LASA Fusion Winter 2022

Winter 2022 | www.lasa.asn.au

NEW BEGINNINGS Reset for aged care reform

Aged Care Employee Day 7 August

LASA AND ACSA MEMBERS VOTE FOR UNITY Aged & Community Care Providers Association a watershed for our industry Keeping aged care on the national agenda Co-design with the consumer voice in mind Dementia-friendly cities are the future Innovative workforce solutions and the role of nurse practitioners

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CONTENTS The voice of aged care Winter 2022 | www.lasa.asn.au

OPINION 7 Chairman’s Column 9

CEO’s Column

51 Improving oral health care in aged care

52 Understanding care needs of LGBTI people with dementia

11 Guest Column

UTS Ageing Research Collaborative

NATIONAL UPDATE Aged Care Employee Day 2022

21 Home care: one program to rule them all?

23 Too much of a good thing:

COMMUNICATIONS & MARKETING MANAGER Simon Page Leading Age Services Australia T: (08) 9474 9200 E: SimonP@lasa.asn.au First Floor Andrew Arcade 42 Giles Street Kingston ACT 2604

Sonya Murphy 0411 856 362

Administration Tarnia Hiosan (03) 9758 1436 Cover shot: Australian Unity Aboriginal Home Care customers, Sandra Ardler and Joyce Timbery, enjoying their time at the 2020 Home Care Gathering. Australian Unity’s dedicated Indigenous Services business unit provides culturally tailored care and support to Indigenous clients in their local communities.

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

60 Managing injury claims successfully

63 The three faces of workplace fatigue

like at your retirement village?

How to prepare for a cyber attack

72 It’s time to drive digitalisation in

28

75

Demystifying portable air purifiers

77

Continence care matters

Maximising your income stream

dementia-friendly Australia

Adelaide: Robert Spowart 0488 390 039

58 The pillars of high quality care

27 Skills training alone is not enough

33 Leading the way towards a

PUBLISHING

maximise its future

70

care reform

Adbourne

57 Positioning your organisation to

LASA Next Gen Ambassador spotlight

31 The consumer agenda for aged

Melbourne: Neil Muir (03) 9758 1433

aged care

67 What does safety and security look

NEW BEGINNINGS

ADBOURNE PUBLISHING PO Box 735, Belgrave, VIC 3160

25

54 Building workforce resilience in

technology’s real competitive advantage

for future aged care leaders

ADDRESS

article’s author.

17

be our business

Linda Baraciolli Leading Age Services Australia T: (02) 6230 1676 E: editor@lasa.asn.au

Production

Australia has spoken

19 The customer experience should

EDITOR

Advertising

15

INDUSTRY INSIGHTS

36 The rise of the nurse practitioner in aged care

39 Alino Living embarks on innovative new workforce program

41

Reshaping retirement

42 Balancing the risk 45

Help stop elder abuse

47 Palliative care must be core businesss

49

Dying to know cafés

home care

MEMBER STORIES 79 VMCH’s award-winning dementia care unit

82

The power of community

85

Helping people regain their lives

88

Award-winning care

90

odified football offers many M benefits

FRESH IDEAS 92 Fresh Ideas

OPINION

STRONGER VOICE FOR AGED CARE PROVIDERS MARKS A NEW BEGINNING

Dr Graeme Blackman AO FTSE FAICD Chairman, Aged & Community Care Providers Association Chairman, Leading Age Services Australia

ACCPA IS THE RESET THE INDUSTRY NEEDS TO ADVOCATE FOR REAL CHANGE

I

t’s extraordinary to look at how far we’ve come. A year ago, it would have been hard to imagine that 12 months later we have replaced Leading Age Services Australia (LASA) and Aged & Community Services Australia (ACSA) with a new, stronger and unified aged care peak body—Aged & Community Care Providers Association (ACCPA).

A year ago, LASA and ACSA through the Australian Aged Care Collaboration (AACC) were in the throes of advocating for the Federal Government to get its act together on the failing rollout of the COVID-19 vaccination program and on supply of PPE and infection controls in residential aged are homes. This was almost six months before the Omicron variant took hold and cut a swathe through the aged care workforce.

At the same time we were working through the details of the Government’s response to the Royal Commission into Aged Care Quality and Safety. We were seeking to work in a true partnership to realise the intent of the Commissioners’ recommendations and to ensure a better system for older Australians and staff, and high quality aged care services.

The 99 per cent ‘yes’ vote on 29 April 2022 of LASA and ACSA Members to unite is a watershed for our sector. It is a testimony to the success of LASA and the AACC over the past few years. The vote was also a positive endorsement of a recommendation by the Royal Commission for greater collaboration and a united voice among aged care sector representative organisations.

ACCPA will formally come into being on 1 July 2022 and we are now undergoing a transition to integrate functions of LASA and ACSA in the lead up to our inaugural ACCPA National Conference.

The processes underway include the search for a CEO for ACCPA.

The new 15-member ACCPA Board met for the first time in early May and I was honoured to be elected Chair, with Cherylee Treloar, CEO of Footprints Community in Queensland, elected Deputy Chair.

The new Board will play a pivotal role in ensuring the new organisation provides the governance and leadership that the community expects, and our industry needs, for a sustainable aged care future.

The ACCPA Board will provide leadership towards achieving a more unified industry by presenting a single, strong voice which advocates on behalf of all aged care providers.

Major priorities for the Board in the near term range from setting up the Board’s good governance structures and processes to focusing ACCPA on strategic initiatives that will provide sector leadership. You will hear more about the operational initiatives as the Board and Executive work through the establishment and implementation of its strategic goals.

It has been a long and challenging road to realise a single association for all providers of aged care services in Australia. I want to acknowledge the efforts of the Chair of the Transformation Steering Committee, Claerwen Little, who is also National Director of UnitingCare Australia, and the committee members.

As ACCPA takes shape, we will continue to recognise the rich history of LASA and the contribution it has made to our industry. In particular, I want to acknowledge the efforts of LASA CEO Sean Rooney who decided not to contest the ACCPA CEO position and will lead the Transformation Management Office for ACCPA to ensure there is a smooth transition in the establishment of ACCPA.

Continued on page 8

7

OPINION

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Sean successfully led LASA through the unification of our previous state-based organisations into a single, highperforming, national peak body. Over the past six years LASA has grown under Sean’s leadership to become Australia’s largest aged care peak body supporting Members and representing the sector through the Royal Commission and the COVID pandemic.

Both Sean and his ACSA counterparts have worked successfully together through the Australian Aged Care Collaboration (AACC) in first campaigning for government action on the Aged Care Royal Commission final recommendations and then in the recent federal election campaign.

Through the AACC, and LASA’s key role in it, we have realised greater collaboration among aged care provider representative organisations and with it, developed a strong and clear voice ready to drive aged care reform in the wake of the Royal Commission.

That drive will be at the forefront of a reset of the aged care reform process that has lost its way.

See our website

We look forward to building a stronger and more united voice for age services providers as we navigate reform challenges ahead to achieve the best quality care for older Australians. ■

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OPINION

LANDMARK ELECTION RESULT FOR AGED CARE AUSTRALIANS ARE CALLING FOR CHANGE

I

t has been a landmark federal election campaign in so many ways for the aged care sector and for the organisations that represent the thousands of providers of residential, home and community care, and retirement living to older Australians.

The fact that Australians nominated aged care as one of the top issues of concern for them in survey after survey during the campaign reflects the urgent need for real aged care reform and a public desire for real change.

This heightened public awareness places enormous pressure on the new government as it deals with what the incoming health minister, Mark Butler, has repeatedly referred to as “the crisis in aged care”.

The work of the Australian Aged Care Collaboration (AACC) is now complete in this phase of our campaign for the major political parties to commit to key elements of change, which is to address workforce pay, staff shortages, training and the wider issue of funding for an allied health needs assessment.

It is now the turn of our new national industry organisation, Aged & Community Care Providers Association (ACCPA), to take on the mantle and press the new government for a reset of the aged care reform program borne out of the 148 recommendations of the final report of the Aged Care Royal Commission delivered in March 2021.

We as a sector will be seeking a detailed and prioritised reform program. One that focuses on the fundamentals that will underpin true reform—workforce, funding and accountability.

We expect to be involved in program design and development so that reform can rightly have input at the highest level from the expertise of those who actually provide age services.

First, we need to address workforce—more staff, better skilled and qualified, and paid appropriately. Second, we need to address funding so all providers receive subsidies that resource and enable them to adequately meet the true costs of providing all the care needed by older Australians to a consistently high standard. And, thirdly, we need to ensure we are accountable for performance. That is, have in place measures and processes to demonstrate the positive difference the services provided are making in the lives of each older person, and how,

Sean Rooney Chief Executive Officer Leading Age Services Australia

in aggregate, the system provides not only good quality care, but also good value for money for the nation.

Addressing these fundamentals as the priorities of reform will provide a solid base upon which we can work collaboratively to truly transform the aged care system. Consider this an opportunity to restart the reform process with our Members seated at the negotiating table, alongside all the other key stakeholders.

There is a renewed sense of purpose and a sense of urgency particularly as LASA is now united with ACSA and together as ACCPA we will have a stronger voice and a more collaborative approach to advocating on behalf of age services providers.

As I step aside from my role as the CEO of LASA, I will be playing a key role in the establishment of ACCPA, leading the Transformation Program Office.

Throughout this process, you, our Members, remain central to our activity, first as LASA and now as ACCPA. We will continue to provide a strong voice and a helping hand to you as we face the challenges of the pandemic and aged care reform.

The creation of ACCPA builds our collective arsenal enabling us to advocate on your behalf with a unified and even stronger voice. It gives us greater power to influence the development and design of crucial aged care reforms rather than the current situation where reform is something being ‘done to us’ by people who do not work in aged care.

As you may be aware, I decided in May not to seek the position of CEO of ACCPA. It was not an easy decision, but due to a range of personal and professional factors, it was the right decision.

I have been proud to lead LASA since 2016 and oversee the growth of our organisation into Australia’s leading aged care representative body.

It has been a privilege to be the captain of the outstanding team at LASA, work with a terrific Board, and to do my best in representing and supporting the passionate and professional organisations and staff that provide care and support for older Australians.

As I look to my future, I hope I can find other ways to contribute to the ageing and aged care agenda in Australia, while doing all I can to ensure that ACCPA realises its full potential. ■

9

OPINION

BUILDING A SUSTAINABLE AGE SERVICES INDUSTRY ADDRESSING VIABILITY PROBLEM IS KEY TO HIGH PERFORMANCE AND QUALITY CARE

T

his May, our team at the UTS Ageing Research Collaborative released the first edition of Australia’s Aged Care Sector, a biannual report examining the viability of aged care providers, the availability of skilled workers and the sustainability of subsidised aged care services.

Our analysis shows that the financial performance of aged care service providers has worsened across the sector compared to last year. This raises serious concerns about the financial viability of services on which senior Australians depend.

Dr Nicole Sutton Senior Lecturer UTS Ageing Research Collaborative

These types of expenditure on workers, compliance and safety are not ‘bad’ as they often translate into better quality and safety of aged care services. However, these increases are unlikely to be temporary and will potentially grow as the sector’s reform agenda rolls out. This prompts critical questions about whether providers’ revenue streams are sufficient to meet these costs and whether their business models will be viable in the future.

The answers to these questions are not straightforward.

In residential care, over 60 per cent of surveyed homes are operating at a loss, reporting an average deficit of $11.34 per resident per day (more than double the average deficit of $5.33 reported the year before). Concerningly, this poor financial performance has occurred despite the injection of funds through the Basic Daily Fee supplement since July 2021.

Clearly, providers must continue to ensure that resources are used efficiently and effectively to deliver quality care services.

Poor financial performance is not ubiquitous across the sector.

Our analysis shows that, for example, the top 25 per cent of residential homes have achieved sustained, positive returns of more than $30 per resident per day over the last five years.

In home care, the average operating result declined by 25.5 per cent year on year, to $3.82 per client per day. Although the Government has released more packages, operating margins have shrunk as revenue growth has plateaued and providers’ cost base has increased.

Further work is required to understand what distinguishes these homes, especially those characteristics that can be replicated elsewhere, such as more efficient built environments, effective use of technology, better workforce design or adept management strategies.

These results reflect the substantial financial hit that COVID-19 had across the sector late last year. Occupancy dropped nationwide to an average rate of 91.6 per cent, and providers experienced significant service delivery and staffing disruptions. With most COVID-related financial support ceasing in July 2021, their bottom line was also adversely affected.

Our results also point to areas that warrant the attention of policy makers as they adjust aged care funding models. For example, the acute decline in the financial performance of home care providers with lower-level package mixes should factor into the costing and pricing redesign of the new Support at Home program. Likewise, the comparatively worse results of residential homes that are either smaller in size, located outside major cities or servicing residents with less complex care are relevant to the ongoing refinement of the new AN-ACC funding model.

Our team also sees evidence of structural changes in the fundamental cost of providing quality care. For example, we can see that providers are facing increased wage pressures as staff salary costs grow faster than the number of employees.

Administration costs have increased across both residential and home care. Providers face ongoing outlays to provide safe care in a ‘COVID-normal’ world, including proactive infection control measures—such as PPE, testing and vaccinations— and surge agency workers.

As a guiding principle, changes to policy settings should not be designed to prop up poor performers. Instead, they should be oriented towards ensuring the viability of all subsidised aged care services that deliver high quality outcomes to senior Australians, regardless of the complexity or context of that care. ■

11

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NATIONAL UPDATE

AUSTRALIA HAS SPOKEN OUR COMMITMENT TO KEEP AGED CARE ON THE NATIONAL AGENDA

A

ustralia has spoken—Anthony Albanese is our 31st Prime Minister and the Labor Party has formed our next government.

At the time of writing, while it isn’t yet clear whether Labor will form a majority government and what the exact make-up of the parliament will be, it is absolutely clear that Australia has voted for change and a large crossbench of Greens and independents will be a significant force.

Your support has kept aged care at the top of the agenda.

Together, we’ve made it impossible for the incoming parliament to ignore this key issue, which will affect not just our parents and grandparents, but each one of us as we age. We can be proud of the influence we have had in maintaining a strong voice.

To those who showed their support in any way—by signing the petition, speaking to your friends, families and colleagues about the campaign, sharing your story, emailing your local candidates, attending our town hall, distributing our scorecard, and everything else in between—we couldn’t have done it without you.

change by nominating aged care reform as a priority for the first 100 days that ensures it features in any crossbench negotiations in the coming days and weeks.

We look forward to what the Labor government will bring to the table for aged care, and we will continue working hard to keep them accountable on these policies beyond the election.

We’ve achieved some amazing wins throughout the election campaign period, and we couldn’t have done it without you.

Let’s see this through together.

Australian Aged Care Collaboration.

