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The voice of aged care Autumn 2017 | www.lasa.asn.au


WORKFORCE strategy







rego scheme









CONTENTS The voice of aged care Autumn 2017 | www.lasa.asn.au

OPINION 5 CEO National Update 7  Chair National Update 8 Accommodation payments 10  New housing solutions 12  Mapping a better future for aged care

NATIONAL UPDATE 14  Value proposition is key in pro-competition approach to aged care reform

16  Join the queue 20 Changes to the viability supplement

23  Australian Law Reform


Commission inquiry into elder abuse

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

25  LASA calls for status quo on Bond Guarantee Scheme

T: (02) 6230 1676

26  Productivity Commission


Inquiry into the design and delivery of human services

First Floor Andrew Arcade 42 Giles Street Kingston ACT 2604


ADBOURNE PUBLISHING PO Box 735, Belgrave, VIC 3160



Melbourne: Neil Muir (03) 9758 1433

Adelaide: Robert Spowart 0488 390 039


Emily Wallis (03) 9758 1436

Administration Tarnia Hiosan (03) 9758 1431

32  NSW 34  VIC/TAS 35  WA 36  SA YOUR MEMBERSHIP 38 LASA membership offer 41 Affiliates gain the LASA edge

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 organisation’s staff. No part of Fusion may be reproduced in any other form without written permission from the article’s author.

EMPLOYMENT RELATIONS 42  Significant Decisions from the Fair Work Commission

45  Modern Award Review process: update

CONFERENCE 47  Leading experts on hand at NSW State Conference

48  The Care and Ageing Expo HEALTH AND WELLBEING 50  Program evaluation points to positive change in palliative care and advance care planning

53  Tackling depression and anxiety

54  Tragedies spark efforts to improve workers’ mental health

DESIGN 56  Designing care facilities for rural and regional communities

RETIREMENT LIVING 58  A snapshot of retirement village regulation throughout the nation

MEMBER STORIES 60  New online resources for advance care planning ease stress for people with dementia

62  The Men’s Shed Chorale raises the roof at Hall & Prior Homes

64  Residents spoilt for choice at Cranbrook Care

AGE SERVICES MANAGEMENT 67  What to do with medical records when a patient dies

68 The leadership differentiator 70  Carrington Care TOURS 73  Farm care for the aged 76 WHAT’S NEW



AGED CARE FUTURE Along with many Leading Age Services Australia (LASA) Members, and other aged care industry stakeholders, I attended a forum organised by Aged Care Minister Ken Wyatt MP in Sydney in February where we worked through the detail of the Aged Care Sector Roadmap.

The forum was designed for the Minister and other policy makers to engage directly with our industry and hear first-hand from consumers and providers their insights and experiences of our industry’s achievements, challenges and opportunities. We also talked in some detail about funding, access, quality and workforce issues, as well as consumer literacy requirements and the pace of reform. Minister Wyatt made it clear he would be using the outputs of this forum to assist him in considering the next steps in the Federal Government’s aged care reform agenda. I was encouraged by Minister Wyatt’s commitment to work with the industry to guide future reforms in alignment with the Aged Care Sector Roadmap. As an active member of the Aged Care Sector Committee (ACSC) which developed the Roadmap, LASA supports the reform’s intent regarding ageing in place, and creating a sustainable, consumer-driven, market-based system for aged services. As a committed participant in the reform process, LASA wants to ensure the policy goals, and legislative and regulatory parameters that will come out of this process act as enablers, not a drag, on the creation of sustainable business models for aged care providers and for improving care for older Australians. Quality of service, standards of care, and the viability of providers cannot be sacrificed along the way. Furthermore, these reforms will only succeed if the basic systems that underpin them are fit for purpose. As such, government needs to ensure that the support systems for industry and consumers – the payment system and My Age Care – work and work well. These systems continue to present frustrations for consumers and providers alike. This is leading to providers being out of pocket for considerable sums for many months, or their

Sean Rooney Chief Executive Officer Leading Age Services Australia

services dropping off the list of available providers for consumers to choose from. Support system failings are not acceptable in a modern business environment. They need to be addressed, and addressed quickly, to translate reform intent into reality. LASA, in progressing the Roadmap, will also be working to ensure the way new reforms are delivered and supported stay true to the core objective of consumer directed care: greater choice for consumers. A central tenet of the reform agenda set down by the Roadmap is when consumers seek aged care services they understand the choices before them, they have the required level of literacy to make fully informed choices, and the system actively empowers them to make these choices. There needs to be a greater demonstration to industry that this level of literacy is a reality, and that consumers seeking home and residential care can choose services where their needs are being met, and not an ill-fitting collection of services that don’t address care needs. Meaningful consumer choice cannot happen if there is an inadequate supply of places. Any reforms that are based on consumer choice and market-based principles need to have sufficient funded places to enable consumers to choose. LASA will be heavily engaged in the discussions and policy work now underway within both government and industry to fill in the detail on the Aged Care Roadmap. We will be engaging our Members in discussions, planning, and policy development in coming months and feeding in the ideas and lived experience of our Members and their clients to the policy mapping process. We will doing all we can to ensure a high performing, respected and sustainable age services industry that delivers accessible, affordable, quality care for older Australians, now and into the future. ■


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ROADMAP DRIVER’S SEAT In February a significant milestone on Australia’s Aged Care Roadmap was reached.

Increasing Choice in Home Care, launched on 27 February by Minister for Aged Care Ken Wyatt, signalled a shift in the aged care market place and the delivery of aged care services towards a new accountability framework, where consumers control and choose the services they want and need. Australia’s aged care industry has gone through a period of significant reform to become more consumer centred. The aged care system is being transformed and Leading Age Services Australia (LASA), the national peak body for aged care, will continue advocating for a viable and sustainable industry into the future. We also need to ensure Australia’s aged care industry can support older Australians to maintain their independence and receive quality care, when and where they need it. Market forces are combining with a growing desire by older Australians to stay at home longer, closer to family and friends. Increasing Choice and Consumer Directed Care reforms allow Australia’s ageing population to customise their own home care and continue to live at home longer. LASA has played an important leadership role facilitating the home care reform transition for Australia’s aged care providers and workforce.

Dr Graeme Blackman OAM Chair I LASA

Expert advice was provided across many fields including accountancy reporting, industrial relations, ageing advocacy and information and communication technologies. We have been supporting the industry with a weekly information series and an industry webinar, and we are now rolling out a series of home care forums, workshops and seminars nationwide to ensure the industry is well placed to comply with the new home care reforms. LASA will closely monitor the implementation to ensure consumer-directed care and home care reform is delivered, demand is met, and systems and processes are sufficient to support it. The newly-appointed Minster for Aged Care Ken Wyatt has hit the ground running and the Minister is committed to the opportunities presented in the Age Care Roadmap. LASA will build on our strong relationship with Minister Wyatt and together work towards increasing the capacity of the aged care sector, to become a consumer-driven, market-based sustainable aged care industry. LASA looks forward to working with our members, government, the aged care sector, older Australians and other key stakeholders to realise the Aged Care Roadmap and a viable and sustainable aged care industry. ■





ARE THEY WORKING FOR YOU? I recently read an article in Sydney’s Daily Telegraph regarding the level of accommodation payments being charged by some aged care providers (‘House of pain as age crisis hits’ 25/02/17).

Robert Orie

The article focused on providers charging more than $550,000 as a refundable accommodation deposit (RAD) and specifically mentioned those with RADs approaching $1 million or more. The thrust of the article was to suggest that aged care providers were profiteering from the buoyant real estate market by charging “sky-high bonds” for entry into residential care which provided a barrier to entry for those with lesser means.

equates to around $42 per day. Not exactly the river of gold some would suggest, especially when you compare this with the accommodation supplement paid on behalf of low-means residents which currently varies from around $26 per day to $54 per day depending on the number of supported residents in care and whether the facility meets the requirements of significant refurbishment.

We know from the data released by the Aged Care Financing Authority (ACFA) (https://agedcare.health.gov.au/2016-reporton-the-funding-and-financing-of-the-aged-care-industry). in its July 2016 report to government that this is hardly the case given that the average RAD being charged by providers is around $377,000, and that only 5 per cent of providers are achieving RADs of more than $550,000. However, it did get me thinking about the real value of a RAD and the financial support it actually provides to the aged care operator.

I appreciate that not all providers invest their RAD holdings in a term deposit. Some choose to access other investment options, such as listed securities, while others use RAD funds to off-set debt or to fund new capital works. In these situations the inherent value of the RAD can be far higher.

Take an example of an average RAD of $377,000. If an aged care provider were to invest this amount in a term deposit with one of the major banks where interest rates are currently hovering around 2.8 per cent per annum, the resulting income would equate to $10,556 per annum or around $29 per day. If we apply the same methodology to a RAD of $550,000 which is at the ninety-fifth percentile of all RADs received, the income

The point is, that operators who may not have the risk appetite to invest in the share market or who are not in a position to off-set debt or invest in new capital works are struggling to achieve a reasonable commercial return. This is primarily due to our current economic environment in which we are experiencing historically low interest rates. The issue of poor financial return specifically relates to the investment of lump sum RADS. Providers that receive their accommodation payments primarily by way of a rentequivalent daily accommodation payment (DAP) are in a far better position due to the fact that the calculation of the DAP is

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based on an interest conversion rate that is significantly higher than the prevailing bank term deposit rate. For example, the current maximum permissible interest rate (MPIR) that can be used to convert a RAD to a DAP is 5.76 per cent which is more than double the current bank term-deposit rates. If we apply this conversion rate to the two RAD examples mentioned previously it would result in an income stream of around $59 to nearly $87 per day respectively. Ideally, providers whose business model or investment strategy would benefit from receipt of a lump-sum RAD should target this form of payment while others should focus their efforts on receiving a DAP or perhaps a mix of the two to ensure some level of security afforded by the RAD and an income stream delivered by the DAP. Unfortunately, as aged care providers would be only too well aware, legislation currently prohibits providers from stipulating the method of payment and places the choice firmly in the hands of the care recipient. To make matters worse, the care recipient does not need to inform the operator upon entry

of how they wish to pay their accommodation payment. Legislation allows up to 28 days for them to make up their mind. Leading Age Services Australia recognises the challenge the current legislative framework poses for aged care operators in terms of the receipt of accommodation payments and the impact this has on the financial sustainability of their business. It is interesting to note that the Aged Care Roadmap, which was commissioned by the government and which has received broad bipartisan support, clearly indicates that a desired outcome is to deliver sustainable aged care sector financing arrangements where the market determines price, those that can contribute to their care do, and government acts as the ‘safety net’ and contributes when there is insufficient market response. A good starting point to achieving this outcome and moving towards a market determined pricing regime would be to allow providers to have some say in how they wish to be paid. ■

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Australia is experiencing what some are calling a ‘silver tsunami’ and those of us in the seniors living sector can attest to the challenges currently being faced. We have an ageing population, whose needs are more complex and wants are far different to what we saw even ten years ago. Retirement villages are in a prime position to provide for the needs of seniors with an asset base but need to consider space for large motorhomes and caravans as more early adopters recognise the value of the retirement village model. At the same time, residential aged care is seeing people enter care at a much older age with shorter stays predicted and new forms of seniors housing solutions needing to be explored… and soon. Housing is a significant contributor to supporting and sustaining the wellbeing of older people as they retire and age. Grattan Institute data shows that as Australians age they are planning on staying in their homes for as long as possible, with


Kim Teudt General Manager I Mission and Business Growth LASA Board Member

around 70 per cent of people indicating a preference to die at home. This poses multiple challenges such as increasing care in clients’ own homes, the need for more options in seniors living accommodation and increasing competition for savvy seniors’ dollars. To fulfil the desire for people to stay in their own homes, their homes need to be adaptable. They need to be a safe place for people to live and receive care as they age and move into the end of life phase. We have found that housing environments for this cohort must be flexible and adaptable to incorporate new and emerging technology, environmental sustainability, and social opportunities. Housing environments also need to be designed to help people maintain their physical wellbeing and have


Affordable housing options should include affordable properties that can be wholly owned, held in shared equity or ownership arrangements, or rented. One emerging area is the role of manufactured home parks and caravan parks in delivering affordable housing options to older people on low incomes. These options offer people a financial stake in housing at the lower end of the market and are currently regulated by government attracting a rental subsidy for eligible residents. Retirement villages also play a key role in affordable housing solutions by enabling a transition from a resident’s family home to a retirement unit or apartment within a community through a financial model that incorporates sufficient flexibility, affordability, and is attractive to the individual. We believe that wherever possible, effort should be made to transition seniors who are living in caravans – which are generally unsuitable in design and amenity for people as they age – to manufactured home parks or land lease models. These homes are built to higher product and quality standards and could easily support shared equity as well as purchase arrangements. space for any support services that may need to be provided onsite. This flexibility isn’t as easy, and in some cases is impossible for those renting their homes or living in public housing. For many older Australians who do not own their own home, their situation can be dire as their needs increase, and so too do their expenses. Sadly their income is not increasing at the same rate to cover more specialised accommodation or modifications. Older people relying on the aged pension and not owning their own homes fall into what are described as low-income and low-asset households. These households are at a high risk of poverty and homelessness, and have very limited choice around their housing. The number of these households is expected to significantly increase over the next 30 to 40 years. The Committee for Economic Development of Australia noted in its 2015 report, ‘The super challenge of retirement income policy’, that older renters are far more likely to experience persistent poverty than other households. They might go without meals, be unable to heat their homes, and be unable to afford leisure or hobby activities. Also, too often private rental is either unaffordable or inappropriate in terms of design or access to services. With the increases in property values and rents over recent years, many older renters are at risk of becoming homeless for the first time. As such, providing appropriate, affordable and secure housing for older people will be a key policy and practice challenge over the next ten years. To address this challenge, innovative and affordable seniors housing solutions need to not only be explored, but also delivered on a large scale, and soon.

Regardless of the housing solution and the residents’ equity in this, the design of these solutions needs close consideration. Liveable housing design standards guide architects and builders to design and build houses that meet the changing needs of people across their lifetime. Liveable homes include key easy-living features that make them easier and safer to use for all occupants including people with disability, ageing Australians, people with temporary injuries, and families with young children. At Churches of Christ in Queensland we bring together liveable housing standards in aged care, affordable housing and retirement living – a purchase option often below equivalent market rates – within our campuses which operate under our ‘integrated communities’ philosophy. This model co-locates a variety of seniors’ living services at the one location, with shared facilities and services. This enables local seniors to age in place with no need to move from their community if their care needs change. We also provide for those living in their own homes, with the delivery of home and community care. The services and housing solutions we deliver, and the campuses we operate from, are evolving to meet the increasingly complex, and dare I say it, demanding, needs of ageing Australians. While the challenges of seniors housing are great, so too are the benefits for senior Australians and future seniors... people like you and me. Ask yourself, what type of environment would I like a loved one to live in and what kind of place would I like to live in? If the answer is a comfortable place with all amenities and services you need, consider those that could not even dream of affording something like this. ■




BETTER FUTURE FOR AGED CARE The Aged Care Roadmap is a guide to the future path of aged care in Australia.

We need a roadmap because the aged care system is in transition. All players, new and old, need to know with some confidence what is around the corner, and when those changes may occur. Our aged care system has already undergone significant change in recent years to put more focus on consumers and their experience. We now have an integrated entry level program to support people in their own homes – the Commonwealth Home Support Programme. New pricing and means testing rules ensure that people with the capacity to pay are doing so. And we have a clear entry point to aged care – My Aged Care now covering information, assessment and referral to service. But more change is needed. Doing more of the same is not an option.

