PBSP program comprises of five interrelated projects to:
replace bare-wire powerlines in high-consequence areas
using undergrounding or replacement with insulated wire
and/or aerial bundled cable;
use advanced network technologies to reduce the risk of
bushfire ignition from powerlines;

enhance control of network settings on high fire-risk days

reduce the impact of power outages on the community
as a result of more sensitive network settings;
and invest in research and development.
The PBSP program includes making powerline safety settings
more sensitive during Total Fire Ban and Code Red days in
highest-risk areas to reduce the chance of a bushfire start.
The installation of back-up generators into residential care
facilities ensures electricity supply for those most power

dependent is not disrupted by these additional powerline

safety measures.
In the lead up to Christmas 2016, the Local Infrastructure
Assistant Fund will have funded the procurement and
installation of over 250 generators protecting almost
14,000 Victorian residents in care facilities.
Its aim is to assist government, non-government and privately
owned facilities located in high risk bushfire areas to apply for
the government grant which has a defined eligibility criteria.
On average, a successful applicant receives around $80,000 to
fully cover all aspects of the generator and its installation.
The Governments key objective is to assist facilities to deliver
reliable power supply to ensure continuity of essential services.
Assistance is also provided to successful applicants with a
resource allocation of an engineering project manager to help
administer the process and alleviate this burden from facilities.
The LIAF team regularly receive feedback by facilities on the
Funds framework to assist facilities receive the grant.
One facility in Victorias Corangamite region, Cobden District
Health Services, found that the framework was useful.
Every effort was there to ensure we knew how to apply, what
was required and we were kept in touch throughout the whole
process, said the Services Jeannine Creely.
Since they installed the generator Cobden have had two power
outages where the back-up generator kicked in automatically
to maintain power supplies to the facility and ensure business
as usual.
We are happy that power failures no longer affect critical
medical and life-support equipment, nor does it affect airconditioning during the heat or lighting at night, thanks to
the installation of our back-up generator, she said.
The Local Infrastructure Assistance Fund will be holding
information sessions for the final stage of the LIAF Stage 6
in late January 2017.
To register your interest in attending an information
session, obtain the grant criteria or ask any questions,
please email: liaf.applications@delwp.vic.gov.au.
You can also visit www.delwp.vic.gov.au/liaf for
more information.

65

AGE SERVICES MANAGEMENT

PRIVACY LAWS
AND HOME CARE
Home care providers and their employees and contractors must
comply with the provisions of the Privacy Act 1988 (Cth) (the Act)
and the Australian Privacy Principles (APPs).
Dominique Egan
Partner I TressCox Lawyers

he provision of home care services involves a number

of health, allied health and personal care and other
workers. Many if not all of those people will have
access to the health information and other sensitive
and personal information of those to whom they are providing
care and services.
Personal information, for the purpose of the Act, is defined
as information or an opinion about an identified individual
or an individual who is reasonably identifiable whether
that information or opinion is true or not and whether that
information is recoded in a material form or not.
The Act applies to all those providing health services and
who hold any heath information. A heath service is defined
to be an activity that is intended or claimed by the individual
or the person performing it to assess, maintain or improve
the individuals health (physical or psychological) or where
the individuals health cannot be maintained or improved to
manage the individuals health; to diagnose the individuals
illness, disability or injury; to treat the individuals illness,
disability or injury or suspected illness, disability or injury; to
record the individuals health for the purposes of assessing,
maintaining, improving or managing the individuals health.
The Act goes on to provide that the activities above include
those provided in the course of providing aged care, palliative
care or care for a person with a disability.
While the following is not a comprehensive guide to the APPs,
we do draw attention to the following.
APP1 requires organisations to ensure they comply with the
APPs and that the entity has a process in place to deal with
inquiries or complaints. Home care providers must have an
up to date Privacy Policy that addresses:

How an individual may complain about a breach of an APP;