The Australian Aged Care Collaboration is a group of six aged care peak bodies: Leading Age Services Australia (LASA), Aged & Community Services Australia (ACSA), Anglicare Australia, Baptist Care Australia, Catholic Health Australia, and UnitingCare Australia.

Our aged care scorecard was a valuable tool that identified some positive movements on the aged care policies of the major parties, but also made very clear that there’s a lot of room for improvement during this term of government.

Labor made nurses and care minutes in residential aged care a prominent part of its election platform, and pledged to back the aged care workers’ case for a 25 per cent pay rise in the Fair Work Commission. They also promised to fund the outcome of the case.

These are significant steps forward but we also need an immediate injection of funds to avoid further deepening of the current crisis.

It’s no coincidence that aged care has topped the list of concerns for Australian voters this election. We have a oncein-a-generation opportunity to reform Australia’s aged care system into one that consistently delivers the best possible outcomes to meet the needs of older people and the staff who look after them, and keep our aged care system running.

We’ll continue to call on the incoming Labor government and the large crossbench to deliver on the promise of political

The aged care scorecard was produced by the AACC to help Australians vote in the 2022 federal election, by providing information about the aged care commitments made by the major parties.

15

NATIONAL UPDATE

AGED CARE EMPLOYEE DAY 2022 IT’S TIME TO SAY ‘THANKS FOR CARING’ TO OUR AGED CARE WORKERS

I

t’s that time of year again as we prepare to celebrate Aged Care Employee Day on 7 August, when we will also be announcing the winners of LASA’s Excellence in Age Services Awards.

This will be the fourth time LASA has led celebration of the dedication and passion of our aged care workers with Aged Care Employee Day, this time under the name of Aged & Community Care Providers Association (ACCPA).

According to the latest ABS Aged Care Workforce Census from 2020, there are more than 277,000 workers in residential aged care and more than 150,000 involved in providing home care and community care for older Australians.

They are the back bone of the care workforce for older Australians living in care or living independently in their own home. Aged care staff and their employers have been severely tested during the COVID-19 pandemic and especially during the Omicron wave last summer, which left thousands of workers having to make that extra sacrifice day after day, to protect and provide for the older people in their care.

Aged Care Employee Day gives us a chance to say ‘thanks for caring’.

LASA CEO and Australian Aged Care Collaboration (AACC) spokesman Sean Rooney said aged care staff had gone above and beyond the call of duty this past year in particular, and it was important for staff, where possible, to take some time out for themselves, for their own wellbeing.

“Aged Care Employee Day has become an important date in our calendar and reminds us of the caring and professional

Aged Care Employee Day #ThanksforCaring

www.agedcareday.com.au

work of our aged care staff who are our care ‘superheroes’ who make the lives of older Australians better,” Mr Rooney said.

“Our staff have faced the most challenging of conditions during this pandemic and were tested to their limits during summer.

The pandemic is not over yet and we need to think of those staff who have gone above and beyond the call of duty to provide care to residents and clients.

“We want our residents and clients, their families and friends, to join us in saying ‘thank you for a job well done’ and recognise the hard work of aged care staff in caring for our loved ones.

“Be they personal carers, nurses, kitchen and laundry staff, diversion therapy staff, allied health professionals, administrators, gardeners or volunteers, they have all worked above and beyond the call of duty to keep our vulnerable older Australians cared for and safe.”

Join us on Sunday 7 August as we celebrate our aged care workers and announce the Excellence in Age Services Awards online: www.agedcareday.com.au To get involved and say ‘thanks for caring’ please send your stories, photos and videos to us at media@lasa.asn.au For some tips on how to mark the day and make a video have a look at the Aged Care Employee Day website.

Kate Hannon is Senior Media & Communications Advisor, Leading Age Services Australia.

For more information visit www.agedcareday.com.au

7 AUGUST Thanks for caring

17

NATIONAL UPDATE

THE CUSTOMER EXPERIENCE SHOULD BE OUR BUSINESS GIVING THE CUSTOMER WHAT THEY WANT IS KEY TO A GOOD REPUTATION

O

ver the past five years we have seen unprecedented legislative reform across the retirement living sector in Australia. While COVID-19 has certainly slowed down and extended the reform process, the demand for change has been driven by consumer expectations.

NSW operators have experienced extensive changes as a result of the Greiner enquiry and subsequent amendments. We saw the introduction of Rules of Conduct (Schedule 3A-Regs) where the objectives were to encourage higher standards of customer service and promote fair, honest, transparent and ethical practices.

Residents called for faster and more transparent responses to concerns or complaints, and expected minimum training and competency standards for operators and their staff. It is disappointing to think that such rules had to be legislated when all residents really wanted was what they should have been receiving all along—quality customer service.

Poor customer service can make or break any business. In retirement living, it starts with the very first customer interaction and that may be years before they actually decide to move into your community. A positive customer experience along the continuum is what will make them ‘stick’. Salesforce defines customer service as ‘the support you offer your customers— both before and after they buy and use your products or services, that helps them have an easy, enjoyable experience with your brand’.

Village managers and staff are at the core of this experience and your residents can be your best, or worst, advocates.

When you exceed their expectations, not only will they speak glowingly about living in your community but they will also be telling their friends and anyone else who will listen.

Tangible amenities such as recreational facilities, fitness and wellness classes, swimming pool, bowling green, library and café are definite advantages, but the staff who coordinate and deliver these services can enhance the customer experience so much more; it’s all about the people.

Village Managers need an array of skills and knowledge to meet the needs of today’s discerning residents. Strong communication and interpersonal skills are the foundation.

Dealing with complaints or disputes requires active listening and patience along with a calm, measured tone. If a resident is displaying anger or frustration we need to bring down the intensity by remaining calm and demonstrating that we are here to help. If they see that their concern is being heard by someone who is displaying a level head, they are more likely to respond well.

In the KPMG report Customer Experience in the Ageing Sector there was a clear message and support for the business case for customer experience: ‘Customer experience cannot be seen as something optional, or simply the domain of the marketing department or frontline staff. It is a critical business issue and needs board-level support to make the right investments and changes within the entire organisation. With 82 per cent of people turning away from a business because of a bad experience and 85 per cent wanting to warn others, it’s clear that bad customer experience can be detrimental for business’.

In the report there were some stark findings for retirement villages. It indicated that consumer interviews showed a general frustration with the lack of relevant information and Continued on page 20

19

NATIONAL UPDATE

RETIREMENT VILLAGE MANAGER OF THE YEAR

Continued from page 19

2022

poor response to enquiries by potential customers. They said large numbers of providers did not answer or return calls and websites had out-of-date content. Where a potential customer was able to speak to a member of staff, the staff member was not able to answer questions. They said the large providers and for-profit retirement villages were more able to answer questions due to call centre operations.

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The customer experience and service you offer can be a great differentiator. By giving the customer what they want, you develop a strong and positive reputation and your brand stands above the rest.

ONLINE PRESENTATION Join us as we celebrate excellence in aged care and announce the winners of the Excellence in Age Services Awards and Retirement Village Manager of the Year Award.

Good customer service and a positive customer experience spells ‘customer retention’. If the opposite exists and your resident experience is far from happy they are quick to tell others, your complaints increase and so may your vacancy rates.

Aged Care Employee Day

With social media it is not difficult for your customers and potential customers to reach tens of thousands of people in a single post. By focusing on the customer experience, you can help ensure those posts are singing your praises, and spreading your good reputation, rather than the opposite.

7 August 2022 agedcareday.com.au

Paul Murphy is LASA’s Principal Advisor for Retirement Living & Seniors Housing.

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NATIONAL UPDATE

HOME CARE: ONE PROGRAM TO RULE THEM ALL? THE NEW SUPPORT AT HOME PROGRAM EXPLAINED

J

ust when you think you understand the regulations and have learnt the acronyms and can quote the levels from one to four, everything changes, and you might feel like you need to start over.

The new Support at Home Program will commence in July 2023—in line with the Royal Commission in Aged Care Quality and Safety, recommendation 35, to implement a new aged care program, and recommendation 118 to introduce a new funding model for care at home.

A lot of the finer details are still being worked out and there is much consultation taking place within the sector, but we know the Support at Home Program will replace the following: •

Commonwealth Home Support Program (CHSP), which provides for small amounts of ongoing or short-term care related to personal care and support services.

•

Home Care Packages (HCP) Program, which provides for coordinated amounts of personal care, support services, nursing, allied health or clinical services (determined by an individual’s needs).

•

Short Term Restorative Care (STRC) Program, which provides a time limited, goal-orientated, multidisciplinary and coordinated package of services.

Aims to reverse and/or slow ‘functional decline’ and improve wellbeing.

similar to the CHSP and HCP process that you might already be familiar with, however some of the terminology will be different. The following is what we do know.

1. Clients will still require an assessment and this will be done using an integrated assessment tool that will match services to a persons aged care support need.

2. Assessed care needs will determine the complexity of care and services required.

3. Clients will still receive an Individualised Support Plan that would outline the care and services, frequency and duration.

4. Funding would be set and determined by the care and services the client has been assessed against and be referred to as a service type.

5. Clients can still use the assistance of a provider or selfmanage their Support at Home Program.

6. Clients can select their provider by using a Service List.

Services in this list will be grouped into service categories.

The hope is that, if and when we get it right, improved home supports will prevent premature admissions to residential aged care facilities—meaning older Australians can remain at home, independent and in charge of their lives, make decisions and be treated with dignity and respect.

What will the Support at Home Program look like?

While there is still consultation and details to be developed and refined, the new program will be relatively

Continued on page 22

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NATIONAL UPDATE Continued from page 21

The service categories will be similar to what might be used now. (For example, independence at home, social connections, personal care, health and specialised support, care management, technologies and home modifications, and respite care.)

Support at Home Program funding

The Support at Home Program will ensure consistent funding arrangements and a shift from block funding for CHSP and the subsidies based on HCP package levels.

This will mean one funding model for all home aged care providers. What this looks like is still being determined.

New systems and platforms are being developed. One new system is ICT Payments which allows individuals and providers to view an individual’s entitlements and book and pay for services at the point of delivery.

This system is to support senior Australians who want to selfmanage their own care, including the use of multiple services providers if they choose to do so.

Stay in the know

As a home care provider, it is important to get updates on consultations in relation to the Support at Home Program and the latest information on aged care reforms.

You can stay up-to-date by: •

subscribing to Your Aged Care Update (previously called the Information for the Aged Care Sector newsletter) at ww.health.gov.au/aged-care-newsletter-subscribe

•

signing up to the Engagement Hub at agedcareengagement.health.gov.au

•

downloading resources at health.gov.au/aged-care-reforms.

Tania Saggers-Clarke is Home Care Specialist WA/NT/SA, Leading Age Services Australia.

For more information email at careathome@health.gov.au

Tania has been with LASA for three years and has just taken up a management role with Yinhawangka Aboriginal Corporation, which will see her closer to her family and continue to pursue work that supports better quality of life for others.

2022 AMH Aged Care Companion OUT NOW! The AMH Aged Care Companion is a trusted, practical reference for nurses and health professionals who work with older people.

It contains the latest evidence-based information on the management of more than 70 conditions common in older people.

The new release includes a number of changes. Those that may be of interest: updated topics including benign prostatic hyperplasia, heart failure, immunisation, influenza, osteoarthritis, pain assessment and skin infections.

The 2022 release is available in Book and Online.

For further information or to purchase go to www.amh.net.au

2021

22

NATIONAL UPDATE

TOO MUCH OF A GOOD THING: TECHNOLOGY’S REAL COMPETITIVE ADVANTAGE “A great NOW will be a great WAS! A bad NOW will always be a bad WAS, and all you can hope for is a Great GONNA BE!”—Sid Caesar, Author Over the last five years, there has been increased take-up of technology and, in many regards, this has fostered ongoing sector changes. We now see technology applied across the sector—mobile apps, management systems, AI and data, IoT, robots—the list goes on.

It’s safe to say, technology underpins much of what we do today. With our processes increasingly automated, technology organises our operations and value chains, and it links the older Australians who we look after with their families.

The pandemic has highlighted the important role technology plays in our sector, and as such, it is a vital resource to organisational success. Equally, with ongoing reforms, the need to update technology systems, payment systems, data collection and the like, is a focal theme.

At progressive provider organisations, executives are well versed in understanding technology’s value to their business, and it is no coincidence that there is increased interest from consulting firms to help providers leverage digital tools to help them differentiate and compete. The premise here is that technology’s ubiquity gives it strategic value.

Many have upheld this premise, and it’s a mistake. What truly gives organisations a competitive advantage is not ubiquity, but instead, scarcity. In short, you only gain an advantage if you can do something that your competitors can’t replicate or do.

Being a care sector, much of the technology we use is procured.

Additionally, a simple scan of sector technology vendors leads to a reasonable conclusion that much of what is used and needed by the sector in delivering care is available and attainable.

Coupled with ongoing reforms that are prospectively requiring technology as part of sector operational and governance compliance, technology is fast becoming a commodity input of service delivery rather than a true strategic resource.

Providers that adopted technology early enjoyed a competitive advantage for a brief period. However, this only lasts until competitors adopt similar technology solutions, or outright engage the same technology vendor and suite of solutions.

Head of innovAGEING, Merlin Kong, with Natasha Chadwick, Founder and CEO of NewDirection Care, Will Burkitt, Lead Partner of Care & Living with Mercer, and Emma Small CoFounder of Risk Managed presenting an innovAGEING Insights webinar series on innovation leadership.

In many cases, much of the thinking regarding technology’s competitive advantages amounts to a misunderstanding between: •

Proprietary technologies—technologies that an organisation owns itself, eg. medication patents, and in-house processes.

•

Infrastructure technologies—technologies that create greater value when shared and standardised, eg. railways, power generation, telecommunication lines.

Many of the digital tools we acquire in our sector amount to infrastructure technology. Still, providers can move ahead of their competitors if they: •

Have good insight on the use applications of a new technology for their organisation.

•

Leverage the high initial cost of the new technology as a barrier for others.

•

Take advantage of lower standards in some aspect of sector service delivery.

Continued on page 24

23

NATIONAL UPDATE Continued from page 23

The lesson here lies in understanding that the perceived advantage of new technology is likely to be brief. It only lasts until it is widely appreciated, receives investment, and is easily adopted.

Yet, in the present sector operating climate, the biggest risk of all is overspending. Traditionally, much of this overspending was largely vendor-driven upselling.

Furthermore, if it becomes a government regulation and compliance requirement to operate in the sector, all competitive advantage is wiped out. In such a scenario, universal standards and formal best practices are established, which in turn, make proprietary technologies obsolete.

The truth is, with the rapid introduction of new technologies, the smartest organisations:

It’s no wonder then why governments have an interest in requiring technology—while infrastructure technologies may have minimal to no competitive advantage to provider organisations, they can lift care standards at a macrolevel.