The Hon Ken Wyatt AM, MPM Minister for Aged Care

In particular, I know that some of its timelines are causing concern for some aged care providers. Recently I called a roundtable of providers, consumers and carers to talk frankly about the Roadmap and what was achievable. The feedback I received then was very valuable. The focus of this session was to listen to all views put to me. Every perspective warrants consideration. Working together is the key to finding the right balance between regulation and market forces, between user pays and government subsidies. It is only by achieving the right balance that we can ensure an adequate supply of quality, affordable and accessible aged care for older Australians now and into the future. We need to balance fairness, quality, and viability.

I am committed to further reforming Australian aged care, and I will be considering the next steps later this year.

We’ve already seen some great results from what we in government are calling ‘co-design’ of policies. An example is the new home care arrangements that I announced on 27 February 2017.

I am also committed to the directions laid out in the Aged Care Roadmap, which was released in April last year.

I will be pursuing the same co-design principles in other areas of aged care reform.

I believe that future policy also needs to reflect the reality facing aged care providers and consumers.

I will be taking your views into consideration as we go into development of the next phase of the reform process, to draw up the detail of reforms, which will take us down the path laid out in the Roadmap.

The Roadmap was drawn up the by the Aged Care Sector Committee at the request of the Australian Government. The Roadmap sets out a path to a system where people are valued and respected, including their rights to choice, dignity, safety (physical, emotional and psychological) and quality of life. Under the Roadmap, older people (together with their families and carers) will have access to competent, affordable and timely care and support services through a consumer-driven, market-based, sustainable aged care system. The Roadmap has wide support. It will provide opportunities for some providers and new entrants. It will challenge others.


I will also of course be guided by the report of the Legislated Review which is considering the impact of reforms since 2012 on the aged care sector. That review is under way and public consultation is well advanced with the final report due to be provided in August 2017. When I talk to my ministerial colleagues about the next steps in aged care reform I want to be confident that I understand the priorities and concerns of the sector. The Roadmap will guide all of us to an endpoint in which we provide the best possible aged care to all Australians as they age. ■




The Aged Care Roadmap is about to take a step up, and could well become the official policy framework for Federal Government plans to further liberalise the aged care sector. The conversion of the Roadmap from a statement of ambition by the aged care sector into formal government policy is being championed by Aged Care Minister, the Hon Ken Wyatt MP, who is a strong supporter of the sector.

its many forms, such as price, quality and service mix). The role of government will be limited to setting core standards, and acting as a ‘safety net’ to ensure services are provided to those in genuine need.

However, the transition of the Roadmap into government policy does not necessarily mean it will be taken-up wholly, and without some amendment.

The Roadmap is a well-designed and thought-out program, albeit a higher level aspirational document than a concrete plan of action with measurable performance indicators, timelines, and outputs/outcomes.

The challenge for the aged care sector is to ensure the key reform elements remain, and a pragmatic and soundly sequenced reform agenda (with defined key performance indicators and timelines) is put in place. Leading Age Services Australia (LASA), as a leading member of the Aged Care Sector Committee (ACSC) which developed the Roadmap, supports its central thrust as a reform agenda to “achieve a sustainable, consumer-driven, market based system” of aged care in Australia. Developing and implementing a rigorous plan of action to ‘make the Roadmap happen’ will necessarily be informed by the wider policy environment in which aged care reform, and the aged care sector, currently operates, and can expect to operate, into the foreseeable future. The prescriptive regulatory framework of the past is being progressively replaced by a less-regulated (‘lighter touch’) model, where the key driver will move from direction from Federal Government regulators to market forces, in particular, wider and more effective consumer choice. Similarly, the heavy emphasis placed on subsidies to providers is coming under pressure from broader economic policy disciplines, most prominent of which is the imperative for Federal Governments, of whatever political persuasion, to deliver ‘fiscal consolidation’ (read: spending restraint/reduction). The end-point model is likely to be one where government(s) no longer regulate the number or the supply of aged care services, and the market will respond to consumer demand (in


It usefully sets out under each of nine key themes a description of the current situation and what needs to change; and, what needs to be done in the short term (the next two years), the medium term (the next three to five years), and the longer term (the next five to seven years). It also defines the ‘destination’ (where we want to end up) for each of the themed areas. In the area of consumer engagement with aged care, the destination is one where consumers are proactive in preparing for their future care needs, with aged care being individualised in response to consumer choice. In dementia care, such care is integrated as core business through the aged care system. In the availability of care, there is a single aged care and support service system which is market-based and consumer-driven, with access based on assessed need. In the area of financing, the destination is a sustainable financing arrangement for the aged care sector, where the market determines price, those who can contribute to their care do so, and government acts as a ‘safety net’ and contributes where there is insufficient market response (for example, in ‘thin markets’). LASA’s aged care reform agenda is clear: the aged care industry is moving from a welfare entitlement model to one operating on a competitive/contestable market basis. Such a market-based system would allow for easier entry (and where necessary, exit) for providers, and greater choice for consumers. Providers will succeed, or otherwise, based on their market performance, most notably the value proposition of service delivery they offer to consumers.


Consistent with Roadmap, LASA supports governments pursuing a pro-competition approach to the aged care sector, implementing a ‘light touch’ style of regulation, acting as a ‘safety net’ for those in genuine need, and with limited engagement in the market (such as ‘thin markets’ – for example, rural and remote areas). LASA will be looking to work closely with the Federal Government as it moves through the processes of transitioning the Roadmap into official government policy. Key watch points will include which elements of the Roadmap are retained (either as is, or in amended form, and what these changes look like and their attendant implications), and which are dropped (and again the implications). LASA will be pressing for a clear statement of deliverables, outcomes, timelines and performance indicators. And, for active co-design of the new model, and its implementation, between government and key stakeholders – not least of which must be providers. ■

Image courtesy of www.shutterstock.com/De Visu






Long-flagged changes to the Home Care sector became a reality on 27 February this year with the introduction of the Increasing Consumer Choice Home Care reform package. Under these reforms, three new processes are being rolled out through the sector.. In simple terms, these changes mean that: 1. Home care package funding follows the client. 2. Clients who have been approved for a home care package will now go onto one national queue, with packages being managed through the National Package Inventory, both of which are managed by My Aged Care. 3. The Approved Provider processes have changed, with the intention to reduce regulatory burden on providers. These changes were introduced to the industry following the announcement of the Increasing Consumer Choice reforms in the 2015–16 Federal Budget. The aim of these changes, as stated in the Department of Social Services Budget-related paper, are to “empower older Australians to receive services from a provider of their choice, increasing competition and leading to improved quality and innovation in service delivery, while reducing regulation on providers”. A number of facets of the Home Care Packages Program have changed to enact these reforms, and Leading Age Services Australia (LASA) has sought to identify some of the key considerations that are likely to impact on current and future home care package providers. As most providers are probably aware, the Aged Care Approvals Round (ACAR) is the competitive process in which the Federal Government allocates and funds new aged care places. When the ACAR results for 2015 were made public by the Department of Health in 2016, industry speculation was confirmed that it would be the final ACAR round for home care. This change was implemented to support the move towards one national system for people who had been approved for care and were waiting for a package to become available. To do this, the government has introduced a national queue, which is a waiting list for everyone that has been approved


for a home care package. To assist with administering the waiting list, the government has also introduced the National Package Inventory. This inventory is a collection of all vacant packages and also the way that new packages will be made available to the industry, with an additional 11,000 packages to be released in late 2017. My Aged Care will manage the National Package Inventory and while information is available on the processes that are undertaken by My Aged Care to support these changes, details around the number of people on the waiting list; the anticipated waiting time; and information on the number of people waiting for services in a particular region are not available. Conversations between LASA and the Department of Health have not resulted in any specific answers around these concerns. It leaves the industry wondering how providers are going to be able to undertake any detailed workforce planning when information on potential clients for home care in a particular area is not available to the industry. Home Care Packages are no longer approved at a broadband level and instead are now four distinct levels: 1, 2, 3 and 4. To transition clients already approved or in receipt of a package, clients will be considered to be approved at the higher level of their approved broadband. However, for clients already in receipt of services this does not mean they will automatically shift to that level but will instead go onto the national queue. Therefore, for clients who were approved for a level 3–4 and who were receiving services at Level 3, the provider will continue to receive subsidy for the Level 3 but the client will go on to the national queue for a Level 4 package. For more information on these arrangements please see the LASA website (http://www.lasa.asn.au/home-care-reform/), where we step through the transitional arrangements. Home care packages are now allocated directly to the individual, and while the funding associated with the

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package is still paid to the provider, the client has the ability to change providers and take the associated funding with them. As part of this change, the Department of Health has introduced the concept of unspent home care amounts, which includes the total subsidy, any supplements and home care fees paid for the period of care that have not been spent or committed to the client’s care and services.

Home Care Agreement and can only be charged to the client when he or she leaves the provider and there is an unspent home care amount available (i.e. an exit amount cannot result in a debt to the client). The unspent home care amount is to be calculated based on amounts received as of the cessation day, rather than amounts owed.

The unspent home care amount is backdated as far as 1 July 2015 (or the day the client started to receive home care services) and up to the cessation day (the day the client finishes with the provider). When a client transfers to another organisation, there are a number of steps (and timeframes) the original provider is required to undertake to formally notify the client, the Commonwealth and the new provider of the unspent amount to be transferred, even if the amount is zero.

The next phase of the Increasing Consumer Choice initiative, as announced in the 2015–16 Federal Budget (and now known as the Increasing Choice in Home Care reform), will see the integration of the Home Care Package Program and the Commonwealth Home Support Programme into one program. It is intended for this to occur from July 2018 however the details on how this will be achieved and what this program will look like have not been decided. LASA will continue to monitor the situation and will report on any future developments.

In seeking to recognise the administrative requirements that will need to be undertaken with this process, the Department of Health has introduced exit amounts. This exit amount is a specified amount that is identified in the mutually-agreed

For more information on the home care reforms, please visit the dedicated home care reforms page on the LASA website www.lasa.asn.au or contact us on 1300 111 636 or via our dedicated email homecare@lasa.asn.au. ■

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To see a real-life example of census data at work, we need look no further than the introduction of a new measure to fund aged care services in rural and remote areas. The new measure is based on the Modified Monash Model, and incorporates more up-to-date census data for classifying providers in regional, rural and remote areas.

The new model The previous viability supplement determined geographical classification on the basis of Rural, Remote and Metropolitan Areas (RRMA) (1997 Scheme only) and the Accessibility/ Remoteness Index of Australia (ARIA). Both methodologies are based on 1990s census data.


In January 2017, the Modified Monash Model replaced ARIA and RRMA. The Monash Model takes into account the size and isolation of a town based on latest census data, in contrast to ARIA classification which relied on road distances from service centres and did not incorporate demographic factors of individual towns into its classification model. The Monash Model was developed by the Department of Health to improve upon targeting in workforce shortages programs such as the GP Rural Incentives Program. The table below compares the Monash Model to existing classifications: Examples

ARIA 1999 and RRMA

MMM 1 All areas categorised as Major Cities of Australia

Criteria (based on ASGS-Ras – 2011 Census data)

Melbourne, Vic

Highly Accessible (ARIA) Capital City (RRMA)

MMM 2 Areas categorised as Inner Regional Australia and Outer Regional Australia that are in, or within 20km road distance, of a town with population > 50,000

Rockhampton, Highly Accessible (ARIA) Qld Large Rural (RRMA)

MMM 3 Areas categorised as Inner Regional Australia and Outer Regional Australia that are not in MMM 2 and are in, or within 15km road distance, of a town with population between 15,000 and 50,000

Bathurst, NSW Highly Accessible (ARIA) Small Rural (RRMA)

MMM 4 Areas categorised as Inner Regional Australia and Outer Regional Australia that are not in MMM2 or in MMM 3, and are in, or within 10 km road distance, of a town with population between 5,000 and 15,000

MMM 5 All other areas in Inner Regional Australia and Outer Regional Australia

MMM 6 All areas categorised as Remote Australia, and areas that are not on a populated island that is separated from the mainland in the ABS geography and is more than 5 km offshore

MMM 7 All other areas – that being Very Remote Australia, and area on a populated island that is separated from the mainland in the ABS geography and is more than 5 km offshore.


Coffs Harbour, NSW

Accessible (ARIA) Small Rural (RRMA)

Albany, WA

Accessible (ARIA) Small Rural (RRMA)

Maryborough, Vic

Highly Accessible (ARIA) Other Rural (RRMA)

Dalby, Qld

Highly Accessible (ARIA) Other Rural (RRMA)

Gundagai, NSW

Accessible (ARIA) Other Rural (RRMA)

Mansfield, Vic

Highly Accessible (ARIA) Other Rural (RRMA)

Alice Spring, NT

Remote (ARIA) Remote (RRMR)

Cardwell, Qld

Moderately Accessible (ARIA) Other Rural (RRMR)

Tennant Creek, NT

Very Remote (ARIA) Remote (RRMR)

Winton, Qld

Very Remote (ARIA) Remote (RRMA)


The classification for a service or home care client can be determined using the doctor connect webpage on the Department of Health website at: http://www.doctorconnect. gov.au/internet/otd/publishing.nsf/Content/MMM_locator

Residential care To calculate the points for residential care can you can find the information you need on the Department of Health website at: https://agedcare.health.gov.au/funding/aged-care-fees-andcharges/2017-scheme-points-calculator Grandfathering arrangements apply to ensure that funding will not be reduced for existing residential care services.

Home care For Home Care, the rate will be determined by the classification of the individual’s location under the Monash Model. You then receive the viability supplement for care recipients in locations with the required model score. Grandfathering arrangements apply if the supplement amount paid for a care recipient before 1 January 2017 was higher under the old ARIA scheme.

LASA is aware that service providers may be disadvantaged under this new viability supplement. If your service or home care client is affected please inform your state managers with the details so that we can present your case to the government and the Department of Health. ■

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The Federal Government has asked the Australian Law Reform Commission (ALRC) to conduct an inquiry into the nature and extent of elder abuse in Australia.

In particular, the ALRC has been asked to look at the adequacy of existing federal laws designed to protect people from abuse or misuse by carers – whether formal or informal – in areas such as care and living arrangements, health, social security and superannuation. The ALRC was particularly asked to examine issues touching on the aged and disability care sectors, such as the National Disability Insurance Scheme and the Aged Care framework. Against this background, the ALRC produced an issues paper in June 2016. Leading Age Services Australia (LASA) provided advice on a range of areas in this paper, specifically responding to those related to aged care. The ALRC subsequently released a discussion paper on elder abuse in December 2016. The discussion paper covered a range of areas including: the development of a national plan to address elder abuse; powers of investigation; criminal justice responses; enduring powers of attorney and enduring guardianship; guardianship and financial administration orders; banks and superannuation; family agreements; wills; social security; aged care, and a range of other issues. In our formal response to the discussion paper (www.lasa. asn.au/wp-content/uploads/2017/03/ALRC-Elder-AbuseLASA-Sub.pdf), LASA has supported the protection of all older Australians against any form of elder abuse. Similarly, LASA agrees with the discussion paper’s premise that there is very limited evidence in Australia to support an understanding of the prevalence of elder abuse, and without an appropriate evidence base to guide best-practice models, there is the potential for strategies that lack a sound evidence base to do more harm than good.

The discussion paper makes several recommendations that LASA suggests may lead to a duplication of approach in the aged care industry. We have suggested that these recommendations be reconsidered to ensure there is no double-up of effort before any proposals are further developed and that other avenues of prevention be investigated before further reporting requirements are imposed on the industry. The ALRC recommends that a reportable incidents scheme is introduced and proposes a national employment screening

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LASA therefore supports the development of a national plan to address elder abuse where a national policy framework must be able to recommend means of implementation. LASA also supports the commissioning of a national prevalence study of elder abuse as we are concerned public discussion is often not informed by evidence and frequently provides a misconstrued perception of what elder abuse is, where it occurs, and by whom.