Whether the home care service is likely to disclose personal
information to overseas recipients and if so, the countries in
which those recipients are located.
The Privacy Policy must be readily available free of charge and
in an appropriate form.
APP4 addresses how an organisation is to deal with unsolicited
personal information. If the organisation could have collected
the information from the individual concerned, then the
information must be dealt with in accordance with the APPs.
If this is not the case, then provided is it lawful to do so,
reasonable steps must be taken to destroy or de-identify
the information.
Personal information should be used and disclosed for the
primary purpose for which it was collected (APP6). It may
be used for a secondary purpose in defined circumstances
including that the individual would reasonably expect it; or
the use or disclosure is required or authorised by law; or
a permitted general situation exists; or a permitted health
situation exists.
A permitted general situation is includes the following:
Lessening or preventing a serious threat to any individuals
life, health or safety or the public health or safety and it is
unreasonable to impracticable to obtain consent;
Taking appropriate action in relation to suspected or
unlawful activity or serious misconduct;
Locating a person reported as missing.

How the service collects and holds that information;

A permitted health situation includes disclosures of health

information to the person responsible where the individual who
is the recipient of the health service is unable to consent and
the disclosure is necessary for the provision of appropriate care
or treatment or made for compassionate reasons and is not
contrary to an earlier express wish of an individual.

The purposes for which the service collects, holds, uses

and discloses personal information;

Organisations may only use personal information for direct

marketing if:

The kinds of personal information the service collects

and holds;

66

AGE SERVICES MANAGEMENT

The personal information was collected from the individual;

The individual has not made such a request.

There are circumstances in which a provider may decline to

provide an individual with access to his or her information.
If access is refused, written reasons must be provided to
the individual. Similarly, if a request to correct information is
refused, the individual must be provided with written reasons
for the refusal. In both cases, the individual must be provided
with information about his or her avenues of complaint.

In cases where information is not collected from the individual

but from a third party, the information may only be used for
direct marketing if:

A copy of the APPs and further information may be found

on the Office of the Australian Information Commissioners
website: www.oaic.gov.au

The individual has consented or it is unreasonable or

impracticable to seek consent;

For further information or advice, please contact a member of

the TressCox Health & Aged Care team.

The individual would reasonably expect their personal

information be used or disclosed for direct marketing;
A simple means to make a request not to receive direct
marketing is provided;

The organisation provides a simple means to opt-out and

individual has not opted out;
Each communication includes a prominent statement that
the individual may opt-out of receiving further material.
Consumers have a right to access the personal and health
information a home care provider may hold about them.

201610-11_Procura_Clinical_Care_Ad_Half_Page_LASA_v1_FINAL_.indd 1

22/11/2016 10:57 AM

67

TECHNOLOGY |

68

COMPUTER SOFTWARE

AGE SERVICES MANAGEMENT

404-8-8

HOW MUCH ?

ISBN 978-0
-9874

9 780987
440488 >

hen we wrote the first edition of Aged Care, Who

Cares? we wanted to demystify what it means to
receive aged care. We originally expected readers
to be people investigating options for themselves
or a loved one, but soon found that many people who work in
the industry buy it and love it. This third edition not only keeps
up with the ever-changing rules, but also meets the needs of
both types of readers better.
The book helps people who are investigating their options to
understand the many wonderful choices available, while giving
them some tips and alerting them to some of the traps of
dealing with the complexities of our aged care system.
The title of the book is all about the key decisions people face,
which come down to where you are going to live, what kind of
care you will need, and how much it is going to cost.

Where will you live?

While many people are adamant about staying in the family
home there can be downsides, such as finding that the home
needs increasing maintenance, or finding yourself without
a social network if you end up living alone. Considering
other options, whether for now or for the future is always
a good idea.
The next most obvious choice may be a granny flat: family
looking after family is certainly not a new concept. However,
understanding your granny flat agreement and the implications
can be enormous both emotionally and financially. We point
out some simple questions, like What would happen if the
children got divorced? to get people thinking about some of
the longer-term considerations of these arrangements.
Retirement villages and land lease communities are becoming
a favoured choice for many retirees, because there is often a
strong social network in place, and you can do what you are
able to for yourself and get help or care if you need it. The
buying power of these communities when it comes to services,
and yes care, should not be underestimated.
Of course, for many people the decision will be to move into
residential aged care. There is a wide range of these from
those that resemble a 6-star hotel to those that cater for
specific cultural groups.

Thi rd Edi tio n

Who Cares?