When an organisation finds that its resource becomes vital to having a seat at the sector table, but with minimal strategic competitive impact, the risks it creates become more important than the advantages it brings. Take for example the following: •

Technical failures and glitches

•

Unreliable vendors and partners

•

Security breaches

•

Obsolescence

•

Outages

•

Supplier power

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•

Avoid the chorus of tech hype and the cutting edge

•

Hold off purchases until standards and best practices are established

•

Wait until prices fall

By doing so, they let their competitors expend the high acquisition and experimentation costs of being a first mover— only to overtake them with technologies that work, are quickly adopted, and cost less.

For most in our sector, this is the true strategic advantage when it comes to technology.

Merlin Kong is Head of innovAGEING and Interim Director of the Centre for Workforce Development & Innovation, Leading Age Services Australia.

For more information visit www.innovageing.org.au

Merlin was recognised by the Australasian Society of Association Executives as an Association Influencer 2020.

LASA Ambassador Spotlight people by implementing fall prevention strategies, teaching balance rehabilitation and applying principles of general strength training to help older people maintain functional independence. This can allow them to maintain independent living in their own homes for as long as possible. In the residential care sector, the focus is again on active rehabilitation and helping people maintain their current level of function so they can age gracefully and remain as mobile and healthy as possible into their golden years.

Tell us a bit about yourself Meet Michael Zoumaras, Allied Health and Wellness Manager at Altaira and a LASA Next Gen Ambassador in South Australia. Michael hopes to change people’s perceptions about working in the aged care industry.

Learn a bit more about him and his exciting new role.

I have a beautiful wife and two young daughters.

I love my sports, mainly soccer and footy. My love of sport is what initially drove me towards a career in physiotherapy. I have an extensive background in Occupational Health but have also worked across other fields including Aged Care, Community Care, and Sports and Musculoskeletal Physiotherapy.

In 2020 I was offered the opportunity to head Altaira’s expansion into allied health as the Allied Health & Wellness Operations Manager. I loved my previous job and had a promotion opportunity there, but I felt I needed to take myself out of my comfort zone and venture into a new field of physiotherapy within the aged care sector.

What is your favourite thing about working in aged care or what is your favourite memory?

My favourite part of aged care is promoting active rehabilitation and being able to see the difference that physiotherapy can make in the lives of elderly people.

In the community sector, these interventions can help

What are your proudest achievements in the age services industry so far?

My proudest achievement so far would be the creation of the Allied Health & Wellness Centre at Altaira. Our Director Jelena Giro and the executive leadership team trusted my vision and expertise throughout the process and I’m very proud of the service offering we’ve created. I’m thankful that I was provided with the opportunity to be a key driver in that.

This opportunity has helped me to develop my leadership skills and thankfully put me in touch with other LASA Next Gen Ambassadors. It has been wonderful to see the care, passion and innovation in our sector from other young industry leaders, and I feel truly privileged to be a part of the positive changes that are currently occurring in aged care.

What do you wish other people knew about aged care?

Unfortunately, there is currently a negative perception around what working in aged care entails, and I can speak from personal experience that once you are working in the sector, you realise how special it is to work in. My hope is that we can attract more people into the sector and show them that the perception does not match the reality when it comes to working in aged care. Older people are such an asset to our community and being able to provide individualised treatment with meaningful outcomes really does make a difference in their lives. It is so heartening to see and makes aged care such an enriching and rewarding career path to follow.

Michael is a LASA Next Gen Ambassador and the Allied Health and Wellness Operations Manager at Altaira.

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Are your current polices up to date and compliant?

AnchorPolicy provides step-by-step evidence-based best practice policies and processes aligned to the Aged Care Standards that will save you time spent writing, reviewing and tracking. We currently support over 35% of Aged Care Providers nationally with compliance, policy and processes, training and governance.

The AnchorPolicy Package includes: The AnchorPolicy introduction pack Choose five specially marked polices and/or process and receive a LASA Fusion limited time offer.

We style guide the policies you choose All AnchorPolicy products can be style guided to your key acronym ensuring your organisational requirements are met.

Includes polices, process, tools and templates We provide evidence-based best practice policies, processes, tools and templates that are customisable, easy to follow and assist with compliance.

Upload to your document management platform AnchorPolicy documents can be uploaded to CompliCare, CentroAssist or your preferred SharePoint.

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Anchor Academy provides expert and evidence-based education solutions to meet the needs of individuals and organisations. With a key focus on organisational governance, clinical compliance and emerging hot topics in Aged Care, AnchorAcademy provides:

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• A broad range of education delivered by Aged Care experts and aligned to ACQS and regulatory requirements • Specialist Director, Board and Executive Management Key Personelle Master Classes in collaboration with leading law firm Thompson Geer • Australian College of Nursing endorsed education • Reform agenda topics including; High Impact Risk, Clinical Governance and The AN-ACC • An insight into the up and coming changes and challenges in Aged Care • Aged Care fundamentals • Increased skills and capability • The ability to design and develop bespoke training to suit organisational requirements.

• Opportunity to gain CPD hours and points.

AnchorAcademy is designed to always give you the most current and relevant information. Over 4000 Aged Care professionals have attended the AnchorAcademy, and over 1500 Directors, Board Members and Executives have participated in the Key Personnel Masterclass. We strive to ensure your learning experience and the skills you acquire can be easily transferred into everyday practices that lead to safe and quality care and good governance.

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NATIONAL UPDATE

SKILLS TRAINING ALONE IS NOT ENOUGH FOR FUTURE AGED CARE LEADERS “We need business leaders to speak often and consistently with one voice about the perils of trying to do too much too fast on the cheap in education.”—George D. Kuh, Professor Emeritus, Indiana University With current workforce supply pressures and overriding demand for age services, there is considerable focus on producing more workers who can meet the demands of this ever-changing sector. Much of this comes in the form of post-secondary certificate programs with a focus on practical vocational skills.

Making things easier on the employer side of the equation, many training organisations now offer a plethora of badges and certificates to supposedly signal skill proficiency. In turn, these badges and certificates are collaged together to create a fit-forsector suite of credentials with an implicit belief that learners will bring coherence to these disparate learning experiences to their employer, and when caring for our elders.

The fact that IT vendors are now providing systems for individuals and employers to store and share their training credentials indicates that the training sector is hot.

Still, it should be stated that short-term skills training is vitally important to the sector, and suits the development needs of many people. This has always been the case, and will continue to be so into the future. However, should this be the acceptable path to addressing our workforce and sector needs?

The answer is no, and here are a few reasons why. Reflecting a more complicated and challenging world, our sector will need leaders and managers who can navigate ambiguity and uncertainty, increasing the need for individuals with accumulated knowledge, interpersonal and practical competence, critical thinking and empathy.

Giving preference to shortened and fragmented education and personal development to increase sector productivity is reckless, and a disservice to workers, the elders we care for, and the sector. At the end of the day, you run the risk of creating a caste system in the sector, whereby those with short-term practical skills training are relegated to low-level work.

It is perhaps also ironic that many who support the present push for short-term practical skills, and bemoan the value

of higher education, themselves completed formal tertiary studies. It would also be reasonable to assume that many encourage their own children to follow a similar educational path, yet do not apply the same encouragement to the aged care workforce.

In reality, true future leaders benefit from being in a learning environment where they can broaden their perspectives, hone their skills, devote time and effort to ponder tough questions and complex problems, and try to come up with alternative solutions. These are the building blocks to future-proofing the sector with the right kinds of leaders.

Focusing on the short-term might be the stop-gap we need at this moment. However, favouring short-term job training over multi-layered educational experiences is a bad idea for future leaders, sector viability, and our collective ability to provide the best possible care and innovative care solutions for our elders.

The truth is, there are no vocational programs to prepare you for tomorrow’s work. And there are certainly no badges and certificates to confirm you for jobs that have not yet been invented.

Merlin Kong is Head of innovAGEING and Interim Director of the Centre for Workforce Development & Innovation, Leading Age Services Australia.

For more information visit www.innovageing.org.au

Merlin was recognised by the Australasian Society of Association Executives as an Association Influencer 2020.

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NATIONAL UPDATE

MAXIMISING YOUR INCOME STREAM HOW LASA’S CLAIMS & BILLING IS HELPING AGED CARE PROVIDERS

A

ccounts Payable Supervisor Ashika Chandra has been working in the accounts department of Leading Age Services Australia for 12 years. She says she loves her job, because it’s all about helping those who help others.

“Our clients are on the frontline of the pandemic, putting their own health at risk to care for older people, and I’m very proud to be able to help them,” says Ashika.

to keep on top of things and stay up-to-date with all the changes.”

Ashika recently assisted a small provider from regional New South Wales to improve their accounting, and they were incredibly grateful.

“I talk to clients every day, and every week I hear of someone who has contracted COVID-19 and has to quarantine.

“It makes me more determined to help make their lives easier.”

LASA’s Claims & Billing service is all about taking the confusion out of finances, to help aged care organisations maximise their income stream while meeting their financial obligations to their residents.

Since legislative changes several years ago, providers now have to contend with Refundable Accommodation Deposits (RADs), Daily Accommodation Payments (DAPs), Daily Accommodation Contributions (DACs), Billing Interest Rates (BIRs), Maximum Permissible Interest Rate (MPIRs) and means testing, along with ongoing tweaks in rates and criteria.

“Many providers and finance officers are still very confused about RADs, DAPs, DACs, BIRs, MPIRs and means testing,” says Ashika.

“You can find the information on the government’s website, but it’s not all in one place, and not always written in a way that is easy to understand.

“Sometimes the department sends out multiple letters for a client advising of different amounts of means test fee, which creates confusion between providers and families.

“This can lead to incorrect charging, especially for small providers that may not have the software and technology

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Ashika (pictured with her son Isaac) is a working mum who loves her role helping aged care providers.

NATIONAL UPDATE

“The provider had been struggling financially, and when they became a client of our Claims & Billing services, we identified they had been undercharging DAPs and DACs for some time because of incorrect calculation of the BIRs. “Sometimes providers might think it’s an expensive option to outsource their accounts, but since we take care of everything, it means less stress, and maximising their revenue, which can result in big savings.”

One of Ashika’s Victorian clients had been charging incorrectly for the means test so she talked to the department to get the money refunded, reclaiming the correct amount of overcharged means test fee and means test Accommodation Supplement.

The result was a refund of more than $100,000, and Ashika says they couldn’t thank her enough.

The LASA Claims & Billing service also includes reconciliation, which Ashika says is very important.

Every month you should reconcile payment statements against expected funding. There should be a link between the subsidy you’re getting paid from the government and what you’re expecting,” she says.

There is also confusion around whether providers should stop charging when the consumer reaches the Lifetime CAP and Annual CAP, or whether they continue to charge until advised by the department, which she says is normally late.

There is also a lack of understanding about Respite Incentive which providers can get by admitting more High Care Respite clients.

“My job is really about doing the hard work for providers, advising on how to maximise their funding and taking the worry of billing away from them,” says Ashika.

“If the provider gets the maximum amount they are due, then they are able to provide the best services possible to their residents.”

LASA’s Claims & Billing is a fee-for-service offering, with generous discounts for LASA Members.

Linda Baraciolli is Communications Advisor and Fusion Editor, Leading Age Services Australia.

For more information visit www.lasa.asn.au/payroll-services

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NEW BEGINNINGS

THE CONSUMER AGENDA FOR AGED CARE REFORM CO-DESIGNING AGED CARE WITH CONSUMERS IS FUNDAMENTAL TO THE VIABILITY OF THE AGE SERVICES INDUSTRY

O

lder Australians strongly support most recommendations of the Aged Care Royal Commission and recognise that it is a multifaceted, interconnected, interdependent package of initiatives that aims to transform the sector. They also welcome the increased consultation with people with lived experience of aged care, consumer advocates and consumer representatives, which is happening to a much greater degree than ever before—far from perfect but a genuine effort that is having an impact. We are being heard.

However there is a deep seated scepticism and a pervasive degree of doubt among many consumers about what the outcomes will be. Too often in the past, we have had big reform initiatives that promised consumer-focused change, but in the end they were only cosmetic, and the system went on largely as before. Remember ‘Consumer Directed Care (CDC) Packages’?

Mostly, they were not directed by consumers, with most providers maintaining control, and no way of enforcing CDC. There has been no significant sector-wide shift to consumercentred care and greater degrees of choice for most people.

Reflecting on her experience since she became Shadow Minister for Aged Care, Clare O’Neil, in her Facebook Live election interview for COTA, expressed her personal view that there is a “need to get more creative about what ‘care at home’ looks like”. Like COTA, she thinks too many providers have rigid ways of delivering home care, whereas we should be rethinking it to be more attractive, with more diverse approaches and a much less cookie cutter, less institutionalised, approach.

Clare also referred to the late Merle Mitchell, a mentor of hers, saying that she found residential aged care “infantilising”. Clare told us, “There is no reason why seniors should have choices taken away from them and control of their lives taken away from them, and I really want to work with seniors on how we can create a good system that delivers services to everyone, but people still remain in control of their lives.”

That goes to the heart of many older people’s fundamental concern about aged care. To change this will require not just a shift of a few degrees, or an adjustment to accommodate a few consumer concerns, but rather a radical redesign of what is on offer, which would have to be done through a co-design process. Some of the key points that need to be addressed include: •

Redesigning the service offer around the expressed needs and preferences of the consumer, by designing it with them through a process that provides them with independent support and advice to balance up the odds.

•

A much more widespread and genuine offering of selfmanagement in home care that enables a spectrum of choice as to the degree and scope of self-management.

•

The residential care service model needs a radical rethink so that residents and families have a much greater say in what the accommodation looks like, and how things are organised and run, on a flexible basis that caters for diversity in all aspects of life.

•

Real-time transparency about consumer experience, staffing, quality measures, finances, services and performance on a comparable basis between providers and services, so that service users can make an informed decision. (Only a few providers are ready to do that now.)

These are the bedrocks of a transformed aged care system that will not only survive but will thrive in decades to come.

A sector that is diverse in form, innovative, genuinely home-like and non-institutionalised. This is a support and care system for older people that they will be prepared, to the full degree they have capacity, to pay much more for, because it’s what they want, not what they have to put up with.

Ian Yates is Chief Executive of COTA Australia.

For more information visit www.cota.org.au

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CHILDREN’S RAIL AND STEP The children’s rails assist them with their safety and independence. The step attaches to the rail and in many cases the child is able to get off the toilet without any assistance. The step can fold up against the bowl when other people wish to use the toilet. Throne Accessories also produce a range of smaller rails to fit infant toilets used in pre-schools and kindergartens.

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This particular Bariatric Rail model meets the needs of the larger built person. The handgrips are supported by adjustable legs that are firmly positioned to the side of the toilet by rubber-capped feet to prevent tripping. The Bariatric model comes in polished stainless steel.

NEW BEGINNINGS

LEADING THE WAY TOWARDS A DEMENTIA-FRIENDLY AUSTRALIA SUPPORT. ENCOURAGE. EMPOWER.