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process for Australian Government-funded aged care. LASA supports both recommendations but in doing so LASA recommends that the reportable incident scheme build on the framework of the current system, rather than introduce new requirements. We have also questioned who is likely to take responsibility for the cost of such screening, and who will undertake the action. LASA has long supported nationally consistent laws governing enduring powers of attorney (including financial, medical and personal), enduring guardianship and other substitute decision makers and backs the ALRC proposal on this issue. LASA has also advocated for a workforce that has the right attitude and attributes to work with older people, consistently calling for a national code of conduct for aged care workers. It therefore supports the ALRC recommendation on this issue.

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Recommendations LASA did not support include a call for the Aged Care Act 1997 to be amended to regulate the use of restrictive practices in residential aged care. LASA is concerned that this proposal, while well intentioned, will be difficult to implement.


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LASA also backs the ALRC recommendation on about reducing the use of both physical and chemical restraint. LASA has consistently supported actions to reduce the use of both physical and chemical restraint but also suggests that before making broad recommendations about how restrictive practices should be used, all settings should be considered, not just in residential care.

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The ALRC suggests that the Act also be amended to provide for an ‘official visitors’ scheme for residential aged care with functions to inquire into and report on: whether the rights of care recipients are being upheld; the adequacy of information provided to care recipients about their rights, including the availability of advocacy services and complaints mechanisms; and concerns relating to abuse and neglect of care recipients. LASA does not support this proposal because, while again well-intentioned, it does not recognise the existing scrutiny of visitors by the Australian Aged Care Quality Agency (AACQA), Commonwealth Nursing Officers, the Department of Health and the Aged Care Complaints Commissioner. This proposal also ignores the community care setting, where the AACQA, the Department of Health and the Aged Care Complaints Commissioner also have jurisdiction. For similar reasons to those outlined above, LASA also does not support the ALRC’s proposal that recommends official visitors should be empowered to enter and inspect a residential aged care service, confer alone with residents and staff of a residential aged care service, and make complaints or reports about suspected abuse or neglect of care recipients to appropriate persons or entities. The ALRC is due to provide its report to the Attorney-General by May 2017. LASA has published the full submission on our website, www.lasa.asn.au. ■


LASA CALLS FOR STATUS QUO ON BOND GUARANTEE SCHEME The Aged Care Financing Authority (ACFA) is looking at possible alternatives to the current Accommodation Bond Guarantee Scheme. The Aged Care Financing Authority Review into the Bond Guarantee is considering three options: retain the status quo; keep the status quo with some adjustments; and, create a guarantee fund pool through a prospective levy on all providers. While seemingly innocuous, the ACFA review could well have major implications for aged care providers, particularly if the Federal Government decides to impose a prospective levy on providers. LASA, as the peak national body representing providers of aged care, has responded to the review. We’ve told ACFA that the review appears to be ‘a solution in search of a problem’, that it has produced no compelling evidence the existing arrangement is ‘broken’, and that the current scheme should continue in place unchanged. Indeed, the fundamental argument for even conducting the review – that the size of the bond pool is growing and the Federal Government has a contingent liability (relating to default risk by a provider) – was not particularly compelling. However, some simple numbers put the Federal Government’s ‘risk’ into clear vision. Over the past eight years the scheme has been activated just 10 times – little more than once a year. The total payout was $43 million, or an average of $5 million per incident. Looked at another way, the probability of a provider failing, and requiring activation of a payout under the scheme is a tiny 0.13 per cent. That is, for each 1,000 providers in the aged care sector, just one is like to fail and activate the scheme in any one year (for an average payment of $5 million). This is a miniscule number and level of realised financial risk for the Federal Government. The aged care sector accepts the Federal Government has the capacity to impose a levy on the sector in the event of a default by a provider, and continues to accept that obligation should a genuine need arise (in the case of a serious default).

A study by PriceWaterhouse Coopers (PWC) in 2003 found the best option for an accommodation bond guarantee scheme was the system we now have, and any other insurance arrangement would be too complicated, costly and difficult to administer. LASA is not aware of any meaningful change in attitude within the financial sector in this regard. With only 10 failures over the past eight years, and likelihood of any failure happening being just one case per 1,000 providers, the proposal canvassed in the ACFA paper to create a guarantee fund pool through a prospective levy on all providers is a disproportionate reaction to a relatively minor problem. LASA understands the cost of such an approach could be as much as $200 million annually. If introduced, the levy-cost ($200 million annually) would be a whopping 40 times the average realised cost-risk ($5 million) of the scheme – a very inefficient and costly method of addressing a very minor problem. If the Federal Government does decide to embrace the option for a prospective levy on providers as outlined in the discussion paper, then providers may have to pass on the added cost to consumers. LASA estimates each bond/RAD-paying resident could be hit with an added bill of some $2,500 per annum just to fund the prospective levy. Such an impost would amount to a flat tax on some of the most vulnerable members of the Australian community. The discussion paper also makes mention, and reports some of the results, of some modelling undertaken to evaluate the financial implications of several of the options considered in the paper. While useful, much more information is needed to ensure better informed public conversation of the different options. Taken as a whole, LASA believes the current scheme is effective, is well-understood and supported by the aged care sector, and should be retained unchanged. ■

Some historical context on the issue is also important.




The Productivity Commission, one of the Federal Government’s key policy advisory agencies, has been tasked with reviewing the design and delivery of human services. Health and aged care have been identified as key sectors for the review, with palliative care services high on the list. The inquiry is not taking place in isolation, but rather is an integral part of the broader transition towards a more marketbased model for the design and delivery of aged care services, the most recent milestone of which was the extension of the Consumer Directed Care (CDC) and Increasing Choice reforms into home care. Key terms of reference call for the Productivity Commission to develop policy principles for competition, contestability and consumer choice in the supply of human services (including aged care). These principles, along with the Aged Care Roadmap developed by the Aged Care Sector Committee (ACSC) – of


which LASA is leading member – and the Aged Care Legislated Review (Tune Review), are likely to be the head lamps for the ongoing aged care reform agenda. To its credit, the Commission appears to recognise the key issues relating to end-of-life care, a matter of particular importance to the aged care sector. Most notable among these are: • inadequate attention has been paid to ensuring people get they want at that point in their life cycle • end-of-life care needs to be more responsive to the preferences of the individual

• it should take into account not just the need of the person concerned, but also of their families and their carers, and • there needs to be deeper integration of end-of-life care into the service delivery chain (such as the services provided by primary, community, hospital and aged care facilities). As the peak national voice for providers of age care services across residential care, home care, and retirement, Leading Age Services Australia made a substantive submission to the Commission inquiry, highlighting palliative care is core business for the aged care sector. In our submission we noted that a good starting point would be better promotion of advanced care planning – that is, getting consumers (at whatever stage of their life-cycle, not just at the end-of-life) thinking about how they would like this final phase to be handled, by themselves, their families and friends, and their carers.

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For many people, end-of-life issues are a social taboo; something not to be talked about. LASA sees it quite differently: the sooner a person considers, and expresses their preferences as to how they want to be treated in circumstances where they cannot (literally) speak for themselves, the better end-of-life care they may receive.

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A community awareness campaign demonstrating the benefits of advance care planning should be considered, involving stakeholders from both the government and the aged care provider sectors.

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LASA also supports better education and training for healthcare professionals and aged services workers engaged in end-of-life care and in building conversations with the person concerned, and his or her family and friends. In this context, LASA is helping registered training organisations (RTOs) to provide tools, such as fact sheets and videos, to support curriculum delivery, and in turn assist those caring for a person (and his or her family) at the end-of-life.

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However, the existing tools for end-of-life care are often seen in isolation, and outcomes and activities are not always wellpublicised. A more concerted framework of information is required. An allied issue is the need to break-down demarcation lines and silos in end-of-life delivery. In this context, LASA reiterates its continuing support for better communication between frontline carers (as well as policy-makers) in the health care/aged care supply chain. There is also an (overdue) need to address the inconsistent approaches taken by key Federal Government agencies, and their financial and regulatory mechanisms, in their treatment of end-of-life care. While the Australian Commission on Safety and Quality in Health Care (ACSQHC) defines end-of-life over a twelve-month period, the Aged Care Funding Instrument (ACFI) defines it in terms of days or the last week of life (the latter of which does not necessarily provide sufficient financial support for end-of-life care and services to the consumer/resident, let alone family and friends). At the same time, the existing aged care assessments do not refer to specialist palliative care services, a situation which needs to be remedied. A defined financial supplement for palliative care services in both home and residential settings would be a good place to start. ■

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GREATER VISIBILITY FOR AGED CARE COMPLAINTS COMMISSIONER Just over a year ago I shifted from the back seat to the driving seat for complaints about Australian Government-funded aged care. Instead of overseeing concerns about the way in which the Department of Health was dealing with the complaints, I was given responsibility for managing the resolution of these complaints.

Rae Lamb Aged Care Complaints Commissioner

Not surprisingly, it has been a very busy and productive year. We have learned a number of lessons including ways in which we can further improve our process and interactions with service providers and the public. Thanks to our increased visibility we have also seen a 20 per cent increase in total complaints in our first year, particularly about home care. One of key lessons for me has been the importance of positive relationships between service providers, complainants and us. Everything I have seen in the first year has reinforced my view that resolving complaints early and directly between the parties provides the very best chance of successfully resolving

concerns. Given we only see a small number of complaints compared with the amount of care being delivered, I have to assume that this occurs often. That is as it should be. However too frequently we see cases where that opportunity has passed and relationships have broken down. Complainants tell us they have tried to raise a matter and are dissatisfied with the response or they do not feel they can raise it with the service at all. We also know that many people who may have cause to make a complaint will not do so. When someone has a concern about the care they or their loved ones are receiving the first port of call should be

Each year we celebrate projects, initiatives or programs (Commendation Awards) as exemplars of better practice and innovation across the broad spectrum of aged care services. This year, we are introducing a new higher tier to the Better Practice Awards Program - the ‘National Innovation and Excellence in Aged Care awards’. This new tier seeks to recognise a smaller number of providers, nationally, demonstrating leading edge and innovative practices in aged care that represent ‘excellence’. We invite nominations from the home care and residential aged care sector. All nominations are assessed by an expert independent panel against nomination selection criteria including a focus on quality of care and quality of life outcomes for consumers. Nominations will open on 1st April and close 30th April. For further information on key award dates, eligibility, selection criteria, tips on how to nominate and a link to our online nomination form visit our website: www.aacqa.gov.au.

Australian Government Australian Aged Care Quality Agency


their service provider. People should be encouraged to do this. It should feel safe and be easy to do. Sometimes the service provider is not aware of the issue until it is raised, and more often than not, the service provider will be able to help address concerns of the complainant quickly in the first instance. When complainants come to us, once again the initial response and high levels of co-operation are really important. I would like to thank the many service providers that work co-operatively with us allowing most complaints to be resolved quickly and in a relatively informal way. In 2016, the proportion of complaints finalised in the early stages of our process was 89 per cent compared with 82 per cent in the previous year. This is an increase of nearly 600 complaints finalised through a co-operative process involving us, the service provider and complainant. Most of these cases are concluded in 30 days. It’s great to see service providers understanding that in this increasingly consumer-focused aged care market, complaints are important. They provide great opportunities to improve care and if people have taken the trouble to raise a concern they should get an appropriate response. I am concerned that we still see a very small number of service providers resisting this approach. Recently there has been some commentary from external sources that encourage service providers to start from the position of challenging my jurisdiction


It is very disappointing. The legislation permits us to contact a service provider about a complaint and to request information after we’ve identified that it is within our scope. Responding defensively can lead to matters taking longer and lead to unnecessary escalation of complaints, when cooperation could have seen them quickly resolved. I know dealing with complaints can be difficult and very time consuming. But the reality is that in a complaints system where the focus is on resolution rather than punitive outcomes, a good response by service providers is vital for public confidence and in everyone’s best

interests. Quite frankly I consider it the quid pro quo. One of the other lessons for me in the first year has been the need for greater transparency about complaints, to increase consumer confidence in the industry. As much as I would like to tell everyone about the complaints we’ve received, the services that deal with complaints well and the care that has been improved; I can only talk about this in general terms. As service providers you have greater freedom than me to talk about the complaints you get and, most importantly, what you do about them. My challenge to service providers is to do this: find ways to tell the public about your complaints and how you respond to them. It’s not the number

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of complaints that counts – it is what you do about them. Why not put more information on your websites and in your public materials? Seeing service providers being more open about complaints and seeing that complaints improve care and services will mean people feel more able to raise their concerns, have confidence that their concerns will be addressed, and improve the chances of successfully resolving complaints early and directly without me and my team needing to be involved. If you would like more information or would like to contact us, please visit our website at www.agedcarecomplaints. gov.au. We’re also available on social media through Facebook and Twitter using the handle @AgedCComplaints. ■

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QLD OUT AND ABOUT WITH MEMBERS In February, LASA Brisbane office staff participated in the official opening (along with Federal Minister for Aged Care, Ken Wyatt) of Feros Care’s Experience Centre. LASA QLD State

The Experience Centre is a state-of-the-art technology hub that is transforming the way health and aged care is delivered. The Experience Centre is devoted to the research, design and implementation of digital technologies that deliver smart and emerging technologies for seniors and people with disability.

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Based at Tweed Heads, the centre also provides a national presence through state-based service partners, national distribution network and online services.

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The Brisbane office also attended LASA Member Ballycara’s Living in Aged Care photographic exhibition of ‘laughter, Minister for Aged Care Ken Wyatt at the opening of Feros Care’s Experience Centre.

Lanchester with Minister for Aged Care Ken Wyatt and NACA representatives reform launch.

loss and leisure’ that celebrates the lives of those living in aged care. Kerri Lanchester said it was a delight to share the personal experiences of the residents depicted through photos and their words. February was also the month Brisbane office staff participated in a three-day regional forum tour, facilitating forums in Mackay, Townsville and Cairns. These forums included face-to-face and video attendees and provided updates on residential care, home care, retirement living and education and events. They also provided important opportunities for reciprocal information sharing. In March, Queensland State Manager Kerri Lanchester represented LASA at Minister Wyatt’s launch of the Increasing Consumer Choice Home Care reform package in Canberra. ■

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NSW OUT AND ABOUT WITH MEMBERS Earlier this year NSW State Manager Brendan Moore and Leading Age Services Australia (LASA) CEO Sean Rooney spent time visiting a number Member’s facilities in the Sydney and Central Coast areas, including IRT age services facilities in the NSW Illawarra region.

LASA State Manager Brendan Moore and LASA CEO Sean Rooney with IRT Care CEO Craig Hamer.

IRT is a LASA Member and one of the largest communitybased senior’s lifestyle and care providers in Australia. IRT Care CEO Craig Hamer, and Regional Lifestyle Manager (Illawarra) Nigel Button walked and talked Brendan and Sean through the diverse care and lifestyle offerings IRT has for older Australians in the Illawarra region. The way IRT has drawn on dementia research to improve the physical surroundings and personal care of residents with dementia was particularly attention-grabbing. Small, relatively low-cost changes made to the rooms at the Woonona care facility have made a significant difference to residents’ quality of life. Painting residents’ doors different colours and using familiar door handles unique to each room have changed resident’s connection with their rooms – they are now able to find their own rooms by colour and/or feel. Some of the applied research outcomes have also made a difference to staff, increasing their satisfaction in the job, decreasing absenteeism and worker’s compensation claims.