&

Fusion provides readers with a sneak peak of the new edition

of Rachel
Updated for 201
7 Aged Care Ref
orms
Lane and Noel Whittakers book Aged Care, Who Cares?

BE NIC
YOUR E TO
K

IDS
they wil
l cho
nursing ose your
home.

HOW ?

NOEL WHI
TTA
Australias most KER is one of
respected finan
advisers and
best selling autho cial
rs.
He is a pione
er
education and in the field of consumer
including the is the author of 20 book
s
international
Making Mone
best seller
y
weekly colum Made Simple. He writes
ns in many majo
newspapers,
and also make r Australian
appearances
s
on radio and regular
television.

Ag e d C a r e

WHERE ?

WHERE, HOW AND HOW MUCH?

RACHEL LAN
of Village Guru E is the Principal
dedicated to s, an organisation
provi
and advice abou ding choices,
for people movi t those choices,
ng into a retire
community.
ment
Rach
slightly older in
working in finan el has been
cial services
other places
for 18 years
and specialisin
in retirement
g
and aged care
for more than
a
Rachel holds decade.
I
may
be
getting older,
a
in Financial Masters
Planning.
but I refuse to grow up!

Ag ed Ca re Who Ca
res?

AGED CARE, WHO CARES?

WITH
AGE
COM
ES
... and WISDOM
discou
nts.

Rac hel Lan e

Noe l Whi ttak er

Age is inevitable. It comes

to all of us if we
are lucky. What distingu
ishes us is, however,
how we plan for it. And
a key element in
the plan is the appropr
iate aged care.
This book is intended
for those who wish to
secure the best possible
outcome for aged
carewhether it is care
for themselves or
for loved ones. In it we
examine some of
the legal and financia
l implications of the
various accommodation
options for older
people including aged
care facilities,
as well as granny flats
and life tenancies,
retirement villages, over
55s communities
and caravan parks.

WHERE ?

HOW ? & HOW MUCH

?

Ra ch el La ne

No el W hi tt ak er

What care will you need?

A crucial thing to consider in your choice of living arrangements
is at what point you need to move on. What care do you need
now? What can you reasonably anticipate needing in the
future? Do you want to move somewhere that can support you
as you age, even at the risk of having old people around you,
or would you rather kick up your heels as long as possible then
move to a care environment when you need it?

How much will it cost?

This is often the issue that concerns people the most, and its
easier to understand if we break it down into a few key areas.
First, is the cost of accommodation: how much will you pay
now, and how much will be refunded to you when you leave?
If you decide to move out of your home then you will most
likely need to sign a contract for your new accommodation
in the case of a granny flat right that contract may be with your
children. Understanding your contract is vital, as it not only
spells out your rights, including the ability to get care, but also
your responsibilities.
Second, is the cost of personal expenses, which is really
a matter of sitting down and doing a budget. Make sure
you dont forget the treats such as chocolates, haircuts
and outings!
Third is the cost of ongoing care, which will depend on whether
you receive private care, a government-funded home care
package, residential aged care, or a combination.
Of course, once you have identified where you want to live,
what care you will need and how much it is going to cost
you need to figure out how to afford it. We look at a range
of financial planning strategies from borrowing to fund care,
keeping and renting your former home to paying more for
your retirement village now to pay less exit fee later and
everything in between.
Aged care choices are complex. But that is because there are
so many choices and that is a good thing. We have packed
the book with case studies based on real-life scenarios, and
given people some great resources that can help them to find
and fund the care that best suits them.
Aged Care Who Cares? is available from
www.agedcarewhocares.com.au.

69

COMPUTER SOFTWARE

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TECHNOLOGY |

ition
Third Ed

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Rachel Lane

Third Edition

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IN AUSTRALIA
HAS BEEN UPDATED!

Updates include:
The aged care reforms
The changes to treatment
of the former home in 2016
and 2017

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AGE SERVICES MANAGEMENT

SAGE TOURS
TRENDS AND LEARNINGS

Since the Federal Governments mandatory introduction of Consumer Directed Care (CDC) last
year, the aged care and retirement living sectors have witnessed unprecedented change.

DC policy reform is designed to improve quality of life and

prolong the time spent at home for seniors, by allocating
funding directly to the consumer and giving them more
choice and control in the type of care they receive.