D

ementia Australia’s award-winning Dementia-Friendly Communities program is playing an important role in empowering and supporting individuals and communities to undertake initiatives to improve knowledge and awareness about dementia, reduce stigma and discrimination, and promote social engagement.

A dementia-friendly community can be defined as a community of any size and scale where people with dementia are understood, respected and supported.

The concept has been embraced and developed on a global scale over the last decade.

Around 70 per cent of people with a diagnosis of dementia in Australia live in the community. Communities play a critical role in encouraging inclusivity, respecting the rights of people with dementia and facilitating access to the services, supports, activities and spaces to which every Australian citizen is entitled.

Dementia Advocate John Quinn with a Brisbane City Council representative.

People living with dementia who are supported to live well in the community are more likely to stay in their homes longer Dementia Australia’s Dementia-Friendly Communities program and are less likely to enter residential aged care prematurely. supports alliances, organisations and initiatives in every state For people with dementia in residential aged care and other and territory. There are currently: forms of supported accommodation, remaining connected to their communities within and beyond their care settings is vital • Over 35,000 Dementia Friends for their physical and emotional wellbeing.

• 56 alliances In addition to the clear health benefits, keeping people • 64 Dementia-Friendly Organisations with dementia and their care partners living in a community • Nearly 150 Dementia Friends hosts and 25 on the waiting committed to dementia-friendly businesses and other services list can make a significant contribution to the local and national • Nearly 40 Community Engagement Program projects economy.

Continued on page 34

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NEW BEGINNINGS Continued from page 33

Given the demonstrable success of the program, Dementia Australia recently released a discussion paper calling on the Australian Government and the opposition political parties to commit to recurring funding to ensure the growth, development and sustainability of current and future Dementia-Friendly Communities initiatives. These discussions are in progress and we are confident of a positive outcome.

The program’s success is based on the central role that people living with dementia play in all program tiers, from the establishment of alliances and development of action plans, through to awareness raising activities and implementation of grassroots dementia–friendly change initiatives.

One of these success stories is the Brisbane South-East Dementia Alliance, founded by John Quinn and Glenys Petrie in Queensland. The Alliance has gone from hosting the first of their popular dementia forums in 2019, to today working with Brisbane City Council and major cultural institutions to inspire them to become dementia-friendly. In an exciting recent development, Brisbane City Council, Queensland Art Gallery and Gallery of Modern Art, Iona College, and University

AIM 2GEN Software meets the challenge AIM Software is acutely aware of the challenges facing aged care providers across Australia and fully supports the Industry in its push for reform and an equitable return on investment

of Queensland’s Healthy Living Centre and Art Museum have made a combined commitment to a dementia-friendly Brisbane strategy, aligning with the Brisbane 2032 Olympic and Paralympic Games.

The increasingly active dementia-friendly movement in Australia continues to be driven primarily by the rigorously developed and successfully implemented Dementia-Friendly Communities program.

The program team is committed to continue to work towards an inclusive community, because a community that is dementia-friendly is simply a community that is good for everyone.

Take the first step towards creating a dementia-friendly community by signing up as a Dementia Friend and exploring the variety of engagement opportunities for individuals, community groups and businesses.

Maree McCabe AM is CEO, Dementia Australia.

For more information visit www.dementiafriendly.org.au

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NEW BEGINNINGS

THE RISE OF THE NURSE PRACTITIONER IN AGED CARE EXPANDING THE SCOPE OF OUR WORKFORCE MEANS BETTER SERVICES FOR OLDER AUSTRALIANS

C

entral Coast aged care provider Peninsula Villages is combating post pandemic issues experienced in the sector by championing the role of a Nurse Practitioner.

The not-for-profit organisation sees the Nurse Practitioner role as a conduit to a multidisciplinary aged care team that improves health outcomes for its residential community.

Nurse Practitioners are Registered Nurses who have authority to practice independently and collaboratively in an expanded clinical role. They consult with their nursing peers, medical specialists, general practitioners and allied health professionals to provide quality, holistic care to their patients.

Leanne Northrop is Peninsula Villages’ Nurse Practitioner who has witnessed first-hand the benefits of the role within an aged care setting.

“Peninsula Villages values the Nurse Leanne Northrop is an advocate for Nurse Practitioners in aged care.

Practitioner role as it encourages collaboration and provides capacity to management while taking into account individuals’ choice and improve the health of residents through our ability to prescribe, decision-making rights.” order pathology, refer and diagnose,” explained Leanne.

The purpose of implementing the Nurse Practitioner role “Carers and clinicians can be overwhelmed with administrative in Australia was to increase the flexibility of the health tasks as well as clinical responsibilities and they need practical, workforce and thereby increase access to care for Australian timely and effective support from someone with the knowledge communities, particularly those in marginalised populations. to act efficiently, which is where the Nurse Practitioner role Within the age services industry, the Nurse Practitioner role is comes in and has significant value. proving to be an innovative way to fulfill the primary health care “We take a proactive approach to knowing each resident’s role, particularly for a sector faced with reduced funding and health challenges, provide ongoing monitoring and decreasing access to general practitioners.

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NEW BEGINNINGS

“It is rewarding to know the multidisciplinary team is strengthened by the Nurse Practitioner role. Doctors who choose to work in aged care are part of that team, but often their time is limited and they work off-site. This can create delays in delivery of appropriate care and medical oversights that we can fill,” said Leanne.

“My role as a Nurse Practitioner is adding value to the Peninsula Villages community by bolstering the team’s ability to deliver person-centred care and additionally, offering support by upskilling.”

CEO of Peninsula Villages, Colin Osborne, said the organisation already has a graduate Registered Nurse program but is looking to grow a team of Nurse Practitioners as part of its strategic plan.

“We are looking at possibilities to grow the Nurse Practitioner team to provide in-house emergency care, planned predictable primary care to independent living, low and high care, as well as innovative programs for falls prevention and selfmanagement of comorbidities,” said Colin.

“As Peninsula Villages’ Nurse Practitioner, Leanne is pivotal in our plan for the future to provide better care for our residents in an efficient and proactive manner.

“Seeing up to 50 residents a week, Leanne has been able to reduce hospital admissions, expedite medication and referral assessments and support families and residents with end-oflife plans, which has been of particular importance during the pandemic with the local health system under pressure.”

The role and the collaborative potential of Nurse Practitioners is still poorly understood by some in the medical fraternity and other health professionals. After 20 years, there are still only 2,000 Nurse Practitioners in Australia.

“Aged care is a worthy, challenging specialty. I’m proud to be an aged care Nurse Practitioner as I love being a conduit for the insightful, capable carers and clinicians who together help address residents’ unique needs,” said Leanne.

“I’m passionate about my role and am an advocate for the integration of Nurse Practitioners in aged care. There should be many more organisations like Peninsula Villages that consider this to be an integral function of residential aged care communities.”

Peninsula Villages.

For more information visit www.peninsulavillage.com.au

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NEW BEGINNINGS

ALINO LIVING EMBARKS ON INNOVATIVE NEW WORKFORCE PROGRAM A PARTNERSHIP WITH A LOCAL RTO IS MAKING A BIG DIFFERENCE

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hile the COVID-19 pandemic has highlighted the selfless work of our aged care workers, it has also brought with it huge workforce issues and highlighted the inadequacies of the system.

Newly merged aged care provider Alino Living is taking matters into its own hands by embarking on a new approach to recruitment. Partnering with a local Registered Training Organisation, Alino Living is building its own training and workforce program to attract suitable aged care workers.

Executive Care Manager of Alino Living, Melinda De Luca, said that the program developed with ET Australia is an innovative workforce solution that aims to address the attraction and retention of aged care staff.

“We see another major issue for our sector is the attraction of aged care workers from a young age. The industry is not appealing to trainees or those considering aged care as a career and this program aims to promote opportunities, while also helping them develop their skills at the same time as they work with us,” said Melinda.

“Aged care has wonderful prospects for long-term career growth and there is never going to be a shortage of jobs in our industry. But what we are finding is candidates are applying for jobs with no training or certification, so with ET Australia, we can take them on board and support them on this journey of advancing their skills.”

“As a large independent aged care provider on the NSW Central Coast, we have come to realise that the issue of recruitment in aged care is not going to be solved quickly. We have therefore partnered with a reputable local training organisation, ET Australia, to develop a program that assists with ongoing training and development of staff,” explained Melinda.

“Investing in our workforce is a major priority as Australians continue to age. A shortage of skilled workers lies at the heart of the problem, so this is our way of developing a solution that supports the upskilling and training of staff across care, allied health and nursing—both now and well into the future.”

Working with ET Australia, Alino Living has created a program that includes pre-traineeships, traineeships and a dedicated aged care readiness employment program. This program will buffer the organisation’s current recruitment process and Alino Living employee, Jess Dunstan, has worked at the Killarney Court aged offer a combination of theoretical training, work care home for two years and is currently completing her Certificate IV in Ageing placement and traineeships for entry level job Support through ET Australia.

Continued on page 40 vacancies.

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NEW BEGINNINGS Continued from page 39

The collaboration between ET Australia and Alino living ensures candidates are well supported between the two organisations and this new partnership is already proving beneficial.

investment in quality care. This is why aged care providers must ensure they have strategies to support and promote staff as well as look into innovative ways to recruit more workers.

“Our Aged Care Employment Program was specifically designed to benefit our organisation as our team works across multiple sites. ET Australia recruit suitable applicants to commence a Certificate III in Individual Support. Course content is provided on-site and work placement is offered.

From this pool, suitable applicants can be employed based on performance during work placement and their passion to continue,” said Melinda.

“We have already seen the value of this program with Alino Living driving change by committing to above trainee award wages. We understand the rise in cost-of-living expenses, and we want to ensure we are committing ourselves to hiring the best,” added Melinda.

“For the pre-traineeship program, new applicants are introduced to the role of an aged care facility carer and choose modules from the Certificate III in Individual Support. This ensures interested candidates can test their own suitability to the industry, prior to making a decision on commencing a traineeship with Alino Living.

“For our 12-month traineeships, staff work towards the Certificate III while also obtaining on-the-job skills, role exposure and competency to work independently.”

Aged care workers are not easily replaced, and the education and training of highly skilled workforce is a substantial

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“We can’t sit back and hope that the Government makes a change for the entire sector. As an independent provider we have had to look at pioneering ways to create our own change.

“This partnership is a step toward the goal of attracting and retaining staff that see the benefits of a long-term career in our industry, and they need to value the work that is required to support residents within our care.”

Alino Living currently has seven trainees and 13 students in its Employment Program, with more candidates on-boarding each month.

Greg Williams and Justin Dover are Co-CEOs, Alino Living.

For more information visit www.alinoliving.com.au

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NEW BEGINNINGS

RESHAPING RETIREMENT EXPANDED SERVICE OFFERINGS AND FLEXIBLE PRICING MODELS MEAN MORE FREEDOM

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mid an ageing population with increasing and diverse care needs, an expanding range of service offerings are emerging to meet current and future resident preferences.

No longer does the traditional one-size-fits-all approach meet retirement living and aged care expectations, and innovative providers are introducing a slew of new services and business models in response.

Queensland aged care and retirement living provider, Lutheran Services, is one example of a provider that is adapting to the changing landscape with co-located living options and their industry-leading flexible pricing model, youfirst.

Meeting lifestyle demands with co-located living options

With population growth among the 65-plus cohort, co-located retirement living and residential aged care options provide peace of mind and give savvy retirees an expanded range of accommodation options to suit their care needs and lifestyle choices.

Lutheran Services’ youfirst flexible pricing model reinvents the standard fixed-price approach and allows residents to fund their retirement to suit their specific lifestyle, priorities and budget. Senior residents at all 10 of Lutheran Services retirement living sites have the option to pay less when moving in, and defer some of the cost until it is time to re-sell or vice versa—offering retirees more flexibility and choice.

“With years of industry experience delivering people-first care and accommodation, we know that flexibility puts the power back in the hands of our clients and enables them the freedom to live their best lives,” said Maddison.

Moving into retirement living and aged care can be a daunting decision. Lutheran Services General Manager – Supported Living Aged Care, Maddison Jones, said co-located living allows seniors to plan for increased care needs, making the transition to senior living smoother.

“youfirst gives people the ability to pay less than the listed price by deferring part of the costs until vacating—meaning our residents can decide to keep some cash in the bank to fund ‘special moments’ in life such as a holiday, or alternatively, pay more up-front and with the opportunity to protect their pension.

Seven sites at Queensland’s Lutheran Services offer co-located retirement and aged care accommodation to meet different needs.

“More than 60 per cent of buyers are opting to take advantage of the flexible pricing, enjoying the certainty and flexibility to plan their retirement with their families and independent financial advisors.”

“There are no downsides to a co-located village for senior residents,” says Maddison.

“Co-located living gives the peace of mind that should you or your partner’s care needs change as you grow older, you do not have to leave your community and your home.”

“Many of our residents are forward planners and want to know that as their care needs change, assistance is there for them,” Ms Jones added.

Reinventing the standard fixed-price approach to retirement living

Shifting dynamics in pricing models in retirement living is also giving greater freedom to seniors when it comes to purchasing their new home.

Flexibility has been a big selling point at Lutheran Services’ newest retirement living community, Alondra Residences.

Alondra Residences features 52 generously sized apartments over seven levels at Nundah on Brisbane’s northside.

Alondra Sales Manager, Candace McGregor, said the majority of Alondra residents had taken up youfirst.

“My favorite comment from one resident was, ‘now I can afford to drink the good wine for the rest of my life’, while another couple hitched a caravan to their new 4WD to take on long trips around Australia,” said Candace.

Lutheran Services.

For more information visit www.lutheranservices.org.au

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NEW BEGINNINGS

BALANCING THE RISK INDUSTRY CODE FOR VISITING AGED CARE HOMES MUST BE LEGISLATED

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ockdowns aren’t good for older people. They aren’t good for their families. And they aren’t good for aged care workers or facility managers.

If older people in residential settings can maintain one visitor in a safe manner, this will also take pressure off the workforce—not replacing staff but supporting them.

We respect how hard you have worked to keep older people safe during COVID-19 and acknowledge the impact the pandemic has had on every single person connected with aged care.

State and territory governments and their local public health units must support this level of access to uphold the human rights of older people.

As we head into the winter influenza season, the Older Persons Advocacy Network (OPAN) urges service providers to embrace the Industry Code for Visiting Aged Care Homes, endorsed by, and developed in conjunction with Aged & Community Care Providers Association (ACCPA).

While most adhere to the Code, our aged care advocates are still providing daily reports of issues around flexibility and Essential Visitors.

OPAN is calling upon the incoming government to legislate the Code through a new rights-based Aged Care Act by 1 July, 2023.

The aim is to balance infection risk with the mental, physical and nutritional impact on older people who experience extended periods of social isolation, as recognised by the Aged Care Quality and Safety Commission.

The Commission’s recent statement also addresses the flowon impact on families and loved ones, ‘who experience distress resulting from their separation and inability to provide usual care and social contact’.