Indeed, staff satisfaction levels have filtered through to national awards with IRT awarded the awarded Employer of Choice at the Australian Business Awards for last three years and the top award for Community Contribution at the awards for the past two years. Residents’ families are now more willing to visit because they have a range of facilities and comforts in which to engage with their family members. One of the key learnings of the visit was that while implementing important changes to manage decreased resident acuity, the aged care provider was financially penalised under the current ACFI funding model. LASA will be passing on its observations of this perverse disincentive in its discussions with government around a new aged care funding model. Brendan is looking forward to visiting and meeting with other LASA Members across NSW in coming months. ■

Aged care governance in a time of disruption Adding value to governance in aged care – a practical guide Governance Institute of Australia has developed practical guidance for the aged care sector. This will help providers manage their governance responsibilities as fundamental changes to the regulatory framework continue to be rolled out in 2017 and beyond. The aged care sector is a significant part of the Australian economy and cares for some of the most vulnerable members of society. Those who govern aged care providers will be under greater scrutiny and will require greater diversity of skills to deal with the unique challenges of this sector. Adding value to governance in aged care is a practical guide for any potential or current member of a board of an aged care provider.

Download your free copy at governanceinstitute.com.au/agedcare



VIC/TAS OUT AND ABOUT WITH MEMBERS The Victorian Summer/Autumn Member forums have been rolling out across Victoria in the early months of 2017. Forums in Melbourne and Traralgon have included a range of presenters, with a focus on workplace health and safety, governance and aged care services updates in the areas of residential care, the recent changes to home and community care, policy direction and finance. meeting with many Members, including: Royal Freemasons Homes, Glengollan Villages, Eventide Homes in Stawell, Stawell Regional Health, East Grampians Regional Health Service, Allambi Eldery Persons Home in Dimboola, Ararat Retirement Village, Macedon Ranges Health Service, RM Begg Kyneton Aged Care, Kerang District Health, Cohuna District Hospital, Cohuna Retirement Village, Lockington and District Bush Nursing Centre, Heathcote Health, Kalyna Care, and Wintringham Housing Ltd. Veronica said it had been inspiring to see the great and innovative work these Members are doing, some with very limited resources. Doreen Power (Forum Chair and CEO of Lyndoch Living) speaks to attendees at the recent Melbourne Members Forum.

The following photo was taken at our recent Gippsland Members’ forum, which was attended by many of our Members from the Gippsland region. Pictured are forum Chair Paul Head from Central Gippsland Health Service and Petrice Wallis and Heather Hall from Worksafe who presented a very informative session around manual handling and occupational violence and aggression. Over the last few months, Victoria-Tasmania State Manager Veronica Jamison has been out and about across Victoria

“It never ceases to amaze me how our Industry can keep coming up with new and innovative ways of providing services and care,” she said. Just prior to Christmas the Leading Age Services Australia (LASA) team members were invited guests of Benetas to hear about their very innovative work throughout 2016 and their plans moving forward. Pictured is Sandra Hills, CEO of Benetas and former Victorian Board Member, proudly addressing the meeting and talking about the fantastic work that Benetas does. ■

Gippsland Forum Member’s Chair Paul Head from Central Gippsland Health

Former Victorian Board Member and now CEO of Benetas Sandra Hills speaks to

Service with Petrice Wallis and Heather Hall from Worksafe.

LASA guests.



WA OUT AND ABOUT WITH MEMBERS In February during its first industry event of the year, Leading Age Services Australia (LASA) WA launched its calendar of events. More than 70 LASA Members, Affiliates and industry stakeholders were present to hear Australian Greens Senator Rachel Siewert provide a very honest and open perspective on politicians frequently having minimal understanding of the issues facing our sector. She issued a challenge to industry to engage with their local member as part of an ongoing educational process. LASA CEO Sean Rooney provided a national policy and advocacy update and WA State Manager Christine Allen provided an overview of the large calendar of events LASA WA has planned for 2017. Christine highlighted the significantly enhanced Member benefits since LASA’s unification as well as some exciting new initiatives. One of the key new events in the LASA WA calendar is the inaugural Care and Ageing Expo being held at the Perth Convention Exhibition Centre from 29–30 July this year. This event will see the whole of the industry come together to showcase our vast range of services to a rapidly growing sector of the community who will inevitably be dependent on us as they reach their twilight years. Christine said the aged care industry was now entering a competitive, innovative and progressive phase where the race was on to discover the next big thing and the expo was a wonderful vehicle for the industry to showcase the future.

LASA CEO Sean Rooney with Senator Rachel Siewert and LASA WA State Manager Christine Allen at WA’s first industry event for 2017.

“It’s important for LASA to provide the industry with a forum to demonstrate the high-quality care on offer, the quality of accommodation, technology, and customer service,” Christine said. ■

LASA WA State Manager Christine Allen addresses more than 70 stakeholders at the event.



SA OUT AND ABOUT WITH MEMBERS Leading Age Services Australia (LASA) has welcomed a new Member in South Australia with Ridleyton Greek Home for the Aged (RGH) (Greek Orthodox Community of South Australia Inc.). Ridleyton are well known for the provision of aged care services that meet the needs of a culturally diverse population. Their vision is to expand and embed their well-known community services to further embrace and celebrate and share Greek culture to a wider community group. The spirt of family and care is demonstrated through Ridleyton’s pledge to expand their high quality and affordable housing for all older South Australians.

LASA also welcomed AvantiCare as an Affiliate in March 2017. AvantiCare prides itself on its dedication to the aged care industry and in making available allied health and integrated services that support age care providers to make a huge difference to the well-being and restorative care of older people.

AvantiCare Managing Director Lidia Conci.

LASA SA-NT will be rolling out a provocative, informative and engaging events program for LASA Members, Affiliates and stakeholders in coming months. The program will draw on the expertise of policy and research analysts, innovative aged care thinkers and prominent business leaders to assist aged care providers design innovative aged care experiences with their customers and clients.

For more information on the upcoming program and how to further obtain the benefits of being a LASA member and affiliate please contact Rosetta Rosa on 08 7070 2568 or rosettar@lasa.asn.au. ■

Ridleyton’s Director of Clinical Services, Amanda Birkin and General Manager Nick Kyriazopoulos and LASA SA-NT State Manager Rosetta Rosa.


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LASA MEMBERSHIP OFFER A Leading Age Services Australia (LASA) membership supports your business to deliver care and services to older Australians.

Providing you with the right advice at the right time LASA provides you with access on the phone or online to expert advice from our residential care, home care and retirement living specialists who provide practical advice on day-to-day management issues and help you navigate the state and federal governments’ policy, payment, registration and regulatory systems.

Helping you respond to change Through our weekly newsletters, website and quarterly Fusion publication, LASA provides you with insight and intelligence on key issues in the age services industry, including aged care reforms, new technologies, increasing consumer demand and changing consumer expectations. Through our state conferences and National Congress, we will provide you with opportunities to learn from policy makers, international experts and industry innovators so you can stay ahead of the game and expand your business horizons.

Building your organisation’s skills Through the wide variety of training courses offered by our national registered training organisation, LASA provides you with management and leadership development and your staff with the skills they need to deliver the care and services to older Australians.

Giving you a say LASA engages regularly with you through Member forums, Member events, Member surveys, Member advisory groups and leadership forums so we can hear directly from you about the issues important to you and represent those issues to government and other stakeholders.

Giving you value for money LASA delivers services to you efficiently and effectively, and provide you with access to discounts to LASA events and conferences as well as further discounts on services ensuring you get great value for money from your membership.


LASA Member support The following services are part of your LASA membership: Advocacy and influence As the age services industry peak body, advocacy and influencing is a core service offering to you. Our advocacy activities are focused on your issues and concerns, we provide a platform for you to bring your views to government and stakeholders on issues of importance. Through active engagement with government, politicians and ministers, we influence policies, programs and practices on your behalf. Industry news and information Through LASA’s industry news and update services, we provide you with timely, relevant and accurate industry information. LASA’s team of experts are able to interpret information to ensure you are across the latest industry news and changes that directly affect you. Advisory and support services Through your membership you have access to LASA’s industry experts over the phone or online to assist you in addressing compliance, policy, and business issues. LASA also leverages our Affiliates’ expertise to ensure you receive high-quality technical advice, support and services. Exclusive access The products and services you can access include purchasing discounts to third-party provided products and services, discounts on LASA events, and access to our online services directory connecting your needs to the products and services of LASA Affiliates.

Additional services The following additional LASA service offerings are available at discounted rates: Workforce training and development Through our workforce training and development services we ensure your staff members have the skills and accreditation required to deliver effective and quality care to older Australians. This service includes accredited and non-accredited training,


professional development, and workshops delivered by industry experts. Consultancy We provide consultancy services in a range of specialist areas such as business administration, accreditation, compliance, employee relations, human resources, and financial management. Our team of experts will help to ensure your organisation is high-performing and sustainable. Conferences and events Our conferences and events provide you with access to industry information, networking opportunities and trade exposure. You will have exclusive access to event discounts and early bird tickets. Events include our National Congress, state conferences, forums, seminars and webinars.

and quality services to older Australians. Included in this service are tribunal representation, HR consultancy and documentation review, enterprise and comprehensive bargaining support, consultancy and documentation review, as well as workplace resources and manuals. 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, accounts payable and other financial services. For more information and a Membership application form, contact the LASA Ltd Member and Affiliate team. Tel: 1300 111 636 Email: members@lasa.asn.au â–

Employment relations support Our employment relations services provide your organisation with resources, advice and support to help you deliver effective


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AFFILIATES GAIN THE LASA EDGE LASA Affiliates provide products, services and support to providers of aged care services, across residential aged care, home care and retirement living. Becoming a Leading Age Services Australia (LASA) Affiliate connects your business to providers that deliver care and services to older Australians.

Leading Age Services Australia Leading Age Services Australia (LASA) is the national peak body representing providers of age services across residential aged care, home care and retirement living. 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. Our vision is to create a high performing, respected, and sustainable aged services industry delivering affordable, accessible, quality care and services for older Australians.

LASA’s Affiliate offer LASA offers Affiliates opportunities to: Be seen: Make a lasting, positive impression without picking up the phone or leaving your office by promoting your products and services through various channels, including LASA events, newsletters, conference programs, periodicals, brochures and on our website. Be found: LASA connects Affiliates’ products and services direct to LASA Members through our online services directory. The services directory provides a one-stop shop for Members to access the products and services they need, while providing Affiliates the opportunity to showcase their offerings and provide discounts and promotions direct to LASA Members. Be an expert: Affiliates of LASA are invited to submit content for consideration in LASA publications and have opportunities to speak at LASA events as an authority on relevant industry topics.

The Affiliate package Your profile and connection with the age services industry is enhanced through our value-adding Affiliates package. The package includes: Direct access to LASA Members Affiliates gain preferential access to LASA Members through:

• invitations to attend LASA Member and Affiliate networking events. • discounted rates to attend all LASA state conferences and National Congress. • discounted exhibitor rates at LASA state conferences and National Congress, and • preferential access to LASA sponsorship opportunities. Enhanced sales and promotion Sales and promotions opportunities are enhanced for Affiliates through: • inclusion in LASA’s online services directory connecting LASA Members to Affiliates’ products and services. • opportunities for customised LASA sponsorships for National Congress, LASA state conferences and other products and events discounted advertising rates in LASA publications, and • discount and promotion offers made by Affiliates exclusively to LASA Members. Industry intelligence Affiliates gain industry insight and intelligence through: • receiving LASA’s fortnightly eNews and quarterly printed issues of Fusion magazine. • invitations to participate in industry policy discussions (where appropriate), and • invitations to attend LASA Member and Affiliate networking events. LASA’s online services directory At LASA we are keen to help you promote to our Members the services and products you provide that will help them deliver high quality care and services to older Australians. Let us know about the services you provide and we will promote them directly to our Members via our online directory on our website and provide you with a range of other opportunities to learn about your offerings. For more information and an application form, contact the LASA Ltd Member and Affiliate team: Tel: 1300 111 636; Email: affiliates@lasa.asn.au ■



SIGNIFICANT DECISIONS FROM THE FAIR WORK COMMISSION Penalty rates decision The penalty rates case commenced in 2015 as a result of employer submissions to vary specific penalties in modern awards in the retail and hospitality industries. These applications were lodged as part of the four-year Modern Award Review proceedings and in accordance with Section 156 of the Fair Work Act 2009. Of note, these applications (to vary penalty rates in particular industries) align with Recommendation 15.1 of the Productivity Commission Inquiry Report: Workplace Relations Framework which supported a review of penalties in these industries: Recommendation 15.1 The Fair Work Commission should, as part of its current award review process: • set Sunday penalty rates that are not part of overtime or shift work at the higher of 125 per cent and the existing Saturday award rate for permanent employees in the hospitality, entertainment, retail, restaurant and cafe industries • set weekend penalty rates to achieve greater consistency between the above industries, but without the expectation of a single rate across all of them • investigate whether weekend penalty rates for casuals in these industries should be set so that casual penalty rates on weekends would be the sum of the casual loading and the revised penalty rates applying to permanent employees, with the principle being that there should be a clear rationale for departing from this. There should be one year’s notice before these changes are made. The penalty rates case proceedings were lengthy, with 5,900 submissions received and evidence heard over 39 days. On 23 February 2017, the Fair Work Commission (FWC) handed down the penalty rate decision (the decision) which resolved to amend six (of the 122) modern awards by adjusting certain weekend penalties and public holiday loadings. While the decision may be viewed by employers as an appropriate approach to penalties, it is specific to the modern awards covered by the decision. This decision may also have received interest from some of our Members with the industries covered by the Decision having some similarities with the age care industry, with specific reference to hours of operation.


That being said, there is no immediate impact for employers in the age care industry operating under the modern award system, with the modern awards that apply to employees in aged care remaining unchanged. For employers engaging in bargaining, the decision may indicate the type of penalty changes employers may seek to vary in their next round of bargaining, but while the underpinning modern award remains unchanged, the agreement will still need to meet the ‘better off overall’ test when lodging an agreement for approval. This test compares the proposed enterprise agreement with the applicable modern award/s and the National Employment Standards and requires the agreement to result in an employee/s being better off under the enterprise agreement, than the employee would be under the applicable modern award. Therefore, if an employer wishes to reduce a penalty rate, it will need to offset appropriately so as to ensure an employee is better off overall. While the decision has been issued, the proposal to reduce penalty rates is receiving significant debate. On 24 February 2017, the Greens MP, Adam Bandt tabled the Fair Work Amendment (Protecting Weekend Pay and Penalty Rates) Bill 2017 which attempts to prevent the FWC from enacting the outcome of the decision. Specifically, the Bill proposes: 135A Special provisions relating to penalty rates (1) A penalty rate in a modern award cannot be varied to make the penalty rate lower than that in force under the award on 1 January 2017. (2) A determination of the FWC that would vary a modern award so that a penalty rate in the award would be lower than that in force under the award on 1 January 2017 has no effect. 2. Application The amendment made by item 1 of this Schedule applies to any determination made by the FWC on or after 22 February 2017 varying a penalty rate in a modern award. Parties to the decision are engaged in further submissions regarding the timing and roll out of the determinations. Leading Age Services Australia’s (LASA) Employment Relations team continues to watch the progress of the decision and the political debate and will update Members on any significant outcomes that may impact the Decision taking effect as published.