Following on from these international trends it is predicted

Australia will see a lot more change inspired by international
exemplars, such as integrated and virtual communities and
even smart care models.

Though currently only available for home care packages, CDC

is programmed to be rolled out for the residential aged care
sector in the near future.

SAGE delegates report seeing a trend in virtual, or remotely

connected communities, where members share a physical, central
hub for social interaction, and community services for support.

The ongoing changes in the sector are forcing providers to

rethink the way they design both buildings and services for
aged care and retirement living.

The Managing Director of ThomsonAdsett, Chris Straw, said

that integrating aged care with other active precincts and
community groups, such as universities and retail centres
creates a mutually positive energy for both communities, and
provides opportunities for continual learning for residents.

According to Judy Martin, International SAGE Program Manager,

the CDC will give consumers greater choice about where they live.
Where residents were once assigned to a facility based on the
availability of care, they now have the greater power to choose
where they want to live, and how they want to manage their
care, Judy said.
Through our leadership of the SAGE Study tour program, weve
witnessed similar policies implemented in many countries around
the world for some years, and one thing is certain: residential aged
care providers have to be increasingly competitive to be relevant
in the market and innovation is vital to this.

As weve seen smart phones and TVs adopted in households

throughout the developed world, they will play an increasingly
important role in the future of aged care and retirement and
keep older people independent and potentially at home for
much longer, Chris said.
ThomsonAdsett is a leading international architectural practice
specialising in seniors living and aged care. Ten years ago, the
firm initiated Studying and Advancing Global Eldercare (SAGE)
International Tours, to stay ahead of future architectural and
industry trends, such as CDC.

Over the last 10 year the SAGE Study tour program, of which
LASA is a partner, Judy has visited over 300 world-leading
aged care facilities in 15 countries.

SAGE 2017 program is now open for registration and includes

a focussed IT/Robotics program to Japan in March, a program
to Switzerland which will include attendance at the biannual
The SAGE program allows delegates to study the latest trends
IAHSA conference, and program to Atlanta Georgia with a focus
in delivery of new models of care. The program has been in
on research where the program will also include attendance at
sagetours.com.au
high demand by the seniors living and aged care industry,
the annual Leading Age conference in New Orleans.
including many LASA members, since it began in 2006.
LASA members can register for program or find more
information at the SAGE website www.sagetours.com
Over 180 Australian aged care providers have travelled with
Judy on international tours to learn more about worlds best
practice in the sector.
The tours explore different models of care, different designs,
different ways countries approach political reform and different
socio-economic responses.
The biggest change weve witnessed globally is the shift away
from large-format institutional models of care, to a smaller,
more personalised, household system.
By reducing resident clusters to seven-to-eight people, carers
can deliver more focussed care, which has a hugely positive
effect on the residents.

Japan Aged Care Tour

Book Now
Studying and
Advancing
Global
Eldercare

Tailored seniors living tours since 2006

sagetours.com.au
10 years . 15 countries . 300 organisations

26 March 2 April 2017

On The Cutting Edge: Japans Innovative

Approach to Robotics in Elderly Care
Exclusive CEO study program
Business learning & development

71

AGE SERVICES MANAGEMENT

UTILISING ADDITIONAL
SERVICES TO MAXIMISE

SUSTAINABILITY
Following recent cuts to ACFI funding and escalating
costs of care, residential care providers are seeking
alternative revenue sources to support the cost of
care services.

David Cox
Head of Operational Strategy
at Ansell Strategic

Arthur Koumoukelis
Partner at Dentons
Australia

hile providers argue that they should be free to charge

for any service outside of the confines of the Act,
the Department of Health has signalled that some
practices are not supported by legislation and will
not be tolerated.

Capital refurbishment fees

Amenity, lifestyle and service fees

The fees (so far limited to larger, for-profit operators and

ranging between $10.00 and $18.00 per day) are paid by
non-supported, refundable deposit paying residents and

Until recently, additional service fees were limited to extra

service type fees like pay telephone services, internet and
pay TV.
As residents are required to bear the burden of the cost of care,
the demand for additional services will increase. Residents and
their families are now requesting a diverse range of amenity and
service and proactive organisations are responding by introducing
a variety of novel services to meet future demand and provide
additional revenue opportunities.
Additional services frequently include non-amenity options that
involve additional staff contact outside of the realms of Specified
Care and Services. Services that traditionally relate to Specified
Care and Services are provided as additional offerings if the home
has determined that there is no assessed need for the service.
Homes are also targeting services to the friends and families
of residents in an attempt to increase community engagement,
support socially isolated next of kin and to supplement revenue.
Whilst some homes charge visitors directly, others provide
residents the option to pay for services utilised by family
members, allowing the resident to host guests.