Thank you to all of you in the aged care sector who are enabling a balanced approach.

By developing workforce contingency plans—and thinking outside the box—providers can ensure aged care residents have access to an Essential Visitor at all times, even during COVID-19 outbreaks.

Essential Visitors include partners in care—a person who frequently visits a resident to provide companionship and routine care, such as support with meals.

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It is the role of these jurisdictions to provide clear and consistent public health guidance to reduce the impact of isolation due to repeated lockdowns.

OPAN and our member organisations across the country are working around the clock to resolve visitation issues.

Our advocates received 70 calls in April, highlighting the significant demand.

We’re not there yet, but the numbers have improved significantly as awareness of the new guidelines becomes more widespread.

With the onset of winter, OPAN’s concern, based on what older people tell us, is that these gains might be eroded as increased cases of COVID-19 and influenza inevitably impact residential aged care.

Visitation, quality of care, workforce and isolation are still the key areas of concern, with some residential aged care facilities asking residents to isolate if they leave the facility.

There have also been reports of aged care facilities continuing to limit visitation hours, making it difficult for people who work to see their loved ones.

The Code clearly states that visiting hours for Essential Visitors should be available for those who work full time and that there should be no restrictions on the length of that visit.

OPAN recognises there may be increased work for providers with Essential Visitors and implementing Partners in Care, but the benefits to older people, their families and the aged care workforce will pay dividends in the long run.

Craig Gear is CEO, Older Persons Advocacy Network.

For more information visit www.opan.org.au

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NEW BEGINNINGS

HELP STOP ELDER ABUSE PROVIDING TAILORED SUPPORT AND SAFE SPACES FOR OLDER PEOPLE IS VITAL

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hroughout the COVID-19 pandemic, we changed our behaviours, our routines, and our day-to-day lives to safeguard ourselves and protect the more vulnerable in our communities—including older people.

However, it’s not just the physical health of older people we need to be concerned about and protect.

Almost 15 per cent of older people, or one in six, have experienced elder abuse in the previous 12 months, according to the National Elder Abuse Prevalence Study, and the harsh reality is that this figure is likely to be an underestimate— especially during COVID-19, when the pandemic and physical distancing measures implemented across much of Australia left many older people socially isolated.

From May to August 2021, the National Ageing Research Institute (NARI) conducted research into the response of frontline services to elder abuse throughout the pandemic.

In metropolitan Melbourne, which endured extended lockdowns, the health, emergency, legal and care services revealed that physical abuse and neglect increased substantially during 2020.

This increase in abuse was driven not only by loss of face-toface contact with family and friends, but also the closure of community centres, libraries and community-based groups that provide opportunities for seeking help and socialising.

As a result, many older people were frequently home alone with the perpetrator of their abuse. Perpetrators of elder abuse were typically family members—most often adult children—who found themselves grappling with job loss and social isolation during the pandemic. Fearful of contracting the virus, many older people or their carers cancelled in-home services, amplifying their isolation and impacting their health and wellbeing. With aged care facilities considered high-risk environments, options for respite were also minimal.

It is this loss of socialisation opportunities, face-to-face appointments and in-home services that leads to invisibility.

Elder abuse services rely on a network of formal and informal channels to identify abusive situations—a local government carer who notices something is not right, or the local pharmacist, or friends in a community group. Without these channels, the risk of elder abuse to go undetected and unreported increases.

One of the key lessons is the need to ensure older people possess the digital infrastructure and literacy to navigate the online world to seek help.

While most of the population is now able to maintain virtual contact with family, friends, and health providers via online platforms, relatively few older people have laptops, stable internet, and the knowledge of how to use online spaces— especially those most vulnerable to elder abuse. By closing this divide and accommodating for those who are not able to access digital services, we can better protect vulnerable older people.

More broadly, our local communities need to be set up so that there are people and places for isolated or vulnerable older individuals to go to—even in lockdown conditions. Libraries, sports centres or community halls are examples of places that could be re-purposed as a safe zone for older people to find information, support and physically (but not socially) distanced company.

Finally, blanket restrictions on the provision of face-to-face services work against the interests of the most vulnerable— service providers need the ability to operate a flexible service response based on the client’s circumstances. There will always be situations where only a face-to-face appointment or in-home visit can meet the needs of an older person, particularly when there are sensory deficits, high risks of abuse, or complex casework involved.

Aged care providers, especially home care providers, are encouraged to offer digital literacy programs as part of the suite of offerings, and aged care workers need access to further training in identifying elder abuse, and what to do about it. NARI has developed three short, online training videos to provide care workers with essential knowledge to identify and respond to elder abuse.

By implementing these strategies, we will be better prepared for the next pandemic or similar crises, and better able to identify and stop elder abuse—protecting our older people both physically and emotionally.

Bianca Brijnath is Director of Social Gerontology, National Ageing Research Institute, and Peter Feldman is Research Fellow, National Ageing Research Institute.

For more information visit www.nari.net.au and www.nari.net.au/elder-abuse-and-dementia

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NEW BEGINNINGS

PALLIATIVE CARE MUST BE CORE BUSINESSS THE PATH TO IMPROVING ACCESS IN AGED CARE

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ustralians are overwhelmingly in support of appropriate access to palliative care for people living in residential aged care. This sentiment was one of the key findings from the latest National Palliative Care Community Survey released in May 2022, which explores Australia’s attitudes around palliative care, end-of-life, death and dying.

The survey found that 96 per cent of Australians believe it is important that aged care services provide palliative care to their residents, with the understanding that palliative care improves the quality of life for people nearing the end of life, and their families.

The findings make it clear that Australians see it as a priority that their older loved ones receive the respect, dignity and care they deserve at the end of their lives.

Unfortunately, as the Royal Commission into Aged Care Quality and Safety found, too few people receive evidence-based endof-life and palliative care and instead experience unnecessary pain, untreated symptoms or indignity in their final days, weeks and months.

Palliative Care Australia (PCA) has, together with the palliative care and aged care sector more broadly, advocated strongly for many years that palliative care must be considered core business in aged care.

While many aged care providers are delivering excellent palliative care services across the country, the sector has been underfunded and overstretched for many years.

With over one-third of all deaths in Australia occurring in residential aged care facilities and the demand for palliative care rising rapidly, governments must begin investing adequately in palliative care and planning for our future ageing population. If not, more and more people in our communities will suffer in their final days, from a lack of appropriate care.

So, how can aged care providers and their staff be meaningfully supported by appropriate systems, funding, and training to provide quality palliative care to all their residents who need it?

Currently, KPMG estimates that the palliative care sector has a $427.5 million funding shortfall per annum. In response, PCA has produced the Palliative Care Australia Roadmap 2022-2027 to guide decision-makers on the investments and initiatives

needed to deliver high quality palliative care for all Australians who need it.

Informed by the Roadmap are two projects that would directly improve palliative care access in aged care, by growing the number of aged care nurses trained in palliative care and increasing access to specialist palliative care services for residents living in aged care homes.

Investing in these projects would be a significant first step for the Government to boost access in aged care, which would benefit older Australians across the country.

This investment can be supported by further reforms, such as introducing a new human rights-based Aged Care Act, incorporating palliative care into the Aged Care Quality Standards, compulsory palliative care and dementia care training for aged care staff, and improved aged care data governance.

Additionally, aged care providers must also receive adequate funding under the Australian National Aged Care Classification (AN-ACC) to support the delivery of high quality palliative care services.

With Australia facing a looming palliative care crisis, the good news is that we have the solutions ready to ensure all Australians who need palliative care will receive it, starting with the frontline in aged care.

PCA is looking forward to working closely with the aged care sector and the Government to deliver on these solutions in the near future.

Camilla Rowland is CEO, Palliative Care Australia.

For more information visit www.palliativecare.org.au

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NEW BEGINNINGS

DYING TO KNOW CAFÉS HOW TO MAKE END-OF-LIFE PLANNING EASIER

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multicultural aged care home has overcome the taboo of talking about death and advance care planning through the introduction of ‘Dying to Know Cafés’.

The inspiration came from a community forum about advance care planning, held at Multicultural Aged Care Illawarra (MACI), when a resident named Dorothy said she could not hear a word they were saying.

Clinical Nurse Consultant from the Illawarra Specialist Palliative Care Service, Kathleen Wurth, says, “Because Dorothy said she had difficulty hearing the information we were sharing, MACI organised an afternoon tea to talk in smaller, informal groups about end-of-life choices, wishes and living well.

“We invited a few residents and their families, and held what would become our first ‘Dying to Know Café’ in a residential aged care home.”

“Dorothy was calm and wise in her conversation and had obviously thought about her end-of-life plans before. She told us she hoped to die at MACI with her family present and with hymns playing.

died listening to her favourite hymns snuggled up in her own bed. I am told it was magical.”

MACI General Manager, Stephanie Clingan, said the aged care home had reached out to the Illawarra Specialist Palliative Care Service as part of their participation in the ELDAC Linkages Program, with the goal of improving staff skills in discussing the taboo topic of death.

“Our staff had been expressing a lack of confidence in having advance care planning discussions with residents and families, including knowing when to start the process and how to do so,” said Stephanie.

“The Dying to Know Cafés have been a tremendous success for our residents and their families—we discovered that many of them actually wanted to have these conversations about death and advance care planning, but didn’t know how to start.

“Families who had been reluctant to have those conversations in the past were keen to participate in our afternoon tea parties, where their loved ones were able to finalise their advance care directives.”

“Dorothy also wanted the General Manager to spend time with her, as they had formed a close bond. The team spoke to Dorothy’s son, and they talked through Dorothy’s advance care planning revisions. Everyone was on the same page including the GP.”

The Dying to Know Cafés were a positive initiative which increased the number of advance care plans documented, with one resident even writing his own eulogy. Having clear instructions from the residents has improved the provision of palliative care and has created a better experience for residents, families and staff.

A few months later, when Dorothy had a change in health and was admitted to hospital, her advance care directive was clear and respected. When she returned to MACI, while she was still on the ambulance stretcher, she said, “So glad to be home.”

“Our staff no longer feel they have to send residents to hospital to receive end-of-life care. They have confidence in their skills and ability to support a good death for residents that is in line with their advance care plan,” says Stephanie.

“Generations of her family came and had time with her and were able to say goodbye. Dorothy also wanted her MACI family to be around her,” says Kathleen.

The linkage between MACI and Illawarra Specialist Community Palliative Care Service was facilitated through the ELDAC Linkages Program, as part of ELDAC, a palliative care project funded by the Australian Government Department of Health.

“We followed her wishes and residents, kitchen staff, cleaning, administration and care staff said their goodbyes and were able to comfort her.

“She was delighted that everyone came to spend time with her.

She had no fear of facing her end and was at peace. Dorothy

Melissa Norris is Marketing Officer (ELDAC), Flinders University.

For more information about the Linkages Program, visit the Service Development section of the ELDAC website: www.eldac.com.au

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NEW BEGINNINGS

IMPROVING ORAL HEALTH CARE IN AGED CARE WHY IS ORAL HYGIENE AN ISSUE FOR PEOPLE LIVING IN CARE HOMES?

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‘

ersonal and oral hygiene’ was the third highest issue for complaints in the Aged Care Quality and Safety Commission’s Performance Report for the residential care sector from April to June 2021. It ranked higher than falls prevention, post fall management and food catering.

The reasons why oral health care is an important issue for people receiving care, for their families and for registered and nonregistered staff who assist with oral hygiene, are multi-faceted.

With Australians living longer and as more people are retaining their natural teeth, many persons enter a care home with years, and sometimes decades, of dental neglect. Dental practitioners recommend regular check-ups every six months to two years; for vulnerable or frail older persons, every three months may be more appropriate. And denture wearers are advised to have their dentures checked, relined or replaced every two to five years. But many older Australians delay these check-ups.

Oral health care or dental treatment is not like other parts of the health system. For adults, oral health care is not part of Medicare (except for Veterans’ Affairs), aged care, home care or disability care. Most dentistry (85 per cent) is provided in the private sector in Australia and most of these services are supported through private health insurance. While there is a safety net for eligible older persons (those with a health care card, pensioner concession card, commonwealth health seniors’ card or state seniors’ card), public waiting lists have exploded to one to four years in some states and areas, largely due to disruptions caused by COVID-19.

In residential aged care, dental services are defined as a ‘restricted dental act’ whereby only registered dental practitioners can provide diagnostic, treatment and preventive services for patients. This demarcation sets up a situation where other registered and non-registered health practitioners (except for doctors) cannot diagnose tooth decay and periodontal diseases, cannot treat these conditions, and cannot prescribe and apply preventive products or medicaments. This places nurses and carers in a very difficult position as they can only provide general ‘mouthcare’ or ‘oral hygiene’ services—something that should be made clearer to residents and family members.

When there is this insight, it is usually up to a partner or family member to organise dental appointments and provide the transport to and from the private or public dental provider. However, this can also present Dental practitioners Leonie Short and April van den Elsen from Seniors Dental challenges, as it Care Australia are making a difference can be complicated in the lives of older people. and costly for adult children who live a long way away from their parent who is living in care, to make the necessary arrangements.

Poor oral health affects a person’s quality of life and can lead to potentially preventable hospitalisations and deaths from aspiration pneumonia and infective endocarditis. Mouths with broken teeth, rotting teeth, infected gums and ill-fitting dentures adversely affect people in terms of lower selfesteem, less effective eating and swallowing, ability to speak, and willingness to smile. These are all reasons to reform the system.

In the meantime, there are many dental practitioners who are willing and able to assist with oral health care in aged care, home care and disability care settings. They can provide oral health care training for nurses and carers; advice to recipients of care; and clinical referral pathways for dental treatment onsite, off-site or virtual.

By working together for the benefit of the person receiving care, we can improve oral health care for older Australians.

Leonie M. Short is Owner and Director, Seniors Dental Care Australia.

For more information visit www.seniorsdentalcareaustralia.com.au

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NEW BEGINNINGS

UNDERSTANDING CARE NEEDS OF LGBTI PEOPLE WITH DEMENTIA NEW RESOURCES AND SUPPORT FOR AGED CARE STAFF, FOR A TRULY INCLUSIVE AGED CARE SYSTEM

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nderstanding why a person with dementia is experiencing changes in behaviour is critical to developing effective person-centred strategies of support. For an LGBTI person with dementia, particularly in a residential aged care setting, this knowledge can be lacking.

the experience of LGBTI people living with dementia and behaviours, and psychological symptoms of dementia.

Many LGBTI elders have experienced discrimination, violence, isolation and stigma throughout their lives. These elders often do not—or feel they cannot—disclose their identities or past experiences.

Although the Aged Care Quality Standards state every person in Australia has the right to access quality, inclusive and culturally safe aged care services that meet their individual needs, many do not provide LGBTI inclusive environments— increasing the likelihood of isolation and discrimination.