Domestic violence leave – Decision of Vice-President Watson On 27 February 2017, the day before his resignation took effect, Vice-President Watson published his separate decision in the four-yearly modern award reviews proceedings relating to the Australian Council of Trade Unions (ACTU) application to vary all modern awards in insert a new Family and Domestic Violence Leave clause. The ACTU application sought to amend all modern awards and provide employees, including part-time and casual employees, 10 days per year of paid family and domestic violence leave for the purpose of attending to activities related to the experience of being subjected to family and domestic violence. This entitlement was to be made available in total from the date of commencement and paid at the employee’s ordinary rate of pay including shift loadings and penalties but not including any over-award payments and employers could request evidence to satisfy a reasonable person of the reason to take leave under this new form of leave. The question, Vice-President Watson proposes is that the FWC must consider whether inserting such a provision is necessary to provide a fair and relevant minimum safety net for each of the awards. He states [142]: In my view the element of openness, and a collaborative approach to solutions, is fundamental to successfully dealing with the problem. If the underlying problems are not communicated, and only the ramifications of domestic violence are apparent, it is likely that the causes will not be understood and the responses will be more severe for the employee and the employer. [143] The ACTU claim does not mandate an open, positive, considerate and collaborative approach and nor can a uniform award provision be expected to do so. A right to take leave without prior approval for a myriad of different purposes and with uncertain parameters may do more to undermine trust

than promote it. If an employer is not aware of the underlying problem, and is not part of developing an appropriate solution to the problem, it is less likely to see the benefits of its employees taking paid leave. If employees seek to take paid leave for purposes which are regarded as having a tenuous link with actual physical violence, the entitlement may lead to deterioration in workplace relationships. Such implications will not provide greater fairness to employees or employers. [144] In my view the grant of a new form of leave in itself will have uncertain consequences. A better approach is to build awareness of the issue and to encourage a considerate, collaborative and flexible approach by employers and affected employees. In his concluding paragraph Vice-President Watson says: [146] In all of the circumstances I am not satisfied that the family and domestic violence leave claim by the ACTU is necessary to provide a fair and relevant minimum safety net of terms and conditions. It follows that the ACTU claim should be rejected. This matter has been before this Full Bench since November 2015. The evidence, submissions and hearings were comprehensively and completely dealt with by 2 December 2016. The other members of the Full Bench are not presently able to issue their decision. In accordance with ss.618 and 619(2) of the Act the decision of the majority of members of the Full Bench prevails. That majority position will be determined after the publication of this decision and the subsequent decisions of the other members of this Full Bench. While we await the decisions of the other members of the Full Bench (Deputy President Gooley and Commissioner Spencer), no majority position has been determined. LASA’s Employment Relations team will update Members on the outcome of this application when a majority position is published. ■

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The AMH Aged Care Companion is a trusted, practical reference for doctors, nurses and pharmacists who work with older people. It contains the latest evidence-based information and is useful when conducting medication reviews and other activities (eg case conferencing) aimed at improving patient outcomes.

More than 20 new drugs have been added to the latest edition, including Ulipristal for emergency contraception, Idarucizumab for reversal of dabigatran anticoagulation and Paritaprevir with ritonavir, ombitasvir and dasabuvir for chronic hepatitis C.

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• new illustrated inhaler device guide with links to instructions for choosing inhalers suitable for older patients

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Other topics reviewed include asthma, COPD, gout, hypertension, dyslipidaemia and dyspepsia.

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As Members are aware, Leading Age Services Australia (LASA) is currently engaged in the Modern Award Review proceedings for employers in the aged care industry. Our engagement includes direct participation in award review proceedings, conferences, and lodging variation submissions. We also oppose applications that will create new, additional and unnecessary costs or administrative workload for employers.

Members are strongly encouraged to get in contact with the LASA Employment Relations team if you have any questions about the modern award review proceedings, our engagement in these proceedings or would like to provide feedback on proceedings currently underway.

Specifically, LASA has been, and currently is, involved in the following matters:

Members are also 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.



Casual and Part time Employment

Awaiting decision

Social, Community, Home Care and Disability Services Industry Award 2010

Under discussion

Nurses Award 2010

Submissions due by 17 March 2017

Health Professionals and Support Services Award 2010

Submissions due by 17 March 2017

Aged Care Award 2010

Under discussion

Payment of Wages

Hearing scheduled in March 2017

Public Holidays

Reply Submissions due by 15 March 2017

To download a current copy of the above mentioned modern awards please visit the following webpages: Aged Care Award 2010 (https://www.fwc.gov.au/documents/ documents/modern_awards/award/ma000018/default.htm). Health Professionals and Support Services Award 2010 (https://www.fwc.gov.au/documents/documents/modern_ awards/award/ma000027/default.htm). Nurses Award 2010 (https://www.fwc.gov.au/documents/ documents/modern_awards/award/ma000034/default.htm). Social, Community, Home Care and Disability Services Industry Award 2010 (https://www.fwc.gov.au/documents/documents/ modern_awards/award/ma000100/default.htm). ■

LASA has also kept a watching brief and provided an update to Members on the following matters:


3 - 4 May


1 - 2 June

Family Hearings Friendly scheduled in Measures October 2017 Arrangements


20 - 21 July


17 - 18 August

Annual Leave

Decision issued

Award Flexibility

Decision issued


21 - 22 September

Annualised Salaries

Awaiting decision


12 - 13 October

Program now available online Early bird discount closes 14 April

Proceedings Status Domestic and Family Violence Clause

Awaiting Decision (VP Watson decision issued)

Program now available online Early bird discount closes 12 May

We want to explore opportunities and challenge ourselves to consider what is needed to deliver on expectations about the quality of care and services in aged care.

Make sure you’re on our mailing list so you don’t miss out! Email better.practice@aacqa.gov.au to be added to the mailing list. For further information and programs visit our website: www.aacqa.gov.au


LASA National Congress



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Program and Registration Live 7 June Early-bird closes 6 September


LASA National Congress is a key fixture in the diaries of the leaders and decision makers across the aged care industry. As the biggest age services event in the region, our Congress attracts over 1100 staff and service providers from across retirement living, home and community care and residential aged care.

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LEADING EXPERTS ON HAND AT NSW STATE CONFERENCE Key leaders from across the aged care industry are expected to gather at the NSW Leading Age Services Australia (LASA) State Conference to be held from 25–26 May 2017 at Doltone House, Jones Bay Wharf, Sydney. The conference program has been carefully crafted to ensure that delegates receive the most up-to-date industry information and detail. Particular attention has been made to ensure that providers, from across the spectrum of care, can access sessions which are pertinent to their operational needs. In 2017 delegates have a number of choices for sessions, ranging from residential care funding to future directions in home care. We are determined that the sessions provide maximum value and will benefit your organisation’s operational and service needs.

The conference also brings together a broad cross-section of those who support and supply the aged care industry. From equipment suppliers, to caterers to construction firms, the trade exhibition provides an opportunity to engage and discuss the latest aged care product and service trends and innovations. We look forward to bringing the aged care industry together for two days of information and engagement at the NSW LASA 2017 Conference. We hope you can join us. ■

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THE CARE AND AGEING EXPO The Federal Government’s recent aged care reforms are driving massive waves of change across the aged care industry, putting the consumer at the heart of service delivery. With the national population projected to grow to 39.4 million by 2055 and the number of Australians over the age of 65 anticipated to more than double to 8.5 million, it is clear that planning for the future is critical. Leading Age Services Australia (LASA) is spearheading efforts to assist consumers on this journey. LASA has launched the Care and Ageing Expo which will take place from 29–30 July at the Convention Exhibition Centre in Perth, Western Australia. LASA identified a gap that exists within the community as the ageing population (and their carers) search for information around availability and choice. An additional challenge is understanding the complexities and confusion associated with accessing aged care funding, support and services. These issues are set to escalate as baby boomers head toward ‘old age’ and demand more information and clarity in regard to choice – what is available now for their parents and what they will expect and demand in the future. One of the aims of the expo is to create a greater awareness of the industry – showcasing all aspects of the aged care sector. This includes the various options available in retirement living, lifestyle villages, residential aged care facilities, home care services and other aligned products and services that relate to the consumer’s current and future ‘aged care’ needs. This new initiative is set to revolutionise consumer choice by providing a one-stop shop, allowing consumers to research,


explore and make informed choices as they plan for their twilight years. The looming impact of an ageing and rapidly increasing population has been on the radar for some time now and it has long been recognised that the consumer is reluctant to plan ahead beyond retirement. When it comes to making what can be life changing decisions either for themselves or their elderly loved ones, in most cases they are forced to start this journey under times of duress following a serious incident or diagnosis. And although there is a myriad of information available, the reality is that in the midst of a crisis they are confused and don’t know where to start. As we enter a new era of competition and choice in aged care, the onus is on us as an industry to ensure that we are ‘consumer ready’ with information and answers to the many questions that the consumer will inevitably demand before making their choice. With so many options becoming available, it is imperative that providers and suppliers are able to clearly define their offering and promote their points of difference. One of the key features of the Aged Care Roadmap notes: “Consumers, their families and carers are proactive in preparing for their future care needs and are empowered to do so.” LASA is embracing the changing environment under consumer directed care and believes that this important event will indeed


provide a forum that showcases the whole of the aged care sector and ultimately empowers the ageing consumer to be proactive and enables them to make an educated and informed choice. The LASA Care and Ageing Expo will deliver a significant (and comparatively inexpensive) marketing opportunity for the entire aged care industry. Members will be offered a reduced rate and will be given first preference on booth size, location and participation in social and promotional programs. This event will provide an environment for industry and members to showcase their products and services and highlight their point

of difference in a competitive marketplace. The expo aims to present new business development opportunities for members and will also help to grow the industry by encouraging new business endeavours and enabling the smaller home care providers to capture a share of the ever increasing home care provider sector of the market. For more information on the Care and Ageing Expo contact Ruth Metcalf on 08 9474 9200 or email ruthm@lasa.asn.au. â–





PALLIATIVE CARE AND ADVANCE CARE PLANNING Providers involved in a national program to enhance palliative care and advance care planning for older Australians have demonstrated positive change across seven areas of their operations. After taking part in the Decision Assist program, providers showed significant change in communication pathways; formalised agreements and plans; role descriptions; multidisciplinary care; designated linkage workers; continuing professional development; and continuous improvement. Decision Assist delivered training, resources, advisory services and linkages to improve advance care planning and specialist palliative care to aged care providers and GPs caring for recipients of aged care services.

meant that advice and resources were available to the aged care workforce whenever they were needed. The 1300 668 908 specialist palliative care advisory line provided free specialist palliative care advice for aged care and general practice staff 24/7. Calls to 1300 208 582 connect aged care and general practice staff with advice and support about advance care planning during business hours (AEST).

Linkages project

The program has been implemented by a consortium led by Austin Health, with Leading Age Services Australia (LASA), Aged and Community Services Australia (ACSA), Flinders University (CareSearch), Palliative Care Australia, Queensland University of Technology, University of Queensland and Australian and New Zealand Society of Palliative Medicine (ANZSPM).

Led by the Queensland University of Technology, a linkages project was also designed to connect aged care and palliative care for better end-of-life experience for older Australians. The project consisted of a comprehensive literature review of mechanisms for successful linkages, development of a linkages toolkit, and the administration of demonstration projects.

A recently published evaluation of the program’s first three years has catalogued the outputs and achievements of the program to date, including:

These were then trialled through pilot programs for 20 target groups around Australia, covering rural and regional areas; culturally and linguistically diverse groups; lesbian, gay, bisexual, trans, and/or intersex groups; homeless, and socially and economically disadvantaged; and two projects in aged care for Aboriginal and Torres Strait Islander people.

• more than 200,000 visits to decisionassist.org.au • almost 20,000 visits to clinical links on the site • 3000 downloads of the palliAGED app • palliative care workshops delivered to 4565 GPs and 723 practice nurses • 58 workshops delivered through a train-the-trainer model to 932 participants, and • more than 3000 online registrations for aged care online modules.

Access points for resources and information Among its many outputs, the Decision Assist program created access points for resources and information about palliative care and advance care planning for older Australians. CareSearch (Flinders University) was responsible for the identification, review and preparation of advance care planning guidance documents, the creation of website and apps, which in partnership with the advisory line (Palliative Care Australia)


The Decision Assist YouTube channel contains a series of videos about the linkages demonstration projects, highlighting the positive changes linkages made. Decision Assist has been extended until the end of 2017 and is currently delivering a series of webinars for aged care workers, new online learning modules, GP training in partnerships with primary health networks and other groups working in aged care and general practice. The evaluation report can now be viewed on the Decision Assist website at: https://www.caresearch.com.au/caresearch/ Portals/0/Decision-Assist/Decision-Assist-Reports/DA_Program_ Evaluation_Report_Summary_2014-2016_160217.pdf ■

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WITH BETTER TRAINING AND SUPPORT Research showing that almost half of people entering permanent residential aged care for the first time have depression has prompted mental health advocacy group beyondblue to develop a free online course for both carers and residents in the aged-care system. The course – Professional Education to Aged Care (PEAC) – is for a variety of staff working in residential and community care settings including nurses, personal care assistants and community care workers. It has been designed not only to help aged-care workers identify the symptoms of depression and anxiety of residents in their care, but also helps workers safeguard their own mental health. The move has been prompted by research from the National Ageing Research Institute which also shows that apart from first-time entrants to aged-care facilities being more likely to have depression, more than 50 per cent of those already living in aged-care facilities have either depression, anxiety or both. It means that older Australians living in aged-care facilities are five times more likely than their independent peers to experience depression and anxiety. Untreated depression is a known risk for suicide and Australian Bureau of Statistics data shows men aged 85 and older are the most likely group to take their own lives.

how they got assistance when they were struggling and how they stay well in a sometimes challenging work environment. “The aged-care workforce is at the forefront of protecting and nurturing the most vulnerable among us,” Ms Harman said. “If they know how to look after their own mental health they will be better equipped to look after others.” PEAC is made up of seven, half-hour modules endorsed by the Australian Council of Nursing and has been allocated six Continuing Professional Development hours by the Nursing and Midwifery Board of Australia. The simple, free and short courses allow workers to upgrade their professional skills without putting extra pressure on workloads. Register for the PEAC courses at www.beyondblue.org.au/peac. Mental health professionals from beyondblue are available 24/7 on 1300 22 4636. For online chat visit www.beyondblue.org. au/get-support (3PM-12AM AEST) or email response (within 24 hours). ■

“Physical deterioration and chronic illness, social isolation, loss of independence and loneliness can make this vulnerable group more likely to develop depression before entering permanent care and at increased risk once they become residents,” said beyondblue CEO Georgie Harman. Since PEAC was launched in March 2016, there have been nearly 2000 registrations, but beyondblue is calling for more aged-care staff to sign up. “Being able to recognise when someone is experiencing psychological distress—or at risk of suicide—and knowing what steps to take to support them, means aged-care workers can positively support the mental health of people in residential and community care,” Ms Harman said. The course also helps workers to look after their own mental health with videos of aged-care professionals talking about





MENTAL HEALTH If I was asked what mental health training was, or consisted of, six months ago and why is it so important, my answer would have been quite different to the answer I give you now. I first thought about mental health training as a result of reading an email from our CEO Fabio Maya and how his football club had been affected not once, not twice, but experienced four deaths through suicide last year ranging from people in their early twenties to a person in their late-fifties. This hit a nerve with me and my “what can I do “nature. How can I help my CEO whom I call a friend, and what steps can I take to help people in my workplace? But like a lot of things, days go by and with Christmas a little over a month away, I put it into my “2017 planning” thoughts. It was one of those situations where I, and I suspect many others, automatically give a “that’s so sad” response to the person relaying the story or circumstance. It may be genuine but it is still an outsider’s response. We look in from the outside, and indeed we sympathise, but it is with real understanding or comprehension of the depth of despair and deep emotion this act has on the many who are affected. I write this piece because at 4:30am on 30 November 2016 I gained a personal insight when suicide touched my family and me personally. My outlook and understanding is now completely different to the person I was the day before this occurred. My nephew, aged 35, committed suicide - leaving behind a 10-year-old child and a life as his family and I knew would never be the same again. The range of emotions I felt are too numerous to list. Anger, tears, confusion... the never-to-be-answered question of ‘WHY?’ will forever reverberate in our minds. Suddenly the need to do something took on new meaning, new understanding, a new commitment and new urgency. Suicide crosses all denominations and social standing. Yet, the stigma is still attached. My aim is to break down this social stigma and ignorance.