A number of operators have introduced capital refurbishment,

asset contribution or room reinstatement fees. The fees have
been described as a resident contribution to the refurbishment or
replacement of capital as a result of the residents stay in the home.

Additional services provided (in excess of assessed need

or Specified Care and Services):
Multiple menu choices
Additional beverage packages
Concierge services
Personalised companionship services
Hair and beauty treatments
Complimentary therapies
Intensive rehabilitative support
Personalised outings
Coordination of non-facility events and outings
Non-facility, resident-related administration/secretarial
services
Dry cleaning
Personalised brand selection for care items
Customised equipment

Rachel Lane, Principal with Aged Care Gurus says that where the
services being provided are valued by the resident (or their family)
there is very little resistance to paying the fees.

Amenity style additional services:

This is understandable in a user pays world where people are

happy to pay for what they use. The resistance comes from
residents, or families, who dont use all, or any, of the services,
she said.

Furnishing packages

72

Private dining
Private lounge areas
Personal safe or additional storage
Communications Packages
Personalised IT support

procurement

The Moments of Truth workshops are a series designed to develop and support staff in the evolving
and ever changing industry. Focusing staff on the importance of business development and
understanding that it connects marketing and sales.

Ensure you have dedicated positive and effective team members who support the mission of the
organisation, while maintaining essential and positive care standards.

Sydney Office

Melbourne Office

ABN

78 810 112 878

Level 5, Suite 515

Level 2, Riverside Quay

Tel:

02 8624 3300

2-8 Brookhollow Ave

1 Southbank Blvd

Web:

realiseperformance.com.au

Baulkham Hills NSW 2153

Melbourne VIC 3006

Email: contact@realiseperformane.com.au

73

TECHNOLOGY
| COMPUTER
Visitor Style Services:

SOFTWARE

Meal and snack services

Activity packages
Medical, nursing & allied health services
Transport services
Crche and babysitting facilities
Counselling & support services
Administration services
are charged either as a fixed sum or on a pro-rata basis,
dependent on the value of lump sum paid by the resident.
The Department say that they are not outside of normal
operations of the home, do not providing direct benefit to
residents and are not charged on a fee-for-service basis. Whilst
some providers and legal advisors, including Dentons Australia
formerly Gadens Lawyers Sydney, argue that the care recipient
enters a voluntary agreement when they elect to enter the
home and sign an accommodation agreement, the Government
clearly does not agree.
This may have significant ramifications for those proposing
to charge mandatory fees for capital replacement or
refurbishment fees.
Rachel Lane said that these fees seem to be a bone of contention
with consumers largely because they see the cost as benefiting
the next resident and not them.

When are additional services permitted?

The Aged Care Act 1997 (the Act) and the Aged Care (Transitional
Provisions) Act 1997 regulate the fees that a provider can charge
to residents.

The Department has also stated that the services cannot be

charged unless the resident receives a direct benefit or has the
capacity to take up or make use of the services, meaning that
service must be wanted, measurable and deliverable.
Again, there is no legislative support for this statement and the
ordinary principles of contract should apply. The Act permits
extra services, which as a concept under the Act is a bundle
of services, some of which residents may or may not utilise
by choice or capacity. There is some argument, therefore, that
additional services, that residents should be permitted the option
to agree to receiving additional services that are offered as a
bundle when they first enter a facility.
Residents are able to pay the fee or agree to a deduction to be
made from the RAD.