While an LGBTI person with dementia experiences similar symptoms of behaviour change to people with dementia who are not LGBTI, as underlying causes are specific to each person, it is vital to respond to what is happening at the time and based on life experiences.

LGBTI people living with dementia in aged care may experience behaviours and psychological symptoms of dementia (BPSD) as a result of past trauma or experiences of discrimination. Although changes in behaviour may be related to the progression of dementia, many are a consequence of or impacted by other internal and external modifiable factors.

To better support LGBTI people with dementia in aged care and inform the wider community about this often-overlooked demographic, Dementia Support Australia (DSA) has partnered with LGBTIQ+ Health Australia (LHA).

Our teams have co-designed resources, including a booklet and help sheets, for residential aged care staff to better understand

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Resources are available to help aged care staff support LGBTI people living with dementia.

NEW BEGINNINGS

The booklet provides important historical events that may have shaped the lives of LGBTI people and provides additional context for their care. Three case studies help describe some causes of changes in behaviour and considerations specific to LGBTI people. A glossary of terms and links to other services and resources ensure the resource is a tangible reference that care workers can access when supporting an LGBTI person with dementia in their care.

DSA can also be contacted to provide specialised support to aged care providers. DSA provides a three-level nationwide support service based on the needs of the person with dementia who is impacted by behaviours and psychological symptoms of dementia: a Dementia Behaviour Management Advisory Service, Severe Behaviour Response Teams, and a Needs Based Assessment Program for the Specialist Dementia Care Program (SDCP).

When Grant, a 72-year-old gay man, began using explicit sexual language in his care home, asking other residents to remove their clothes, and approaching others in their rooms, his carers contacted DSA. When a consultant visited Grant, he said he had “nothing to live for” and would kill himself if he could.

When the consultant talked to Grant about his past, he learned that his late partner had died from AIDS and that Grant was a

member of the ‘78ers’ who protested at the first Mardi Gras in 1978, experiencing police brutality and violence. The consultant advised care staff that although Grant’s needs appeared sexual, he may also just be seeking intimacy and connection.

A link to the local LGBTIQ+ community was recommended to engage a volunteer who could be matched with Grant and visit the care home to socialise and share stories about the gay rights movement. Staff found out that Grant loved gardening and bought gardening equipment. He became close friends with another resident. As Grant’s mood improved, his explicit language ceased completely.

The Understanding changes in behaviour booklet is freely available online and hard copies have been distributed to LHA’s Silver Rainbow LGBTI Aged Care Awareness Training Project partners in each state and territory.

Complementary help sheets are also available to provide practical tips for care staff to support an LGBTI person with dementia who may be experiencing behaviour change: Supporting sexuality and intimacy for LGBTI people with dementia and Understanding the impact of trauma and stress for LGBTI people with dementia.

Marie Alford is Head of Dementia Support Australia.

For more information visit www.dementia.com.au

Maximising your organisation’s future through revitalized leadership The last couple of years have been very challenging for the Aged Care sector and the need for change is not going away.

In fact it is likely to become even greater.

At Realise Performance we strongly advocate that organisation’s must take control of their own destiny to make sure they are well positioned to maximise their future.

An important first step in realising these ambitions is to establish a highly competent, high performing leadership team encompassing both the Board and the Executive Leadership.

Realise Performance works with organisations to help Board and Executive teams through a range of renewal processes designed to strategically reposition individual organisations.

To find out more about how we can help call me on 0412 884 865 or send me an email chris@realiseperformance.com.au

Chris Westacott, Managing Director Realise Performance

www.realiseperformance.com.au 53

INSIGHTS FROM INDUSTRY

BUILDING WORKFORCE RESILIENCE IN AGED CARE WHAT EMPLOYERS CAN DO TO REDUCE THE IMPACT OF BURNOUT

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s leaders across the aged care system are aware, workforce burnout is an area of increasing concern.

Its rising incidence and devastating impacts can force some of our most caring and talented workers to leave their employers, or worse, the whole aged care sector.

Workforce burnout exacerbates existing challenges around workforce retention, and workforce pressures particularly in rural and remote areas of Australia.

How do I recognise the signs of workforce burnout?

Workforce burnout occurs due to prolonged exposure to workplace stress or where organisational demands are placed on staff without adequate resourcing or supports. This has been exacerbated by COVID-19 due to the high emotional demands and increasing workload.

The signs of workforce burnout look different for different people—including changes in physical characteristics (such as fatigue and digestive problems), cognitive functions (such as executive functions, attention, and memory), and mood or emotions (such as anxiety and panic attacks).

Promoting awareness of workforce burnout can help inform targeted action, reduce stigma, promote employee helpseeking behaviour, and support providers in accounting for its root causes.

What can be done at the organisational level to help those experiencing burnout?

Contemporary research shows that strategies such as workload reduction, teamwork, communication, and training are associated with a medium reduction in burnout, while other studies have found that positive characteristics including autonomy, reward, community and workplace fairness can assist in reducing the likelihood of burnout. In determining which strategies will work best, it is important to understand the key contributing factors in your workplace.

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Several tools exist which can help identify organisational characteristics that require change. One supported in academic research is the Copenhagen Psychosocial Questionnaire (the short version is for workplaces), and frameworks such as the Maslach work life model which assists with identifying areas for improvement at an organisational level.

What can be done to help staff build their own resilience?

Aged care managers should consider the ways in which individual interventions can be offered to staff. These may include: •

Discussing individual coping strategies and support to help staff deal with a demanding environment. This needs to be undertaken in partnership with efforts to cultivate a healthy workplace environment.

•

Ensuring access to individual strategies including mental health services, such as psychotherapy, stress management and resilience training, and mindfulness

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interventions. One example is Lifeline’s corporate training course in wellbeing and self-care.

•

Awareness campaigns to point to existing workplace supports, enabling both individuals and their managers to be aware of how to address signs of workplace burnout.

•

Consideration of contemporary digital platforms and avenues that support individual confidentiality. Beyond Blue, the Black Dog Institute and other mental health providers offer useful online forums and tools and information about workplace burnout which can be shared in the workplace.

What else should I be aware of in proactively managing burnout?

•

•

The aged care workforce is one characterised by a strong sense of caring, social purpose and passion for supporting older people. The emotional requirements to be personcentred increase the risk of workforce burnout and compassion fatigue in aged care (compared with other sectors).

Often those who implement supports for workforce burnout become a key confidante in the workplace. It’s important

to identify these people and ensure they don’t solve everyone’s problems and burn themselves out in the process—a key risk due to the nature of this supportive role. Sharing this load among several people in the workplace can assist, as well as resources and supports for managers and leaders such as Beyond Blue’s self-care tips for the support person.

•

Workforce burnout is an ongoing challenge and requires adaptability in identifying what is working well and what needs to change. Having an open-minded approach when things have not worked well is important, as well as surveys to engage staff and ensure that the strategies that are put in place are tailored to your local needs.

Please note if you, or someone you know, is experiencing workforce burnout or any other mental health concerns, please contact your medical professional. If you are in need of suicide or crisis support please call Lifeline on 13 11 14.

Nicki Doyle is the Aged Care Lead Partner at KPMG and Michelle Baulderstone is a Workforce Specialist, KPMG. For more information visit www.home.kpmg/au/en/home/industries/ageing.html

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Serving up food solutions to aged care Food Solutions is a leading Australian provider of aged care dietitians and speech pathology services. Our team optimise resident nutrition, hydration and safety as well as assisting food services to promote wellbeing and quality of life.

How we support aged care staff and their residents:

Dietitians

Speech Pathologists

Food Service

Up to 60% of aged care residents will experience malnutrition. Our dietitians will combine clinical and food service expertise to optimise nutrition and good health for these residents.

Approximately 70% of residents in aged care experience dysphagia. Our Speech Pathologists specialise in the assessment and management of swallowing difficulties and can provide support and education to carers and aged care staff.

We work with residential care to ensure menus are nutritionally balanced, promote and support dining with dignity and aid food services to meet quality standards.

Recruitment

Online Learning

Telehealth

Getting the right people for the job is a hard task. We can help you to source team members with the right credentials as well as provide training to upskill your food service team.

We are passionate about education.

Our online training program covers a range of nutrition and dysphagia topics suitable for clinical, care and food service staff.

Access quality care, close to home.

For your convenience, Food Solutions offers Speech Pathology and Dietetics direct into your facility via Telehealth.

We’d make a great pear! Get in touch today:

1300 850 246

info@foodsolutions.com.au

foodsolutions.com.au

INSIGHTS FROM INDUSTRY

POSITIONING YOUR ORGANISATION TO MAXIMISE ITS FUTURE

THE FUNDAMENTALS OF SUCCESS START WITH THE RIGHT BOARD

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t goes without saying, the last couple of years have been very challenging for the aged care sector. A pandemic, mixed with chronic underfunding, serious workforce shortages, increased compliance obligations and a broader media agenda of negativity, have all had a significant impact.

So, what does the future hold? Well, more of the same unfortunately.

While it is easy to say it is all too hard, the reality is that the demand for aged care services is still there, still growing as we age and despite political indifference, the proper care of our elderly is fundamental to Australia’s future.

From our experience in the sector (which spans some 22 years), it’s all about taking control of our own destiny and making sure that organisations are well positioned to maximise their future.

This is not just about positioning to effectively overcome the challenges and obstacles, but also to capitalise on all the opportunities.

An important first step in realising these ambitions, is to establish a highly competent, high performing leadership team encompassing the Board and the executive leadership.

High performing organisations start with competent and highly skilled Boards whose skill mix and passion are aligned to not only the business and the sector more generally, but also whose members recognise that their personal reputation is directly linked to the success or otherwise of the organisations they lead.

High performing Boards who meet the criteria outlined above are also committed to ensuring that the right organisational structure is in place, that executive teams are made up of the right people, and that there is diligent oversight of the organisation’s performance to make sure that there is a culture based on sound values.

Further, they are committed to innovation. If aged care organisations continue as they have operated in the past, they

will remain insular, ineffective and slow to adapt to change.

These organisations are destined to fail, as the world has moved on from those earlier paradigms.

The Board’s role is to ensure that a competent executive team is in place and then oversee the development and implementation of the future strategy. The Board must also ensure that they have access to sufficient data and information to allow them to make rational, informed decisions to support the executive, aligned with the strategic direction.

They must also ensure that there are appropriate measures in place to determine progress towards the achievement of this direction.

Developing a timeline for Board and executive renewal is a key strategy in ensuring organisational alignment to the future strategy. High performing Boards ensure that they have in place succession plans for Directors and executive teams and make sure that these plans are regularly modified to adapt to changing needs in skills, competencies and personal attributes, to enable the prosecution of the strategy.

Through balancing individual competencies, thinking styles and interpersonal skills, Boards can be far more effective, however it is also important to recognise diversity and inclusiveness at Board level, as this will encourage these attributes to flow throughout the organisation.

While all these factors seem obvious, from our experience the many organisations that are now faltering are in this position now because they have not acted on these fundamentals in the past.

What is needed is therefore a starting point and it is up to the Board to recognise that it needs to act and engage specialists to help them map the journey to success.

Chris Westacott is Managing Director, Realise Performance.

For more information visit www.realiseperformance.com.au

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INSIGHTS FROM INDUSTRY

THE PILLARS OF HIGH QUALITY CARE

CLINICAL GOVERNANCE IS EVERYONE’S RESPONSIBILITY

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roviding safe, high quality care is challenging at the best of times. But providing safe, high quality care in residential aged care is downright hard.

Most staff within the aged care workforce are doing their best in extremely trying circumstances, where constraints on their time and resources act as constant barriers to great care. On top of this, the complexity of the care needs of people entering residential aged care is increasing.

As individuals, we pride ourselves in providing extraordinary care to the person in front of us, but unless we can understand how to make the processes of care better, it doesn’t matter how hard we work, we’re liable to struggle.

This understanding starts with the fundamental pillars of consumer safety and quality care: 1. Clinical governance

2. Culture and collaboration 3. Leadership on the front line

Clinical governance

Governance is often associated with the Board or the owner of an organisation, as they are responsible for the strategic direction of the organisation, as well as the operational and financial performance. The frameworks, relationships and processes that guide this authority are referred to as corporate governance.

Clinical governance refers to the system and processes that hold healthcare organisations accountable in maintaining and

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continually improving the quality of the care they provide to residents. The Board or the owner is ultimately accountable for this too, however, it is actually the staff on the front line who have the most influence over it.

Everyone has a role to play in clinical governance and it is the responsibility of all involved in consumer care to support clinical governance activities. Roles can be at the individual, team, consumer or organisational level.

Having an understanding of clinical governance is the first step to creating change within yourself and your organisation.

However, your organisation’s culture will influence how effectively you can create that change.

Culture and collaboration

Clinical governance systems are only effective if the culture within the organisation is open, collaborative and focused on providing high quality care to consumers. Without a strong,

INSIGHTS FROM INDUSTRY

consumer-centred culture, workers may be resistant to change, afraid to admit mistakes and lack motivation.

of leadership in aged care, you will identify effective and ineffective methods.

Like clinical governance, culture is often seen as a responsibility of the Board or the owner. While they can set expectations around culture, it is more difficult to impact the day-to-day culture within aged care facilities in real-time.

Developing awareness of your own style and preferences is a great starting point for developing your leadership skills. As you develop your skills, you will learn to adapt your leadership style to align with the situation.

Ultimately, it is up to facility managers and nurses to create a collaborative culture for all frontline workers that is conducive to delivering safe, high quality care. Influencing cultural change is certainly no easy task and requires strong leadership.

You may now be realising that you have a powerful role to play in solidifying a culture of consumer-centred care through excellence in clinical governance.

Leadership on the front line

A common misconception about leadership is that you need to be high up in the ranks of an organisation to get opportunities to lead. In fact, leadership is present in, and is the role of, all levels of health professionals.

As a health professional, there are many activities you will undertake that will involve leadership opportunities, such as managing or supporting team members or teaching clinical skills. By taking the time to critically appraise your experiences

By having knowledge in clinical governance, culture and collaboration and leadership, you can be a driver of change within your aged care facility and contribute positively towards compliance, consumer satisfaction and risk management.

The Australasian Institute of Clinical Governance provides courses to help aged care workers develop their leadership skills and knowledge of clinical governance.

Melanie Hay is Director, Australasian Institute of Clinical Governance.

For more information visit www.aicg.edu.au

7 UST G AU

Aged Care Employee Day #ThanksforCaring

Get involved We invite you to celebrate aged care workers on annual Aged Care Employee Day, 7 August – a day when we recognise the important role they play in the lives of older Australians.

If you’re a provider, you can find useful tips on our website about how to show your team members that you value their work.

If you’re an individual, you can post photos and videos to social media with the hashtag #ThanksforCaring.