Kate Tonge Training and Development Manager Sapphire Care

I have approached this in two ways. One is to share this story with anyone who will listen. The other is to roll out a mental health program in my workplace. To ensure the success of any training program being implemented into an organisation, requires the support from the CEO, their executive team and the company’s employees. It has to come from the top-down. At Sapphire Care I can proudly say that this is the case. Collectively, our aim is to get the message out across all residences to all employees and keep the momentum of the message. We have held an initial intensive training day for the CEO, general managers and residential managers at Sapphire’s Head Office in Burwood Road, Hawthorn. This will be the first of many mental health sessions planned over next 12 months for our service managers, lifestyle teams and our personal care assistants. The sessions will include information on stress management and laughter workshops. It is early days for Sapphire Care’s Mental Health Program. We have started small and will build on this as our program matures. I am not the first, and I sincerely hope I am not the last to write about mental health and the terrible effect of suicide, but unless it is openly discussed and personal stories are told, we as a community will never be able to help and assist and understand those in need. Mental health training will not save everybody but breaking down the barriers and introducing a mental health program into our workplace is the first step to helping someone and that’s a great start. ■


WHAT DOES CUSTOMER SERVICE MEAN FOR AGED CARE, COMMUNITY AND DISABILITY SERVICES… Although customer service is not new to these industries, the concept is. Meaning, all staff be it a maintenance worker, care staff member, manager, cleaner, nurse, director, finance manager, everyone at some stage, during their day is working with an internal or external stakeholder. We have discovered that the problem is staff do not realise or acknowledge that they are already doing “customer service”. They think they are now being asked to add something extra to their already heavy case/workloads.

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Customer Service is not just about the “service” component. It is about the whole experience. The whole culture of the organisation needs to reflect this. Regardless of the industry, Customer Service and creating a great experience every time is critical. Customer Service is the pillar of ensuring: • you are continually building the business’ prosperity • continual team engagement • you minimise unnecessary complaints • you are increasing business value in occupancy • You are the provider of choice Your choice based on your needs... Thanks to increasing levels of systemic dysfunction and operational indifference, it is no longer difficult to stand out in a competitive market. Basic customer service principles are an easy way to show all your stakeholders that you care. We, however do not want you to only offer ‘basic’ customer service we want you to create and transform your customer service culture to ensure that the whole experience is great all the time for your residents, families, staff and the community. The “Moments of Truth” training sessions are a series designed to develop and support staff in evolving and ever changing industries. Give your

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Paul Trotter Director of Fulton Trotter Architects A practice specialising in regional healthcare and currently redesigning Clermont Hospital’s new aged care facility

The most important lesson I’ve learnt working in rural Queensland, is that things are done differently in the bush. Australia's identity is forged from the bush and strong ties exist between the city slickers and our bush brethren. But there is a chasm in the values and outlook between our metropolitan and rural communities that is reflected in our politics and our whole way of life. I love working in rural areas.

I believe having landscapes that change throughout the year make the spaces even more special. Having a selection of trees that enhance the feeling of time and place can create a beautiful sense of nostalgia; it’s these experiences that make life so interesting.

Country people just love their communities and way of life. They’re straight to the point and can spot a bulls$%ter from afar. This translates to consultants who work in the community coming with a shared understanding of these values if they are to gain the trust and friendship from these communities.

For this reason, many of our facility designs adopt a strong connection to the outside, with corridors that have views to gardens or courtyards, and rooms with natural outlooks. Getting natural light deep into the planning through the use of skylights, clearstories is also important.

When we’re designing rural facilities we must balance the competing needs to design 21st century, clinically-efficient facilities, with the need to satisfy the location's distinctive atmosphere and "spirit of place".

Designing with your client is essential to the success of the project and that is a methodology we have adopted for decades. It is also important to have the resident and families in mind through the whole briefing and design journey. We believe it’s our role to be an advocate for the resident, as we design these facilities for our clients.

If I had to make a general observation it would be that rural people like a strong connection to 'land and their community'. Verandahs to rooms are popular but it’s more about creating long views out to the country, and opening the rooms up to the elements – the breezes and fresh air – and living without the need for air conditioning. While these elements are important to rural people, they’re really part of the broader human condition. We all want to feel we can engage or just view nature's elements: the heavy rain, strong winds, bright sunshine, the movement of clouds etc. We try to connect all the residents and staff within each facility to the outside and limit windowless spaces or internalised meeting rooms and spaces. Landscape design is incredibly important. We often create views and outlooks into courtyards. Quality design – of both the hard and soft infrastructure – in these spaces is critical. Activity is another important consideration, so having outdoor and undercover spaces that encourage social interaction – and space for children's play – all bring a facility to life and provide a great outlook for residents, even if they are observers and not users of the spaces.


With every new facility design, there’s an opportunity to improve the operational processes and community engagement, in the interests of clients and residents, alike. As a practice, we generally have better empathy with clients that 'care deeply' about the project outcome. We like to engage closely with the client and users to understand their service philosophy and style. Ultimately the building design should reflect the client's story and their aspirations. We also encourage our clients to try new things and include activities that may not be found in a traditional aged care facility. There are so many opportunities to think outside the box and there is yet an untapped vein of opportunity in this area. We’re seeing a lot of facilities that are 'co-located' with other activities of interest to the communities... like sports clubs, schools, universities and the like. But this isn’t so much of a surprise; rather, a great way to push the boundaries in care and community integration.


When residents enter the community realm, these spaces should give them opportunities to interact with other residents as much – or as little – as they want to. They should also provide different sensory experiences with some relaxed spaces, formal spaces. For residents, the transition from home to an institution can potentially be less traumatic if the quality of space is appealing. Thoughtful design can also have a profound impact on the experience of workers and residents’ families. It’s easier to recruit good quality staff when you can provide a work place with a high degree of amenity.

Clermont Hospital in Queensland is soon to have a redesigned and compliant aged care facility.

We regard our facilities as “communities” or “villages” and each room (suite/apartment) as the residents’ "home” and private domain. We create a blank but stimulating canvas, where residents can express themselves, and establish their own style and sense of homeliness.

Families will find the visiting experience more pleasant will come more often if the facility feels comfortable and home-like. Most people – of any age or background – respond positively to good design. Often, they can't explain it... it just 'feels' right to them. As designers, it’s our job to know how to create that feeling; we know what works and what doesn't. ■





It is not an easy task to briefly summarise the status of the Australian retirement village legislative reform. In some states the legislative landscape has evolved significantly in recent times, while other states have remained fairly stagnant. Despite this, there remains significant legislative disparity between the states in the absence of a uniform national framework. While we do expect future legislative change, national alignment remains uncertain and, at best, a long term goal. What is certain is that the growing importance of the sector will ensure the spotlight continues to be on any legislative reform that does happen, and particularly on the impact of that reform on the residents. Some of the recent legislative highlights throughout national are discussed below.

South Australia The South Australian Parliament produced the largest regulatory shake up in recent times by enacting the Retirement Villages Act 2016. The progress of the related Bill was been keenly monitored by operators, industry groups and residents alike given it represents significant change to the existing regulatory framework in that State. Arguably, residents have been the big winners of the reforms at the expense of the industry. The Act seeks to impose a robust termination and buyback framework which benefits residents at the commercial peril of operators. Some significant highlights of these reforms, include: • a new disclosure regime • allowing residents to issue termination notices while remaining in occupation of their units, and • compulsory 18-month buybacks. These reforms are being met with trepidation by the sector. However, the good news is that there is sufficient time to digest and prepare for the changes that lay ahead, with commencement of the legislation expected early next year.

Queensland Unlike South Australia, there has been little movement in Queensland. The legislative review of the Retirement Villages Act 1999 commenced in the infancy of the Newman government. This review has been underway for almost six years without any concrete reform. Arguably, the Queensland retirement village industry has taken a back seat to the extensive social housing reforms championed by the current government. However as more time passes without reform, it is likely when it does occur, the Parliament will favour adopting many recent changes seen in other states, such as mandatory buy backs.

Victoria While there hasn't been significant change in Victoria in the past 12 months, it is likely there will be movement over the next few years. The final report on the Victorian Parliament’s inquiry into the retirement village sector was recently tabled. The report makes a number of recommendations aimed at enhancing consumer protection which are arguably drawn from the New South Wales regime. Specific amendments to the Victorian legislation recommended by the report include: • legislative enshrinement of robust rights and obligations around repairs and maintenance, and • enhanced disclosure requirements through the mandatory provision of Consumer Affairs Victoria booklets to prospective residents. The current dispute resolution process was a major focus of the inquiry with a large portion of submissions expressing



dissatisfaction. The report recommends the introduction of an ombudsman to mediate resident complaints. This appears to be a popular recommendation amongst residents who, accordingly to various submissions, find the current model "confusing, stressful and costly".

Australian Capital Territory Similar to Victoria, the Retirement Villages Amendment Bill 2016 which amended the ACT legislation last year, continues the trend towards mandating operator transparency and enhanced disclosure requirements. However in the ACT, one significant disclosure focus has been emphasising the difference between retirement living and aged care. It is arguable, that requiring operators to explain the difference between retirement living and aged care, is broadly an acknowledgement by the Parliament that the industry continues to progress towards a practical alternative to 'low

care.' We continue to see many operators embracing this trend through increased delivery of care services in their retirement villages to facilitate 'ageing in place'.

Western Australia Recent Western Australian amendments continue to enhance disclosure, by compelling operators to disclose a wide range of information with more clarity than ever before. This is achieved through the mandating of approved form disclosure statements, similar to those that have been a fixture of the eastern states for many years. The approved form disclosure statement provides more details regarding fees, as well as providing estimate refund entitlements, when residents ultimately leave the village. Western Australia has also jumped the gun of Victoria, by requiring operators to issue residents with the Western Australian code of practice for retirement villages. â–

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EASE STRESS FOR PEOPLE WITH DEMENTIA Gail Yapp, Adele Kelly and Professor Meera Agar with the NHMRC’s Cognitive Decline Partnership Centre and HammondCare

The challenge Many of us know that advance care planning is a good idea, particularly for our clients who are often frail older people with multiple health issues including cognitive impairment and dementia. Advance care planning enables a person to indicate in advance what it is they want or don’t want in the future so that care can be provided in line with their wishes even when they have lost the ability to communicate those wishes. Despite knowing it is a good idea it often doesn’t happen. The time never seems right. Conversations that are perceived to be difficult are left until another time or for someone else to do. And so decision-making is left until there is a crisis with the end result of stress, rushed decisions by family, and often care that the person themselves would have wanted to avoid. Consumers and aged care providers recognised that improvements were needed to expand the uptake of advance planning, particularly for those with dementia. It was therefore identified as a priority for research through the NHMRC’s Cognitive Decline Partnership Centre (CDPC).

The research The research included interviews with over 80 people with experience in advance care planning in a variety of community, aged and health care settings from across Australia. An important finding was that planning ahead for those with dementia needed to cover a wide range of issues focussing on how the person wanted to live the rest of their life, rather than just a narrow focus on end-of-life issues. Conversations can be positive as staff members help a person to identify what is important to them and their underlying values and beliefs that inform decision-making.

The new resources The project has taken the findings and developed new resources to assist organisations to implement advance planning in a way which is sustainable for the organisation and meaningful for people with dementia and their families. The resources have been developed to assist staff to raise the importance of planning ahead for those they work with, particularly those with early dementia. There are also tools to


Research findings of what is needed to support planning ahead for people with dementia: • Timely diagnosis and information about dementia. • Encourage planning ahead as early as possible. • Planning should cover an extended period of time, and cover a wide range of issues. • Nominating a trusted substitute decision maker. • Multiple conversations over time with a focus on what is valued and important to the person. • Involving the person with dementia in decision-making as much as possible. • Sharing and transferring ACP documentation between care settings. The full report is available at: http://sydney.edu.au/ medicine/cdpc/resources/advance-planning.php. assist organisations to implement planning ahead, including advance care planning, in a sustainable and systematic way. The range of resources are freely available and include short videos and podcasts, tips for starting conversations or running information sessions, information sheets and pamphlets for staff, older people and their families, and organisational resources such as audit tools and guides for implementing planning ahead in your organisation. The resources were developed and trialled in collaboration with a range of aged care and community organisations, including HammondCare in NSW, Brightwater in WA, Kincare in the ACT, Alzheimer’s Australia and National Seniors Illawarra (NSW). Many of them have been developed for use with people still living in the community, as it is better if people commence planning ahead early. However, the tools can also be useful for those working in residential aged care. Kathy Williams, consumer representative from Alzheimer’s Australia was involved in the research and development of resources. “Planning ahead for those with dementia needs to cover a wide range of issues focussing on how the person wants to live the


The need for simple resources to assist organisations and family members around decision-making when a person lacks capacity was also identified. A suite of simple information sheets on choosing a substitute decision-maker, supporting a person to make their own decisions, assessing capacity and information for those called upon to make decisions for others has been developed. These have also been translated into Chinese, Italian and Arabic to have a wider reach. The resources are hosted on the Alzheimer’s Australia Start2Talk website at https://www.fightdementia.org.au/ planning-ahead/health-professionals.

Planning ahead supports person-centred and consumer-directed care

rest of their life, rather than just a narrow focus on end-of-life issues. I know that for my mum staying in control was really important and early planning helped with this,� she said.

These resources aim to assist organisations to deliver care that meet the needs care-recipients identify as most important. Helping a person to identify what is important and valued can be a positive discussion to inform care both now and into the future. â–



THE MEN’S SHED CHORALE RAISES THE ROOF AT HALL & PRIOR HOMES Pamela Vogtmann Marketing and Communication Coordinator I Hall & Prior Health & Aged Care Group

Providing festive season entertainment which appeals to all aged care residents’ tastes and backgrounds can be a challenging task. However during the 2016 festive season, a beautiful connection developed between local Sydney choir the Men’s Shed Chorale and our homes, the staff, and our residents. Not only has this been an incredibly exciting time for Hall & Prior but equally so for the staff and residents at our newlyacquired NSW homes everyone got to experience their first Hall & Prior Christmas service. There was lots of fun and laughter at all of the homes with many providing a variety of entertainment. Patricia Wiggins, a guest at Alloa Aged Care Home said every single detail of love, caring and professional interaction with residents, staff and visitors was exceptional. “In a world where many need encouragement this was a jewel – we were overwhelmed”. Another example of enjoyment was Fairfield resident Frances Taylor who couldn’t stay in her seat because she was dancing to the choir’s lively performance. The Men’s Shed Chorale performed at all ten Hall & Prior homes in the NSW region, even happily travelling as far north as Gosford to entertain residents and family. Everyone got into the Christmas spirit with residents, family members and staff dancing and singing along to all the carols and ‘golden oldie’ favourites that suited our homes, resident era, and tastes perfectly. This impressive group of men – with the average age of ‘80 years young’ – provided era-appropriate entertainment filled with a wonderful energy that created a general mood of fun, love and laughter. The Men’s Shed Chorale comprises retirees from the prestigious Sydney Men’s Choir. Their name was chosen to represent the ideals of the Men’s Shed Organisation relating to friendship, companionship and working together in company as well as using the basic principles where mature men share their passion for various manual trades while utilising their talents for numerous community services. “The identifying thing about us is the amazement on the faces of our audiences when they hear us for the first time,” said Choir Manager of the Men’s Shed Chorale, Winston Eldridge.