Recommendations
Ansell Strategic and Dentons Australia formerly Gadens Lawyers
Sydney has been advising a large number of providers on funding
and pricing strategies following the recent ACFI cuts.
We recommend that providers actively pursue additional
service income by charging for non-specified services that have
traditionally been provided in the past without charge. Further,
we recommend that providers seek new opportunities, and
revenue streams, for additional services that meet the needs
and preferences of both current and future residents.
These services should:

The Act states that providers cannot charge more than the
maximum resident fees calculated under the Act for the
provision of Specified Care and Services defined in the Quality
of Care Principles 2014 if the resident is assessed as requiring
those services.

meet the needs and preferences of your residents

A provider can, however, charge some residents, (typically more

low care residents) for care and services included as Specified
Care and Services if they are assessed not to need the care or
service. A resident could, for example, be charged for one-onone overnight companionship if the service is requested but not
considered a care need by the home.

be differentiated from your normal services

Residents cannot be charged for services that are included as

Specified Care and Services at any stage, regardless of the
assessed need, if they have higher care needs (as defined by
Section 7(6) of the Quality of Care Principles), do not yet have
an ACFI classification or are subject to specific grand-parenting
arrangements relating to 2008 and 2010 reforms.
Residents can be charged for services outside of Specified Care
and Services.
In order to be eligible, the Department considers that the service
must not form part of the normal operation of an aged care
home. This means that if a provider is unable to charge an
additional fee if the service is routinely provided to residents. This
is a concept that is not defined under the Act and is inherently
contradictory to what the Act otherwise allows under Division 56.

74

not be included in Specified Care and Services unless the

resident has lower care needs and you have assessed that
the service is not required by the resident
not be deemed an assessed need if care services are provided
be agreed upon. Services should be formerly documented in
an agreement to demonstrate that the resident has agreed to
the service, and
be invoiced to the resident, even if the service cost is
deducted from the RAD, to ensure that the resident is aware
of the cost (the invoice must be itemised in accordance with
section 56-1(e) of the Act and deductions from refundable
deposits should only be made in accordance with Division
52J of the Act).
The Aged Care Act clearly states that providers are permitted
to charge for additional services. The rules, however, have
become unclear and the Department have indicated that they will
not tolerate the charging of fees and charges outside of those
specified by the Act.
The implementation of services should therefore follow
appropriate market, cost-benefit and legal analysis. The use of
advisors who are already familiar with the legislation and current
practices of other providers is essential.

AGE SERVICES MANAGEMENT

Aged Care Services

Russell Kennedy makes a difference as a market leader in the provision of
legal services to the aged care, home care and retirement living industries.
Regulatory Compliance and Litigation
Victor Harcourt

Anita Courtney

Principal

Senior Associate

T: 03 9609 1693
E. vharcourt@rk.com.au

T: 03 8602 7211
E. acourtney@rk.com.au

Business Acquisition and Amalgamation

Solomon Miller

Jonathan Teh

Principal

Senior Associate

T: 03 9609 1650
E. smiller@rk.com.au

T: 03 9609 1587
E. jteh@rk.com.au

Site Acquisitions, Development and Property Operations

Rosemary Southgate

Donna Rayner

Principal

Principal

T: 03 9609 1637
E. rsouthgate@rk.com.au

T: 03 9609 1503
E. drayner@rk.com.au

Workplace Relations, Employment and Safety

Libby Pallot

Anthony Massaro

Principal

Principal

T: 03 9609 1584
E. lpallot@rk.com.au

T: 03 9609 1501
E. amassaro@rk.com.au

rk.com.au

75

WHATS NEW

WHATS NEW
Doctor says try it!
Tender Loving Cuisine (TLC) an award winning meal delivery service
has become one of the most popular and respected food services
along the East Coast of Australia. They are proudly Australian owned
and their products are Australian made.
Many dietitians as well as general practitioners are recommending
TLC meals as a healthy dietary option. Their focus is on nutrition
and there are 75 nutritionally balanced, portion controlled selections
laboratory tested as Heart and Diabetes Friendly, Gluten Free and
Medically Low Salt. The menu also includes soups, side dishes and
delicious desserts.
Dr Stephanie Butler of Mindbodywellth Family Practice at Hunters Hill
is seeing the benefits of older patients getting regular home deliveries
of healthy meals.
Over the past 25 years, our practice has seen a wide range of
patients including many seniors needing guidance with nutrition
and advice on maintaining their wellbeing said Dr Butler.
A healthy, balanced diet is important at any age but if patients
need assistance with home delivered meals, I am happy to
recommend Tender Loving Cuisine, she said.