Find out more about how you can get involved, at

www.agedcareday.com.au

Thanks for caring

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INSIGHTS FROM INDUSTRY

MANAGING INJURY CLAIMS SUCCESSFULLY NEW REPORT HIGHLIGHTS THE VALUE OF EARLY INTERVENTION

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orkers’ compensation has a reputation for being one of the biggest business costs in health and community services. Due to the nature of the job, health and aged care workers are at high risk of physical injury or illness, and mental and psychological issues.

Statistics released by Safe Work Australia show that between 2019-2020, Health care and social assistance workers, contributed to 18 per cent of serious occupational claims, the highest of any single industry group.

An increase in claims ultimately leads to an increase in premiums—and that is why it is critical for organisations to have effective and efficient claims management strategies for all injured employees, both work and non-work related.

Now, a new report from Lockton, the 2022 People Insurance Outperformance Report, reveals why a consistent, coordinated, and targeted approach to injury management is critical to strong claims outcomes and lower insurance premiums.

Why early intervention is important Early intervention is crucial for positive outcomes for individuals and organisations.

Managing injuries effectively by ensuring employees receive appropriate and reasonable treatment along with establishing return to work as soon as practicable is key in supporting an employee’s recovery.

Having robust treatment and return to work plans in place will also help reduce the cost and duration of claims.

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Data from Safe Work Australia notes that in the first 30 days after an injury, having a return to work plan increases the odds of returning to work by up to 1.7 times.

In Lockton’s Report, research shows that the longer a person is absent from the workplace the less likely they are to ever return to work. Employees absent for over 70 days typically have only a 35 percent chance of ever returning to work.

Early intervention also contributes to a productive and supportive workplace overall, improves the injury outcome of the employee, and promotes health and wellbeing.

Injured employees receiving a positive and empathetic claims management experience typically return to work more quickly than those who do not.

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What is considered early?

Treatment and return to work should be commenced within the first 30 days of a claim, and the sooner the better.

According to the Report, employees contacted within three days of injury are 26 percent more likely to return from a physical injury and 45 percent more likely to return from a psychological injury.

A better approach to claims

Given its importance, what are organisations doing to improve the health and wellbeing of their workforce and reduce premium spend?

Lockton is observing organisations in the medium to large corporate space are rethinking their approach, and increasingly outsourcing their workers’ compensation claims management to specialists.

This ensures that all claimants have access to industry specialists who have a strong history in getting people back to work quickly.

The flow on from this approach is the reduction in time lost due to injuries, reducing claims costs and decreasing the premium paid by clients. Outsourcing is also typically more cost effective than an organisation employing their own people.

Looking ahead

Claims management ensures better interactions with workers’ compensation markets to get organisations the best possible result.

In the course of Lockton’s work, they have been able to reduce the average cost per claim by $5,000 and reduce the duration of claims by 10 days. This led to premium savings of $75,000.

Emerging from COVID-19, the health and wellbeing of employees will continue to be critical. Comprehensive claims management is a win-win for organisations and their employees.

Ian Maybury is National Manager, Health and Community Services, Lockton Australia.

For more information visit www.global.lockton.com

The Dementia Capable Care (DCC) training programme provides Nursing and Aged Care Staff with the tools they need to be the best care partners for those living with different stages of Dementia.

DCC utilises the Claudia Allen Cognitive Disabilities Model, to guide your support for persons at all cognitivedisability levels and dementia stages.

It also includes Kitwood’s model of person-centred care and CPI’s verbal de-escalation techniques to help drive measurable, positive outcomes.

Dementia Capable Care ‘train-thetrainer’ approach makes ongoing knowledge acquisition more sustainable within the organisation.

DCC also has the additional benefit of having an “instructor” within the organisation to guide and support staff; to transfer their learning and implement an ‘enriched model’ of support to the benefit of carers and the cared for.

1300 244 674

(Australia)

information@crisisprevention.com

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Dementia Capable Care Training • Evidence-based • Person-centred • Train-the-trainer approach • 3.5 hours of pre-learning • Live Virtual Classroom conducted by professional Instructors • No need for travel

Click Here to Learn More About CPI Aged Care Training Programs

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LGBTI and dementia – inclusive care Understanding why a person with dementia is experiencing changes in behaviour is essential to delivering personalised care.

Many older LGBTI people have experienced discrimination, isolation and stigma. Their past history may influence the way they respond to what is currently happening.

A free booklet LGBTI and Dementia: Understanding changes in behaviour, builds knowledge of these life events and how they may impact their behaviour.

Developed in partnership with Dementia Support Australia and LGBTIQ+ Health Australia, the booklet informs provision of an inclusive approach to relationship-based care.

Click here to download the free booklet.

Dementia Support Australia is here to help 24/7 Call us on 1800 699 799 or visit dementia.com.au

INSIGHTS FROM INDUSTRY

THE THREE FACES OF WORKPLACE FATIGUE HOW EMPLOYERS CAN MAKE A DIFFERENCE

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atigue is more than feeling tired and drowsy. According to Safe Work Australia, it’s an acute or ongoing state of mental or physical exhaustion. There are three types of workplace fatigue, which are important to look out for, particularly given the amount of stress aged care workers have faced over the past two years. With appropriate intervention and focused action, employers can help manage workplace fatigue and minimise its impact.

Worker fatigue

Worker fatigue can reduce a care worker’s ability to perform their work safely and effectively. Signs of worker fatigue include tiredness even after sleep, reduced hand-eye co-ordination, slow reflexes, short-term memory problems, increased accidents and injuries, problems concentrating, blurred or impaired vision, and needing extended sleep during days off.

Aged care workers are among the top occupations at risk of worker fatigue due to factors such as tight roster patterns, long shifts or insufficient recovery time between shifts, harsh environmental conditions (such as high risk of COVID-19 transmission), and prolonged or intense mental or physical activity.

It is important for aged care leaders to identify factors in their service that may be causing worker fatigue, by consulting with managers and workers about the impact of workloads and rosters and reviewing workplace incident and human resource data.

Compassion fatigue

signs overlap with those of worker fatigue and can include intense fluctuations in mood or behaviour, loss of hope, low self-worth, and impaired judgement or cognitive ability.

Aged care leaders can help protect their staff from compassion fatigue by reviewing their work, health and safety (WHS) protocols, recognising the warning signs and ensuring that staff resilience boosters are prioritised with regular breaks, sleep, nutrition and exercise. It is also crucial that staff are given access to a range of supports, such as an employee assistance program (EAP).

Change fatigue

Compassion fatigue is a form of depletion that erodes a person’s emotional capacity to care about others. This can manifest in workers simply ‘going through the motions’, which is a real problem in caring professions where compassion is integral to the job.

It is not uncommon for significant change events to occur occasionally in the workplace, such as major workforce changes, organisational restructuring, and overhauling of policies, processes or systems. Change fatigue can occur when the need for change arises at an accelerated rate, with little to no prior planning.

Compassion fatigue is a symptom of work-related stress or burnout, particularly prominent during times of crisis. Recent events in Australia such as floods, bushfires and the pandemic have exacerbated burnout in aged care, increasing industry and community awareness of compassion fatigue. The warning

External influences like COVID-19 provide a prime example.

The pandemic has had a dramatic impact on aged care workplace settings. Employers and employees alike have endured chronic ‘pivoting’, rapidly adjusting to changes over and over again, most notably to keep up with shifting rules Continued on page 64

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WE ARE MOVING!

Continued from page 63

around infection control. Under such circumstances, a person’s resilience to change wears thin. Personnel experiencing change fatigue may exhibit signs of grief, such as shock, denial, anger, resignation or depression, in addition to the typical signs of mental stress or fatigue mentioned previously.

Please be on the look-out for our new ACCPA social media accounts from 1 July 2022.

It is important for aged care employers to mitigate change fatigue, where possible, by following an effective change management strategy, with particular emphasis on clear, empathetic, two-way communication and consultation with staff. Again, the provision of external support resources such as an EAP is imperative.

We’d love to see you there.

Follow us on Facebook, Twitter and LinkedIn to find out more.

Under work health and safety laws, aged care providers are obliged to protect their staff from workplace fatigue. While workforce shortages and work demands are difficult challenges to overcome, aged care providers can still foster a mentally healthy workplace by promoting supportive workplace relationships, where roles are clear and change is well managed. Service providers who are spread thin or need help can seek support from a professional human resources advisor.

Anna Pannuzzo is Director, WorkPlacePLUS.

For more information visit www.workplaceplus.com.au

For over 50 years, Oscar Furniture has been a leading manufacturer of quality Aged & Healthcare Furniture.

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Pall Point-of-Use Water Filters: Quick Help against Legionella, Pseudomonas and Other Waterborne Pathogenes in Nursing Homes

Get connected with Pall: Contact us for more information on Point-of-Use Water Filters for immediate control of waterborne microorganisms at the point-of-use.

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INSIGHTS FROM INDUSTRY

WHAT DOES SAFETY AND SECURITY LOOK LIKE AT YOUR RETIREMENT VILLAGE? SEVEN TIPS FOR IMPROVEMENT

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hen asked the key reasons for moving into a retirement village, survey results for older Australians consistently identify an improved level of ‘safety and security’. That means the 24/7 Emergency Call System or Personal Emergency Response System installed within a community is of utmost importance.

Fulfilling a promise to provide ‘Safety & Security’ weighs heavily on the minds of operational managers who seek to ensure quality systems that can be relied upon by residents to work when it counts.

A good rule of thumb is to install or upgrade a new device fleet every three to five years. When you find yourself needing to assess your system, either due to a natural end of life or as a result of the impending 3G network shutdown, then there are some key features you should consider.

1. Easy to install

Installing a medical alarm can be difficult, especially if the system is hard-wired, and will require an electrician. Drawn out or complicated installations are unsettling for residents who don’t need the unnecessary intrusion in their homes. Features to look out for are ‘Plug and Play’ or ‘Ready to Use’, which should mean that the device comes pre-configured and may be installed by the village maintenance team.

2. Backup battery

Backup batteries provide the reliability of a system if a power outage occurs, and given some of the natural disasters of the last 18 months, it’s an important feature to consider. A medical alarm should have a backup battery, which works for at least 40 hours, and this is an AS4607 standard. It’s also important to consider that the device notifies care staff (SMS or email) whenever an offline event occurs.

3. Remote fleet management

A reliable medical alarm system nowadays should have the ability to be remotely managed. That means viewing device health, connectivity, and troubleshooting issues within the fleet all from one dashboard or app screen. To provide this level of information, these systems will need to be cloud-based and operate over data to transmit real-time or on-demand information.

4. Fast response times

When evaluating a new system, it’s worth considering the response times promised by the supplier. AS4607 Personal Emergency Response standards require a response time of 95 percent of calls answered in 120 seconds or less for Personal Emergency Response systems; however, some suppliers offer faster response times of 60 seconds or less. In the event of a real emergency, every second counts.

5. Dashboard and app integration

Purpose-built dashboards and apps can make working with a fleet of medical alarms much easier to manage over the long term. These dashboards provide an improved level of reporting which can save time and help you provide better support to residents with higher needs.

6. Cellular based

Cellular connection is a reliable feature of a medical alarm.

In a power outage, landlines can be disconnected, meaning medical alarms that are not SIM-enabled will no longer work.

A 4G VoLTE device provides a cellular connection, where systems will operate even if an outage occurs. It has an improved connectivity and voice quality than a 4G LTE line, Continued on page 68

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which can shut down in areas where 2G and 3G are unavailable. A 4G VoLTE medical alarm is widely considered a safer connection than a regular 4G system.

7. Low returns rate

Wherever possible, it’s essential to understand from your supplier their returns rate to anticipate how many additional devices might be needed to be kept as spares on site.

When the next prospective new resident enquires in the sales office about how you provide ‘safety and security’ to the community, consider reaching out to a company like eevi. With a promise of the safest, fastest and best level of care in a medical alarm system, with eevi in your community, you’ll feel even more confident that the new lifestyle you on-sell will be an excellent choice.

David Waldie is Managing Director, eevi.

For more information visit www.eevi.life

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HOW TO PREPARE FOR A CYBER ATTACK EIGHT STEPS TOWARDS BETTER PROTECTION

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n increase in cyber attacks within the aged care and healthcare sectors has led many to see an attack as no longer an ‘if’ but a ‘when’. The Australian Cyber Security Centre (ACSC) released an advisory notice in 2020, warning aged care providers of ransomware campaigns targeting the sector. Since then, a string of attacks has highlighted the urgent need for providers to proactively manage cyber risks.

THE ESSENTIAL EIGHT MATURITY MODEL 1. Application control 2. Patch applications 3. Configure Microsoft Office macro settings 4. User application hardening 5. Restrict administrative privileges 6. Patch operating systems 7. Multi-factor authentication 8. Regular backups

But without an in-house security expert, preparing for a cyber attack can be a daunting task—so where should providers start?

The Essential Eight

The Essential Eight Maturity Model is recommended by many cybersecurity experts as a baseline framework for organisations to protect themselves against cyber attacks.

Developed by the ACSC in collaboration with the Australian Signals Directorate, the Essential Eight comprises the top eight cyber strategies.

When implemented effectively, the model helps providers protect themselves against the most common cyber threats.

Implementation of the model is scored on a scale from Level One, which addresses simple cyber risks, to Level Three, which aids in protecting against complex and sophisticated threat actors.

The Essential Eight are: 1. Application control to ensure only approved programs and applications can execute on servers, workstations and devices.

2. Patch applications to address vulnerabilities that can threaten the security of the IT environment.

3. Configure Microsoft Office macro settings to ensure that documents embedded with malicious code cannot impact the IT environment.

4. User application hardening by disabling old and vulnerable technologies in web browsers and applications.

5. Restrict administrative privileges to ensure that privileged accounts are only supplied when needed, and access is restricted on a ‘need to know’ basis.

6. Patch operating systems to address vulnerabilities in old or unsupported versions that can threaten the security of the IT environment.

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7. Multi-factor authentication is enabled to securely connect all users remotely accessing the network or accessing important data.

8. Regular backups of important systems are collected and stored offline, to ensure the protection of important data and systems.

How can the Essential Eight build cyber resilience?

For the most part attackers are lazy and will choose victims who expose themselves with obvious, exploitable system weaknesses. Notable examples include attacks against several major aged care providers, who fell victim to various styles of attack which may have been prevented through the use of multi-factor authentication.

The overwhelming majority of cyber attacks can be prevented through basic cybersecurity practices and good IT hygiene.

The Essential Eight supports this by providing strategies for organisations to reduce their exposure and make it harder for attackers to gain a foothold.

Keeping pace with threats

The Essential Eight offers a valuable reference for providers to start addressing their cybersecurity risk today.

However, the evolving nature of the cyber threat landscape means that the Essential Eight strategies are also constantly evolving.

For this reason, frameworks such the ISO 27001 standard or NIST cybersecurity framework are often better suited for tracking the performance of a cybersecurity program longterm.

Ideally, providers also need to consider a wide scope of security controls, introducing awareness and training, governance and policy, and business continuity planning across the organisation.