The music of the chorale put everyone into a festive spirit.

“The fun and social part of our chorale is in our absolute love of singing, leading to performances and occasional short regional tours. Wives and partners attend all of these and there is a wonderful feeling of happiness when we meet.” The Men’s Shed Chorale has been an amazing addition to our events and really fit well with the Hall & Prior culture. Because of their age and attitude towards aged care principles as well

The Men’s Shed Chorale in full voice.

as the selection of songs they sing, they deeply resonate with residents and their families.

people we welcome into Hall & Prior and are honoured to be associated with them.

The gentlemen also have very engaging, charming and humorous personalities making them extremely likeable and creating a fun and happy environment. That sort of energy is contagious amongst all who are in their presence. Our residents and staff absolutely love them!

Continuing to focus on restorative environments that are connected and engaged with our local communities has seen annual implementation of major events around ANZAC Day, Remembrance Day and the Christmas Season at all Hall & Prior homes.

Being in the aged care industry it is great to see a group of 80-year-olds having the time of their lives and contributing to the community in such a positive way. These are the types of

Creating special memories for our residents and family members are at the heart of these initiatives and it is very rewarding to witness the special connections The Men’s Shed Chorale create with our community. â–




AT CRANBROOK CARE ‘Connection’ and ‘co-design’ are two phrases that aged care providers are hearing more and more.

Kerry Mann Chief Executive Officer Cranbrook Care The future of aged care will include many different options and types of services. Across the industry, we are aware that residents and their families are empowered with choice unlike anything before, and with this choice there will be an increase in expectation. At Cranbrook Care we focus on meeting those expectations through building community connections and co-designing programs with residents, to meet their needs. We take a holistic approach to aged care – ensuring we equally service our residents’ social and emotional needs as well as their physical requirements. Residents are at the centre of everything we do and an integral source of inspiration for new services and benefits, many of which can be expanded across our entire organisation. Our activities range from daily exercises and walks through our landscaped gardens, music therapy, tai chi, cards and other games, art and crafts, to in-house concerts, history talks and seminars, in-house movies, and bus outings and art classes. These and other programs such as music appreciation, men’s luncheons and Dance for Life have been specifically designed with the input of our residents, and are coordinated by our dedicated Leisure & Lifestyle team. Other lifestyle and wellness services available include physiotherapy, aquatic physiotherapy, aromatherapy, hydrotherapy, massage and podiatry, as well as pampering services, beauty therapy and hairdressing. We also recognise that over time, the needs of our residents change and therefore our individually tailored care programs and service offerings are adjusted accordingly. We offer the full


spectrum of care services including dementia care, palliative care, and respite care as well as 24-hour emergency support. Our medical advisory board has been chosen from a diverse cross section of the medical community. Our team of highly skilled and experienced aged care professionals has been carefully selected for being the best in their area of expertise and their ability to provide excellence in care. With a growing reputation for outstanding lifestyle services an world-class, premium aged care accommodation through our existing Landsdowne Gardens and William Cape Gardens facilities, Cranbrook Care has cemented that reputation with our new facilities. In November 2016 we opened our new Bella Vista Gardens residence with our co-located retirement village Cranbrook Residences, in Sydney’s northern suburb of Kellyville. And in February 2017, we opened Bayswater Gardens in Sydney’s diverse inner west. Quality care, including 24-hour nursing care, supported by the latest technology and a range of life enriching activities, is central to all new residences. Beyond high standards of care, our new residences break with the one-size-fits-all approach of the past. Each residence has its own character, with a particular connection to and role within the local community. At Cranbrook Care, our aim is to continually exceed these expectations and enrich the lives of the older Australians who choose to call Cranbrook Care home. We are delighted to welcome new teams of highly skilled staff, residents, their families and friends, and the wider community to our new residences over the coming months. ■

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10-11 May 2017 Sydney Showground, Sydney Olympic Park 24 May 2017 Royal International Convention Centre, RNA Showgrounds 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.

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RETENTION AND PRIVACY CONSIDERATIONS Kylie Agland, Partner & Stacey King, Solicitor Tress Cox Lawyers When a patient dies, the issue remains as to what should happen with their medical records, and often, who can access those medical records. These matters are generally governed by state and territory legislation and this can result in slightly different approaches in different jurisdictions. As a general approach however, after the death of a patient, medical records must be retained and there are restrictions on who can access those records.

records at a federal level, however this Act only applies to medical records of living persons and s would not generally have application to a deceased person’s records. If the medical records of a deceased person also includes health information pertaining to living persons, it is also important to take their rights to privacy into account, because any disclosure of their information would need to comply with the federal privacy legislation.

How long should a deceased’s medical records be retained?

The issue of accessing a deceased person’s medical records is addressed by state legislation. For a privately-owned aged care facility, legislation in the ACT and Victoria provides that a ‘legal representative’ of a deceased person has a right to request access to health records held by a health service provider. ‘Legal representative’ is defined as the Executor of the will, or the Administrator of the Estate.

This is a particular issue where voluminous medical records must be physically stored at facilities that have limited space or will have to incur the cost of off-site storage. In the ACT, New South Wales and Victoria, legislation prescribes that adult medical records, whether the patient is deceased or otherwise, must be kept for seven years from the date of the last health service. The position in other states and territories is less clear, particularly when considering the records of a deceased person. Given this lack of clarity, the preferred approach in all jurisdictions would be to retain a deceased’s records for a minimum period of seven years. Apart from any statutory obligation to retain records prior to destruction, it is also important to consider whether there is any risk of a claim or complaint arising from the deceased’s treatment. Limitation periods for claims vary across jurisdictions and in addition, the Court has considerable discretion to extend the limitation period in certain circumstances. Accordingly, where there has been a patient complaint, an adverse outcome, or legal proceedings foreshadowed, ideally the deceased’s records should be kept indefinitely.

Who can access a deceased’s medical records? It is recognised that a person, even after their death, has the right to retain privacy over his or her medical records. The Privacy Act 1988 (Cth) provides for regulation of medical

In those states without specific legislation, those nominated as the deceased’s next of kin or emergency contact, those acting as Executor and/or Administrator of the deceased person’s Estate, or those acting under an enduring Power of Attorney, may have an equitable right to access a deceased person’s records.

General considerations The Australian Privacy Principles require all providers of health services in the private sector, including aged care providers, to have policies and procedures in place to ensure privacy of personal health information and for responding to privacy complaints. Certain states and territories also have laws that impose further, and sometimes different, requirements. It is advisable to have a policy in place which sets out the approach to be taken when dealing with information about deceased patients. This will assist both staff and families when dealing with enquiries, and ensure your compliance with legal obligations. If there is ever uncertainty as to whether a deceased person’s medical records should be retained or destroyed, or whether a deceased person’s medical records should be released to a family member or third party, legal advice should be obtained. ■



THE LEADERSHIP DIFFERENTIATOR Some years ago, Harvard Business Review published an article on authentic leadership by author and researcher Bill George. George Sandra Hills suggested that authentic leadership is about being true CEO I Benetas to yourself and your personality in the workplace. He revived an age-old philosophy that to lead, a person must know themselves and recognise what his or her story brings to the workplace.

At the time it was published, the article was a breath of fresh air. To be told there is no set of universal characteristics, no checklist of traits, styles or skills – was a healthy reality check.

in themselves. But it doesn’t end there. As Bill George wrote in 2007, discovering your authentic leadership requires life-long commitment to personal growth.

At Benetas, we have been investing heavily in the development of our leaders for some years. At first we needed to focus on practical management fundamentals that lacked consistency across the business. Over time we have graduated to explore higher order capabilities. Emotional intelligence. Visioning. Ethical Leadership. Engaging through coaching and so on. I have been privileged to see our leadership capability grow. The old adage remains true – leaders are made, not born.

At the London Business School, author and Professor of Organisational Behaviour, Robert Goffee, led one of our leadership sessions. Goffee co-authored ‘Why should anyone be led by you?’ a decade ago, but the lessons are every bit as relevant today. It’s a question I also asked my leadership team. Armed with our copies, we all asked ourselves: why should anyone be led by us?

I recently undertook a program at the London Business School. Speaking with a great many leaders from across the world reminded me that so many of our challenges are universal. And without great leadership, those challenges are insurmountable. The world is changing faster than ever before. Leaders who have relied on replicating the behaviours they see around them, without paying attention to their own internal compass, won’t be able to thrive. For a person to reach their potential, they need to know who they are. More than ever, I believe that authentic leadership can be the differentiator that enables a leader to achieve his or her purpose, and for an organisation to achieve its vision. So how do we bring authentic leadership to today’s workplace? At Benetas, we brought our Executive and Leadership Team together to learn what authentic leadership is, and what personal stories we bring to our work. Some of our leaders were able to quickly distil their story and what drives them. Others needed more time for reflection, and came and spoke to me about their thoughts some weeks, even months later. Our exploration has given us a common language; a common understanding that each of us are different and those differences are valued. It has given people confidence to trust


Self-awareness requires regular reflection and humility. It depends on a willingness to seek feedback from others, especially the kind we don’t want to hear. It is the foundation of being an authentic leader, but you need more. Having clarity of your own core values is also critical. It is our values and principles that drive our behaviour. They rule our actions, particularly when under pressure. They are our internal navigation system, informing our instincts and raising red flags when something is not quite right. Of course all of our values and principles are different, deriving from the seeds of our personality and shaped over our life experience. And again, difference is okay. What’s important is that we know what our values are, and we make sure we live by them. In my current position as CEO with the freedom and responsibility to set the path I’m travelling, I rarely find myself in a situation where my radar goes up and I sense my values may be compromised. But the road to get here has had its fair share of such challenges. One particular incident stands out. I was an up-and-coming middle manager in the public service, managing a high profile project and developing a reputation for the quality of my work. But after being unsuccessful for a couple of promotions, I sought


feedback about what was holding me back. I was told that a very senior leader in the organisation had made dispersions about my style with others across the department. Among other things, I was said to not engage with others or bring people along the journey. This felt at odds with me, but I knew I needed to check with others about how I was coming across. And they disagreed. Other leaders and colleagues didn’t perceive me that way at all. I spent some time trying to understand how this senior leader could form that view of me. We didn’t work together, she had very limited exposure to the work that I had done. It didn’t make sense. So I plucked up the courage to speak with my manager about it. It does take courage to raise such issues. And it does take courage to act on them. I’m very fortunate that my manager did act on it. She escalated the issue in an appropriate and supportive way, and it was dealt with. She showed true leadership, and I’ve always been enormously grateful for that. I think about the various roads my leaders are on. About some of the natural challenges that they face when working in a large organisation with competing priorities and multiple stakeholders in the community. Everyone has times that their radar goes up and they question is this the right thing to do. It’s incumbent

on us to discuss the role of values in business. Sure, most organisations have their own set of values that they call on their people to live by, and that’s important. But it’s also important for each leader to know how their own personal values complement the values we share. When you’re young and at the bottom of the hierarchy, no one hesitates to let you know what you’re doing wrong. But with seniority comes a reluctance of the people around you to tell you what you don’t want to hear. Over the years I’ve learnt to directly ask if there is anything else that I’m missing. I assume there is more that I need to know. I assume that with their perspective I’ll get a better result. Because I always do, and I strengthen my support team in the process. Our clients also play a key role in that. I often visit our services and talk with the older people in our care. They’re a constant reminder of the reason why I’m here. The more we engage in discussion about our authenticity the more we grow as a leadership team. It’s a considerable investment, by both the organisation and by each individual. But it’s an investment that is making a difference. ■

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MOVING SERVICE INTO THE DIGITAL AGE Kerrie Tickner-Flynn Executive Manager, Community Care I Carrington Care

When working in the aged care industry it can sometimes feel like the volume of administration work takes so much time away from our meaningful work of servicing our clients. At Carrington Care we have recently undertaken a comprehensive review of our business process and introduced digital technology which has cut 60 per cent off the time it takes to assess our clients, create a care plan with them, and start their services.

Prior to late 2014 staff members worked from and produced printed fortnightly rosters, time and travel sheets, progress note sheets and home folder sheets for client communication. Care plans for service episodes were also printed for inclusion in client home folders.

As a not-for-profit provider covering residential care, independent living and community care, our aim is to remain responsive to the changing needs of older people, while keeping at the forefront of the aged care and retirement living sector in what is an increasingly contestable environment. Our Community Care service spans across the Wollondilly, Camden and Campbelltown Local Government Areas in New South Wales and we provide care and support to 500 clients.

In November 2014 we took our first tentative steps towards reducing this paper-heavy process by implementing the base module of Procura software system. Our focus at the time was to implement client-directed care and individualised budgets; input all clients into the system and establish billing cycles.

Part of our strategic approach at Carrington is to leverage off new information technology platforms to drive business efficiency and growth. A recent focus has been moving our 70 care workers, our client care coordinators and our Senior Case Manager into the digital age by supplying them with mobile phones and tablet devices with the appropriate software and digital systems to streamline their previously paper-based approach. Our care workers typically provide our clients with a range of services including: • Personal care which may include showering, grooming, shaving, medication monitoring, wound care, bowel and stoma care. • Social support such as travel to medical appointments, library visits, weekly grocery shopping or bill payments, outings to movies or museums, or visits to classes or allied health therapists. • Domestic assistance around the home. • Respite including in-home or on site at our River Cottage. Shifting the focus of our staff members to their new digital work environment hasn’t been something that could happen overnight and we have had to go through several iterations to get it right.


However at the time of roll out our resources were limited and the IT platform was unable to sustain the level we required for further implementation. As such, we continued to rely on manual forms for assessment and intake of clients and for developing care plans and service agreements. This remained a lengthy process which included much paperwork and travel time through home visits to finalise details and quotes of services for clients on Home Care Packages or starting services through the Commonwealth Home Support Programme.

Carrington Care staff Caroline Dawson and Aleli Fraser at their training session

Carrington Care CEO Raad Richards addresses staff at the ‘Go Live’ workshop

ahead of introducing the new technological system.

for the organisation’s new digital service.

Twelve months later when we conducted a review of the service, we determined that on-boarding a client was still taking up to 16 hours and identified a need to map all high level business processes and work flows to try and streamline our system. We also realised that our biggest challenge was becoming more familiar with Procura systems and knowing the correct questions to ask.

We switched over to Procure Mobility on 6 February 2017.

Our Chief Executive Raad Richards has been the project’s biggest champion and it was he who suggested we seek external guidance. In July 2016 he engaged Rohling International to help us work through all business process and all technical aspects that needed to be considered and negotiated with Procura. As a result of this process we identified Procura Mobility and Point of Care as being the best ‘fit’ for our organisation. It is a system that is already being successfully deployed in other aged care organisations, such as OzCare in Queensland and Presbyterian Aged Care in Surry Hills. We contacted these organisations and they offered support and advice, including suggestions to stage the training on devices; not to rush staff in ‘giving up’ their paper-based time sheets; and ensuring all back office systems were working 100% efficiently before switching off manual time sheet processes. The immediate challenge was to manage ‘business as usual’ while preparing the service and staff members for the new approach and the new requirements emanating from the aged care reforms. Our first steps included mapping our business touch point with our clients, their carer and their families to determine where we were doing well and where there was room for improvement. We then reviewed the service, position descriptions, and functions against the phases of case management from the point of intake through to providing services and discharging a client. We focused on streamlining business processes according to person-centred care and the phases of case management support. This process, along with a systems analysis, scoping service capacity, software licensing, comparative pricing of devices, and then implementing new hardware which included a new web server, surface pro tablets and Android phones, and new software including additional modules, workflow systems, developing electronic forms and writing new case management policies and procedures, took more than a year.