Call Tender Loving Cuisine on Freecall 1800 801 200 to check

on delivery in your area. They are happy to mail you a free
menu or visit the website www.tlc.org.au

Call 1800 451 737 (Monday to Friday, 9am to 5pm AEST),

email freeupgrade@niproaustralia.com.au OR complete this
online form http://bit.ly/lasanipro.

DIABETES IN AGED CARE

As one of the leaders in diabetes care, Nipro Australia understands
that there is a growing number of patients with diabetes in your aged
care facilities. To assist you with diabetes management, we offer
comprehensive training on all our products and quality assurance plus
diabetes kits for your facility.
Nipro has been delivering advanced medical products designed to
enhance the lives of patients with chronic disease in the last 60 years
in a global scale. Our high quality diabetes products are trusted for
accuracy, precision and performance.
Our diabetes kit includes a TRUEresult blood glucose meter,
TRUEresult test strips, TRUEuniversal safety lancets, TRUEplus
fast-acting glucose products and TRUEresult controls solutions
for accreditation. Contact Nipro Australia today to take advantage
of this offer.

76

WHATS NEW

Improve access control within

healthcare buildings
Codelocks have been helping estates and facilities managers
implement cost-effective access control for many years. We
understand that in a complex environment, access control products
have to be easy to install and maintain, and above all effective. There
are many areas within hospitals and healthcare facilities that can be
given instant access protection using push button door locks. As well
as the main access routes, there are also consulting rooms, reception
areas, cleaning cupboards, staff rooms, washrooms, operating
theatres, and areas used to store drugs and medical equipment
to consider.
Codelocks new CL5510 smart lock makes access control easier,
offering flexibility and convenience. The locks and technology allow
building managers the ability to program locks via a smartphone,

generate and send entry codes for easy access and issue smart cards
for alternative entry.
The locks provide all users with an access method convenient to
them, whether thats using a card, smartphone, or simple keypad
code. For users that require regular temporary access like cleaners, a
time-sensitive code can easily be issued on certain days or at specific
times of the day. This function is useful for providing access outside
of normal hours, for shift workers, or when contractors need access
during certain periods for routine maintenance. The locks come with
an audit trail facility which helps to monitor and track visitor and
staff movement. Other advanced features, such as code-free entry,
enables open access periods.

For more information on Codelocks smart locks visit

www.codelocks.com.au
Connect and Control.
Code. Card. Phone.

Enware Aged Care Solutions

Enware has recently produced a comprehensive Disability and
Aged Care guide featuring solutions and guidelines. Having
completed over 200 projects in partnership with some of
Australias leading aged care operators, health facilities, architects,
Government and construction developers you can be assured
Enware is an industry leader with the knowledge and insight
to provide innovative solutions that continue to meet the ever
changing needs of residents, patients and their carers.
Enware can offer advice and direction from product suitability
through to installation, working within WHS and OH&S
regulations and compliance with relevant Australian Standards
and Guidelines. With solutions designed to focus on and cater
for differing needs and eliminate the need for renovation should
patients needs change.
Knowing we put the user first means you can choose Enware
with confidence.
The guide is available in hard copy from our sales team or follow
this link for an electronic copy

http://www.enware.com.au/media/1902/enw344_aged-careand-disability-solutions.pdf

Data does a poor job answering questions

Research amongst business leaders has revealed that 83% believe
their business information does a poor job of answering questions.
Thats a disturbing finding. In a world where an astonishing amount
of data is available, it appears that many businesses just dont know
what to do with it.
Data has the ability to provide a wealth of valuable information to
businesses, helping them understand the needs, wants, behaviours
and patterns of clients and customers. But it only becomes useful

when distilled, interpreted and presented accurately in the

right context.
Surecom is at the forefront of data analysis that delivers meaningful
business intelligence solutions. Specialising in aged care, Surecom
uses its expertise in both the aged care residential and community
sectors to deliver advanced visualisation and modelling tools to
transform data into powerful and meaningful insights.

Call Surecom today on (07) 3514 9100 to find out how they can
help you dig the precious gems out of your data mine.