Under our new processes, we have reduced our forms by half and those that are available are available online in Procura. On-boarding a client using Procura Point of Care now takes an average of 3–6 hours depending on the complexity of the client’s needs. With Procura Mobility we can now input all service episode activities against the client’s schedule service and these are pushed as a roster through to our care workers’ mobile phones, we are also able to match client-specific care needs against staff attributes and competencies more efficiently. Care workers also have capability to complete a real-time series of observations that relate to client safety, health and wellbeing, falls, incidents/hazards as well as record home visit progress notes as part of their client’s care plan. An important additional benefit has been that any changes recorded in the client’s wellbeing and needs sends an alert through to the back office where this is reviewed and responded to by the client’s care coordinators. The system also allows care workers to note any workplace health and safety issues for them during their service time which in turn allows us to monitor incidents in real-time. We also established a mobile phone help desk for support and use mobile phone management software to support staff remotely over the phone. This enables us to view any issues they are having and remote into their phone and talk them through a solution. While the new systems and processes are still in a trial phase staff acceptance of the mobile technology has been amazing. We continue to use some paper-based timesheets until confident that the interface between the Procura Mobility and our payroll system is 100%, An important success factor in this major project is the amount of training and education that we have advanced to our staff. Without this high level of commitment from our staff and for them to fully embrace the change through their direct involvement from day one, the implementation of a change management of this magnitude would not have succeeded. Our Executive Steering Committee and Working Group will continue to oversee the implementation of our digital strategy and a formal review and evaluation is planned six-months out. ■




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NEW APPROACH IN THE NETHERLANDS In the Netherlands, the term ‘Green Care Farm’ is not one that applies to an environmentallyaccredited agriculture property. Rather, it applies to farms that boast a ‘community of care’ model for people with dementia.

including Dementia Village in Rome, Italy.

The care model is a psychosocial model based on delivering a homelike and recognisable environment. Personal care and daily routines are often integrated meaning care staff clean and cook together with residents and often care staff members are people familiar to the residents from their own neighbourhoods and region.

Susan said the Dutch move to trial new systems and models was part of an aged care transformation going on in that country.

Originally established as day-care only centres, some green care farms have started to provide 24-hour care as a new alternative for regular nursing homes.

“It was particularly interesting given the Australian aged care reforms and where we’re going to see what the Netherlands are doing.

The model was one that particularly resonated for Susan Emerson, Director of Care Environments and Service Strategy for Helping Hand Aged Care, when she visited the Netherlands as part of a Studying and Advancing Global Eldercare (SAGE) tour last year. “These farms provide intimate spaces and productive engagement where the people from the community are those who are caring for others in their community. It’s one of the many gems we got to see.” She said it contrasted with the higher-end resort-style retirement villages that the SAGE group also visited, along with other examples of care where the focus is on cultural diversity of care – an increasing focus in multicultural Europe. The Dutch have won worldwide attention in the last two years with De Hogewey, a structured village community of residential units where around-theclock care is provided by 240 ‘villagers’ who are actually trained caregivers dressed in street clothes. Similar projects are underway in other European cities,

“While our politics are quite different, there is a definite re-orientation back to community-based care and in-home care sitting alongside the demand for residential care and retirement living. The diversity is quite amazing and it was fascinating to try and understand as policy is changing, what the flow on effect is to programs on the ground. “There is a big ‘design’ movement in the Netherlands and so that was of particular interest to me and others on this trip.” Susan said that she immediately started sharing her learnings from the SAGE trip upon her return to Australia, discussing it with colleagues and sharing images. She said it was her first SAGE-organised trip and she was excited by the depth and quality of the experience and the SAGE program. “Apart from the on-ground logistics which were so brilliantly organised, a big unexpected bonus was the ability to have a real-time comparison with my colleagues on the tour. “You go and visit a site and then you get back on the bus and you have a real, uninterrupted opportunity to compare, contrast and develop your thinking, and that was absolutely invaluable.”



The tour will particularly examine organisational change, financing and management, and innovative care. Participants will engage at executive level with Swiss senior managers, local government representatives and peak industry associations, while visiting organisations in Zurich, Basel and Burn. In addition, SAGE will also cater to multiple requests for a trip to New Zealand which will look specifically at the integrated care model. This trip will be open for registration the next few weeks.

Over the past decade the SAGE international study program has assisted executives from more than 300 aged-care and allied health organisations visit 22 countries to investigate new and emerging trends in both aged care and Retirement bringing these learnings back to our Australian market.

For details of these and other upcoming SAGE tours, visit the SAGE website at http://sagetours.com.au/switzerland-17th30th-sep-2017/. Expressions of interest and registration to all trips are now being accepted and can be lodged with International Program Manager Judy Martin judy.martin@thomsonadsett.com or mobile +61 437 649 672. ■

Judy Martin, Business Development Manager at ThomsonAdsett has led every one of these programs and has realised firsthand the benefit to the Australian seniors living industry.


“SAGE is a sophisticated learning product that has developed over the last 11 years where we been able to refine and tailor tours to the needs of Australian Executives including many LASA members,” she said.

Studying and Advancing Global Eldercare

Tailored seniors living tours since

“I hear from so many organisations, and individuals that have implemented programs and learnings they gained on a SAGE tour – it is very humbling and exciting to hear first hand the benefits of the program.”

Meanwhile, due to popular demand after a 2015 tour, SAGE will again be running a tour to Switzerland in September 2017. This tour will include SAGE delegates’ attendance at the IAHSA Global Ageing Conference in Montreaux.



Planning a SAGE tour in 2018?

Join one of SAGE’s most exciting ventu res yet - the inaugural SAGE Executive Study Tour combined with APT’s luxurious, fully inclusive Magnificent Europe cruis e. •

SAGE study program 28 August – 15 September 2018*.

Commencing with a 3 day Netherland s Study Tour, undertake an intensive study program mixed with leisure as we glide from Amsterdam to Vienna.

Learn about Aged Care & Retirement Living in the Netherlands, Germany and Austr ia.

Attend European Association Home s and Services for the Aged (EAHSA) confe rence in Prague.

Experience expert services of a dedic ated SAGE Program Leader and APT Cruis e Director

Participate in APT’s Magnificent Europ e Cruise offerings.

In 2018 the Netherlands will again be back on the agenda, but this time as part of SAGE’s most exciting ventures yet, the inaugural SAGE Executive Study Tour combined with APT’s luxurious, fully inclusive Magnificent Europe cruise. Judy said the response to this program has already been unprecedented. Participants will undertake an intensive study program mixed with leisure as the cruise moves from Amsterdam to Vienna. Tour members will enjoy a three-day intensive masterclass program in the Netherlands, before joining the riverboat for a 10-day program including visits to seniors living organisations throughout German and Austria. At completion of the cruise the SAGE group will transfer to Prague to attend the European Association Home and Services for the Aged (EAHSA) conference in Prague.

SAGE + APT 2018 European Tour

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To register or for more information visit sagetours.com.au or contact Prog ram Manager Judy Martin judy.martin@thomsonad sett.com or mobile +61 437 649 672 SAGE Industy partners:

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The new CL4500 lock range combines smart technology with traditional keypad and card access options suitable for a wide range of applications, from building managers to home rental owners. Utilising Codelocks NetCode technology, the locks offer flexibility and convenience that enable businesses to recognise new levels of convenient access control without compromising on security. Program and operate locks via your smartphone, generate and send codes for easy access, issue smart cards for alternative entry, track and control with audit trail. To find out more about Codelocks Smart Locks visit www.codelocks.com.au COMPLETE CONTROL WHEREVER YOU ARE.

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WHAT’S NEW Arcadia Waters Active Ageing – Mobility means Longevity

As Roger Kwok said in the opening, Mobility means Longevity. In Arcadia Waters where the gym is always filled with happy trainers, all taking great steps to quality living, even at the older age.

Managing director of Arcadia group, Roger Kwok, is leading his villages with an Active Ageing model. With strong evidence on exercise benefits, e.g. slowed down ageing process, improved cognition and quality of life, it is important to incorporate exercise in the village. The first HUR gym, with the accompanying Helsinki program, was installed in Arcadia Waters, Maddington, being the first of its kind in Western Australia. Village manager, Gerard McLean, has been actively involved encouraging all residents to take part in this initiative. The official opening of the gym was held in August 2016. The residents were invited to try out the gym and were also informed about the benefits of strength training and the specific advantages of the pneumatic HUR equipment. As the HUR wristbands control the training settings and all sessions are automatically recorded, the villagers can train independently and safely. An exercise specialist is present once a week to guide everyone through safe and efficient exercising.

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

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Codelocks enhances smart portfolio with new self-service lock The CL4510 packs intelligence, convenience and flexibility into a new smaller form-factor Chatswood, Australia, 6 March 2017 – Codelocks Asia Pacific today announced the expansion of its smart lock range with the addition of the CL4510. The new lock offers the same power, flexibility and convenience that Codelocks Asia Pacific customers have grown accustomed to, but packs it into a smaller, sleeker package. The new lock is ideally suited to a wide range of internal commercial applications. The CL5510, the KL1060, and now the CL4510 all utilise Codelocks’ NetCode technology. NetCode allows operators to generate and send time sensitive codes to end users using the K3 Connect App or NetCode portal. Codelocks also offers an Application Programming Interface (API) allowing businesses to integrate the NetCode technology into their existing systems. By automating code generation, the need for onsite staff is dramatically reduced. Businesses can recognise new levels of convenience without compromising on security. In addition to remote code generation via smartphone, the CL4510 can also be accessed using smart cards, as well as allowing permanent access using the stylish push-button keypad. The range of access capabilities makes the CL4510 an incredibly versatile and flexible solution. Self-service entry offers accessibility outside normal working hours, helping businesses operate more efficiently around the clock. The lock can also be set in Code Free mode at fixed times of the day, allowing access for cleaning, maintenance or deliveries. Administrators are able to monitor access records and usage with comprehensive audit trail tools.

Once set up, the lock does not require Wi-Fi connection for operation. This significantly increases its potential for use in areas where Wi-Fi is unavailable or intermittent, adding to the benefits of this innovative product line. “The Internet of Things is having a profound impact on all areas of building management,” said Colin Campbell, sales director at Codelocks. “Our new smart lock harnesses a range of technologies, automating access control, and significantly increasing flexibility for businesses.” “By combining smart technology with traditional keypad and card access options, our smart locks suit a wide range of applications. From building managers to home rental owners, Codelocks customers around the world are recognising the benefits that our technology brings.” Parks Tennis in the UK has been using the Codelocks’ NetCode technology for several months now. The not-for-profit organisation is rejuvenating public park tennis courts up and down the country. Working with local councils, Parks Tennis aims to ensure that its courts are safe, enjoyable and affordable for all. At its Oxford site, players can now book courts using the website and codes are automatically generated and sent to them via SMS. “It can generate codes hour by hour, day by day - the codes are unique every time,” said Jeff Hunter, managing director of Parks Tennis. “It can also be preloaded with several four-digit pins, which is useful for people who use the facilities regularly, such as tennis coaches. On top of that, we can issue smart cards to stakeholders, such as tennis clubs or Parks Wardens, for 24/7 access. So, one single product has helped us meet the needs of all the different stakeholders.”

For more information on the new CL4510 visit: http://www.codelocks.com.au/cl4500.html

GET A TOTAL HEALTHCARE CLEANING SYSTEM The Jetsteam Maxi Inox is the latest healthcare steam cleaning machine distributed by infection control cleaning specialists, Duplex Healthcare. Director of Duplex Healthcare, Murray McDonald, says the Italian made, upgraded model represents the next generation of steam cleaning for infection control and sustainable healthcare cleaning. “It produces high-temperature, dry steam vapour, which is renowned in Australia and overseas for its ability to kill bacteria and safeguard against healthcare acquired infections,” Mr McDonald said. “It is used for touch point, regular, outbreak and discharge cleaning. “Its state-of-the-art features include a robust, stainless steel build, improved digital control panel and waterproof LED hose control system.”

For more information on the Jetsteam Maxi Inox, visit www.duplexhealthcare.com.au or call 1800 622 770.



Tork implements hassle-free washroom upgrades across residential aged care group Consolidation of professional hygiene products has made a big difference for Southern Cross Care. Since changing from a mixture of suppliers and products to Tork for hand towel, toilet paper, napkins and cleaning products, Southern Cross Care have made substantial savings, reduced usage and simplified servicing. Charlie Way, Group Manager Property and Procurement explained, “The implementation and roll-out was the most important part of the tender.” The plan ultimately won the business for Tork. The three-month, 17 site implementation involved site audits, dispenser changeover and training. “Tork looked after the lot. The installation staff were very understanding of being in residential care homes. They were great,” explained Way.

Southern Cross Care now has a stylish, cohesive look across all the bathrooms with Tork design-award-winning dispensers and high capacity Tork H2 hand towel has helped reduce housekeeping labour. Way added, “Local manufacturing was also a selling point. But it’s the service and back-up that’s most important – our partnership with Tork.”

To keep up with the latest Tork news and innovations, please visit: www.tork.com.au or www.tork.co.nz

How to fix the Aged Care Sector scarcity? By 2050, it is estimated that 350,000 new aged care workers will be required to look after our aging population. To meet the demand, training can be a springboard to long-term fulfilling careers, according to ARC Training’s Head of Growth and Strategy David Hill. “Community Services Sector training allows people who know how to look after people to formalise skills and enter the workplace,” Mr Hill said. “We’re proud of our completion rates at ARC,” Mr Hill said. “Our trainers and assessors are experienced and understand the needs of adult learners. “Training is hands on. We get students into the facilities rather than sitting in the classroom so that the training is as real as possible.” “Many students are offered jobs before finishing the training, particularly in the aged care facilities,” Mr Hill said.

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.


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


Port Douglas



South Pacific Laundry specialises in the provision of quality linen and supplies for the aged care industry. SPL provides:


• A 365 day service to all its clientele with a 24 hour turnaround. • A leading edge technology in RFID to assist housekeeping and managerial staff in time reduction and efficiency.

South Pacific Laundry (SPL) has been a provider of commercial laundry and linen services to the hospitality industry in Melbourne for the last 20 years. Currently, the South Pacific Group is establishing a strong network of modern laundry across Victoria, New South Wales, Queensland, Western Australia and South Australia with plans for several more facilities up the East Coast of Australia in 2017. The relocation of our Sydney operations to a new larger facility in Bankstown together with the relocation of our Brunswick plant to Broadmeadows will establish South Pacific Laundry as the single largest privately owned laundry in Australia and in the Southern Hemisphere.

Contact Robert Teoh National PR & Marketing P: (03) 9388 5300 M: 0421 716 888 Coverage Australia wide

Pricing Information Contact supplier direct Delivery Free daily delivery within 25km city metropolitan areas Minimum Order Contact supplier direct

• Dedicated account managers and experienced support staff who are available 7 days a week. • A dedicated software design package and centralised billing system enables seamless transactions, paperless and customised reports. • Delivery rationalisation systems, providing and streamlining efficient delivery routes which will reduce the company’s carbon footprint. • Building of partnerships and sharing benefits with the customers from savings made through its constant laundry process innovations and group purchasing power of linen products. • Dry cleaning, Uniform cleaning services, Housekeeping services, Dust mat hire and Cleaning services. • Provision and supplying of Corporate uniforms/work wears and customised hotel room Amenities.

Full Contact Information South Pacific Laundry 9-23 King William St Broadmeadows VIC 3047 P: (03) 9388 5300 F: (03) 9387 2399

*Albury only

E: customerservice@southpacificlaundry.com.au robert.teoh@southpacificlaundry.com.au


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