77

WHATS NEW

Superior continence management ensures

best outcomes for residents.

The Eldercare team are pleased

with the change to TENA

Change is difficult in business. For those working in residential aged

care, changing something like incontinence products can seem
close to impossible. However change can be hugely successful
and gratifying as South Australian aged care provider Eldercare
discovered when switching to TENA.
Eldercare currently has 1,000 licensed aged care beds across
13 sites and approximately 85 percent of residents require
continence management.
The decision to change to TENA was based on considerations
including training and ongoing support, electronic capabilities for
updating prescriptions and data reporting, product innovations and
cost reductions through reducing consequence costs. The TENA Plan,
Coach, Monitor approach ticked many boxes.
Eldercare Procurement and Contracts Manager, Tony Pascoe reported
that in the trial to win the business, TENA performed 20 percent better
than its competitors based on quantity and quality measurements.

Full product and application education assisted with the

change in all processes at a site level, said Mr Pascoe.
And the change to TENA was worth it especially for
the residents.

For more information visit www.tena.com.au

Introducing the latest from Japan

The Hug, a Mobility Support Robot
Hug is designed with supporting people who face mobility issues.
It allows you to move a person from bed to wheelchair or wheelchair
to the toilet. Hug assists when needing to transfer a person to a
sitting position or in situations where standing for a period of time is
required, such as getting dressed. Hug supports those who have the
ability to stand on their own, but for a particular reason, have limited
mobility when standing.
Hug is ready to use, anytime. Hug does not use a sling or harness,
which means no consuming setup time. Hug does not only raise
a person, but brings them forward in a sliding motion to stand,
effectively distributing their weight to the backs of the heels and
allowing the person to feel comfortable while standing up.
The Hug allows and gives people their dignity as they are reluctant to
move because they do not wish to burden others with heavy lifting.
The Hug robot can now take over the lifting work that has been
the domain of care workers to ensure less physical stress and the
avoidance of back injuries.

78

Contact: Gerald Koh,

Kobot Systems Pty Ltd
Tel: 04-1996-1978
Email: gkoh@kobot.com.au

COMPUTER SOFTWARE

| TECHNOLOGY

8-9 March 2017 | International Convention Centre, Darling Harbour, Sydney

TRANSITIONING TO A CONTEMPORARY SERVICE

IN A CONSUMER DRIVEN MARKET PLACE
Aged Care 2017 will address reform across the following areas:

Consumer Directed Care (CDC)

the impact on consumers
and providers

Innovations in technology to
enhance and enable ageing
in place

Remaining competitive in a
consumer driven market
Place

Rethinking the way we provide

care for people living with
dementia

Revising your business model

in response to government
reform and consumer demand

Moving away from traditional

models of aged care, to a
restorative and teaching model

Communicating with the

consumer challenges in
planning and contracting
support services

The design and delivery of

retrofit and new build aged
care facilities

Workforce requirements
do you have the necessary
skills to administer CDC?

Understanding the technology

investments that can bring long
term financial savings and
improved patient care

SPECIAL CONFERENCE PRICING AVAILABLE FOR:

Government, Local Area Health Services, Public and Private Health Facilities
and Aged Care Providers
Visit: http://ac.austhealthweek.com.au for more information

79

Hands love
Jasol.

NEW

From liquid to foam hand soaps with the latest dispensers

weve got all your hand hygiene needs covered.
NEW TOUCH FREE & MANUAL LIQUID OR FOAM SOAP DISPENSERS
Jasols new wall mounted soap
dispensers have a 100% disposable
inner mechanism to ensure full
hygiene integrity. Both units have
interchangeable pumps and soap
pods that can be easily switched
between each. Once the soap pods
are placed in the unit they only
need replacing when the container
is empty. The chemical is never in
contact with air or germs.

NEW SAFE T GUARD

Why not combine your
Jasol Dispenser with
our new, non alcohol,
foam hand sanitiser.
Also sold in 50ml
and 500ml packs.
Contains unique ingredients
that reduce the spread of
germs. Placed directly onto
the skin it quickly evaporates
when hands are rubbed together.

Speak to your Jasol Account Manager or contact our customer service team on 1 800 334 679 or visit jasol.com.au

Providing hygiene service solutions since 1934