Selina Gerner is Partner and Jesse Pearce Manager, McGrathNicol.

For more information visit www.mcgrathnicol.com

Medication Management made simple, safe and complete MPS Connect has launched its new Electronic Medication Management (EMM) software, MediSphere to Aged Care. Placing aged care residents at the centre is what MPS Connect do. Unlike anything currently on the Market. MediSphere’s features include: ■ eNRMC enabled ■ Complete Paperless Medication Management ■ User interface that nurses want to use ■ Antimicrobial stewardship and psychotropic management ■ Workflows that support best practice and alerts to support better care

“What makes MediSphere so unique is that it was built by nurses for nurses. We took our time to consult with the end user to make sure we meet their daily needs. This is why the product is getting great reviews by the facility staff”.

■ Includes intelligent integrations to PainChek, Clinical Suites, RMMR and QUMS ■ State of the art Reporting Suite allowing for preventative care To find out more about MediSphere download the

Luke Fitzgerald General Manager, MPS Connect

brochure (https://tinyurl.com/mspbnant) or visit the MPS Connect website and request a demonstration.

www.mpsconnect.com.au 71

INSIGHTS FROM INDUSTRY

IT’S TIME TO DRIVE DIGITALISATION IN HOME CARE

HOW TO SELECT A SOFTWARE PROVIDER TO DRIVE YOUR BUSINESS INNOVATION

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here is no doubt that the pandemic has brought many changes to our lives across all generations. For older generations, the ‘new normal’ means increasing interactions with technology in their everyday life.

The Smart Homes for Senior project, run by a specialist notfor-profit care provider McLean Care and supported by the Australian government’s Department of Health, showed some positive results particularly as it enabled many of the users to maintain contact with family members as the country went into lockdown.

With the number of elderly Australians receiving home care almost overtaking the number of people living in residential aged care, going digital is no longer a nice-to-have for home care, but a musthave.

For home care providers that want to remain appealing in a competitive marketplace, now is the time to digitise processes and leverage the right tools to generate better care for home care service users.

Like any change, challenges can sometimes follow but by choosing the right home care software provider, they can be easily overcome. The three attributes you should look for when selecting a software provider for your home care business are:

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Technology is part of our new normal.

•

customer support

•

real-time data, and

•

continuous improvement.

A dedicated customer support team

Going digital means doing away with outdated processes and systems and embracing efficiencies, both in terms of staff time and expenditures. Going digital is not about replacing carers but about automating processes and giving people more time so that they can focus on delivering high quality care services.

Here are four key points your software provider should be offering as standard:

INSIGHTS FROM INDUSTRY

•

Onboarding of any new software or applications with minimal disruption.

•

Taking into consideration the home care agency’s technical abilities and tailoring their services and language to you (and not the other way around).

•

Having a dedicated customer support team that can provide clear straightforward explanations and support to non-tech carers and agencies. This is essential to help them understand how to onboard the software easily and feel comfortable in using it.

•

Delivering intuitive, user-friendly technology. Rather than using multiple solutions that must interface and sync with each other, it’s important to find an intuitive all-in-one solution (and provider) that can help digitise most or all your processes.

Access to real-time customer data

Privacy, data accuracy and consistency has never been more important.

With home care technology rolled out across multiple devices, data syncing is required to ensure records are kept up-to-date, security isn’t compromised, and the quality and value of data is maintained.

Choose a software product that delivers accurate and consistent data in real-time and ensures your data is stored and accessed securely.

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For example, a client of ours came to us as they wanted to move away from time consuming, inefficient and ‘open to errors’ processes of having to manually update client care plans and records.

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With our support they were able to update client records in real-time which made them more efficient and more transparent.

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Carers and managers know they are accessing the latest client’s information and they can easily add notes to any task or visit that they carry out, so people are always informed.

A provider that continually innovates

As Australia’s population continues to age, many more people with complex needs will need care.

It is imperative to choose a software provider that is committed to continual testing of their product and new product development so that it can future proof your business.

This is the time to go digital as it will allow your home care business to scale without increasing your costs disproportionately.

Dec Norton is Chief Technology Officer, CareLineLive.

To find out more please visit www.carelinelive.com.au

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INSIGHTS FROM INDUSTRY

DEMYSTIFYING PORTABLE AIR PURIFIERS A GUIDE FOR YOUR NEXT PURCHASE

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ir purifiers (air scrubbers or portable HEPA filters) have attracted significant attention with hospitals, aged care facilities, office-based practices such as GPs and schools purchasing units to reduce transmission of harmful pathogens such as COVID-19.

But do they work? Will they protect our patients and healthcare workers from airborne viruses, and what are the considerations when choosing an air purifier?

An observational study from a large tertiary hospital in Melbourne provides some insights. The study traced the airflow, transmission and clearance of aerosolised particles within the clinical spaces to examine the impact of portable air purifiers. Employing glycerin-based aerosol smoke as a surrogate for respiratory aerosols, researchers measured the movement from a single patient room within one ward.

Their baseline measurement demonstrated the rapid travel of aerosols from the patient room into both the corridor and nurse’s station, however, the addition of two portable HEPA air purifiers to a single patient room, with the door closed, resulted in 99 per cent of aerosols being cleared within 5.5 minutes, equivalent to a 67 per cent reduction compared with no air cleaners.

Initial considerations

Features and functions to consider when choosing an appropriate air filter can be confusing, as procurement and infection prevention teams come to terms with the language and norms associated with air purification systems. Ultimately, the filtering efficiency will depend on the air purifier’s power and filtering capacity, and the space volume in the room.

However, many other aspects warrant consideration.

Filters

Ensure the unit contains genuine HEPA filters and not HEPAlike filters. HEPA stands for High Efficiency Particulate Air. HEPA H13 to H14 are considered medical-grade quality, filtering a minimum of 99.97 per cent of particles down to 0.3 microns in diameter.

The addition of pre-filters protect and prolong the life of the HEPA filters, and carbon or charcoal filters reduce unwanted

Air purifiers can make a big difference to air quality. odours and Volatile Organic Compounds (VOCs). Filters must be changed according to facility infection prevention policies, but an air purifier unit with a Change of Filter notification system will aid timely removal and replacement.

Clean Air Delivery Rate (CADR)

Expressed in cubic metres per hour (m3/hr), CADR is an industry standard measure of the air volume that the air purifier can clean. The higher the number, the more effective the filtration. An air purifier with high and variable flow rate options will ensure adequate air changes per hour.

Particle sensor

Built-in particle or air quality sensors analyse air quality within the room. The amount of PM2.5 in the air is a key indicator of air quality. PM stands for particulate matter, and 2.5 refers to size (2.5 micrometres). A PM2.5 value of less than 100 is very good, and over 200 is not good. As the unit cleans the air, the level of improvement can be observed using a numerical or colour-coded monitor function. Units with an auto-mode will adjust the speed of the motor automatically according to air quality.

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INSIGHTS FROM INDUSTRY Continued from page 75

Airflow

Multiple and larger intake vents provide efficient air entry to the filtering system. Ensure inlets and outlet vents are unobstructed when placing the unit within a room.

Comfort features

Noise levels, measured in decibels (dB), is a significant consideration in an occupied room. Look for a product that provides both minimum and maximum noise levels, reflective of low or high fan settings. A night mode function cuts the lights and the noise.

Ease of use, easy to clean

powder-coating provides antimicrobial surface protection

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Cost, of course, is a consideration with any purchase. When reviewing overall expenditure, include not only the critical functions mentioned above, but also the price of replacement filters, additional cost saving measures such as pre-filters and auto-mode, and the expected life span of the unit.

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NOVITATEC 491910

Additional questions to ask

Before making an investment in portable air purifiers, there are some other questions you might ask, about the availability of replacement filters, level of after-sales support, service packages and warranty. Also, does the manufacturer have experience and knowledge of the policy and procedural guidelines unique to infection prevention and healthcare organisations?

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Are the pre-filters easy to remove and clean? Are the HEPA filters easy to replace? Look for a unit that can be easily moved around the room and placed in the most appropriate position. Outer surfaces should be easy to clean, and the device should come with cleaning instructions, including compatible disinfectants.

ARTG NO. 269378

Kate Smith RNRM is Head of Clinical Solutions, Training and Support – GAMA Healthcare.

For more information visit www.gamahealthcare.com.au

INSIGHTS FROM INDUSTRY

CONTINENCE CARE MATTERS

QUALITY OF LIFE SHOULD BE A PRIORITY

I

ncontinence is highly prevalent in aged care and is often the main reason a person will enter a residential aged care home as family members and carers find it hard to cope with managing this intimate and challenging issue.

According to Deloitte, most (70.9 per cent) of residents in aged care homes experience incontinence.

Having incontinence increases the risk of adverse events such as falls, infection, polypharmacy, and Incontinence Associated Dermatitis (IAD), and best-practice continence care is needed to minimise the potential for these critical issues to occur.

The management of incontinence is also a major source of consumer and family dissatisfaction, with continence management included in the top five complaint categories received by the Aged Care Complaints Commission. Common complaints include concerns about residents being left in wet pads, not being changed often enough and not being taken to toilet.

While not a threat to life itself, incontinence is a major threat to quality of life. It often restricts an individual’s ability and desire to join in social activities due to feelings of shame and a fear of leakage, odour or embarrassment. These issues can lead to a general decline in physical, mental and emotional wellbeing.

Being continent gives you freedom of body and freedom of mind. For some, to be incontinent is the opposite and is feared as a ‘state worse than death’. These issues are heightened for those living with dementia who find it hard to express their needs or fears, and find it challenging when they can no longer make decisions for themselves.

Managing incontinence takes up a large amount of direct care time, with direct care activities taking up more than 40 per cent of a carer’s shift. Changing continence pads can take between three minutes to 14 minutes of care time, and this time increases if lifting equipment is needed and other high care needs exist.

Toileting consumers can take from five minutes to over 30 minutes of care time, depending on a person’s cognition, mobility and ability to assist and cooperate. If urine or faecal leakage occurs, care time is needed to change bed linen, clothing

and clean furniture and flooring. If consumers have IADs (Incontinence Associated Dermatitis) care time is needed for skin care and wound management With consumers requiring pad changing or toileting assistance three to six times per day on average, and the potential for other associated tasks, it is clear to see how continence management consumes a significant amount of care time. Staff with the right skills and knowledge can minimise the impact of incontinence and improve outcomes.

Good continence management should start from the outset.

When a consumer enters a residential aged care home, they need to undergo an accurate continence assessment as part of their care plan. High quality products should be used, products need to be sized and fitted correctly, and continencespecific Key Performance Indicators will help providers ensure they are focused on continuous improvement. Some staff may need upskilling, and this should be part of a provider’s overall plan for better care.

Experience shows that when continence is managed well, there are many positive impacts including improved quality of life for residents, reduced demand on care time and lower costs for facilities.

Karen Fuller, TENA Services Marketing Manager.

For more information visit TENAprofessional.com.au

Family Satisfaction

Staff Satisfaction

Person-centred Care Restorative Care

Quality of Life

Skin Care

Absorbency Odour

Ointment & Creams

Staff Time

Change Rate

Skin Care Outcomes Product Mix

ASSESSMENT

Education

Laundry

Accreditation Results

Sizing & Fit Quality of Sleep

Glove Usage

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Good continence management starts has many components, but begins with accurate assessment.

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MEMBER STORIES

VMCH’S AWARD-WINNING DEMENTIA CARE UNIT PARTNERSHIP WITH INTERIOR DESIGN SPECIALIST REAPS REWARDS

S

upporting people to do what they can for themselves is a key driver of VMCH’s services for people living with dementia.

For those living with severe symptoms who are unable to live in mainstream residential aged care, this can be more of a challenge.

With this in mind, VMCH was thrilled to partner with leading interior designer and dementia design specialist, de Fiddes Design, for the refurbishment of its specialist dementia care unit, Lady Lourdes House.

Located within VMCH’s St Bernadette’s Aged Care Residence in Melbourne’s Sunshine North, Lady Lourdes supports people with severe symptoms of dementia by helping to reduce and stabilise dementia behaviours, promote greater independence and improve their quality of life.

The kitchen encourages independence.

De Fiddes not only specialises in creating practical spaces to support this specialist dementia care, but beautiful ones too.

For its work at Lady Lourdes House, the company took out the ‘Best Dementia Care Design Project’ in the category ‘Leading Experts in Aged Care Interior Design – Australia’ at the 2022 Build Home and Garden Awards in March.

De Fiddes Managing Director Debbie de Fiddes said winning the design award was an “honour”, and though the project wasn’t without its challenges, it was successful because VMCH shared their passion to make a positive difference in people’s lives.

Living spaces create a sense of peace and calm.

Continued on page 80

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MEMBER STORIES Continued from page 79

“We worked closely with the team at VMCH who all had different areas of expertise but were all working towards the same goal— improving the conditions for residents who live within aged care.

Together, we produced an amazing environment that not only works for residents but also for staff.”

Debbie and her team based design features on the 10 Dementia Enabling Environment Principles, including using colours that are restful and don’t cause too much over stimulation, automatic doors to encourage residents to venture outdoors, a visible hills hoist to embody a familiar way of life, and an open and accessible domestic kitchen for residents to use freely.

These design elements match VMCH’s Monstessori approach to dementia care, which encourages people to be as independent as possible; to have a meaningful place in their aged care community; and to make choices and useful contributions in their home.

VMCH Chief Property Officer Jason Uzice said he was proud of the way the Lady Lourdes refurbishment had taken shape.

“We’re already seeing huge benefits for residents. Large private rooms with ensuites, access to beautiful, shared spaces and abundant natural light have inspired a sense of safety, security, independence and calm,” Jason said.

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“Staff are also thrilled with the environment. Simple design elements that encourage independence, such as open, clear and subtle site lines created by cabinetry and open sections on walls, allow staff to discreetly keep an eye on residents while maintaining their privacy, and helps decrease behaviours which may need intervention. This makes delivering such specialist dementia care so much easier and enjoyable for our dedicated staff.”

Jason said partnering with dementia design specialists such as de Fiddes was important to VMCH when creating care environments.

“It acts as a point of difference for us an organisation, setting us apart from other providers for people choosing care. But most importantly, it ensures people living with dementia and their families can be comfortable and confident in the care we provide.

They can trust that the built environment is the absolute best it can be to help support them to live their best lives, matching the compassion and professionalism shown by our staff.”

This is the third project de Fiddes has completed with VMCH, and Jason said the organisation looked forward to more collaborations in the future.

Cassie Zlonzak is Communications Advisor, VMCH. For more information visit vmch.com.au

Managing finances can be a huge burden, especially for small to medium organisations in the age services industry.

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We’ve been providing claims & billing services for aged care organisations for over 20 years. Our expert team offers professional, cost-effective and accurate support, when and how you need it.

We regularly achieve increased revenue for our clients, by helping them claim correct funding entitlements, payments and supplements—and we can help you too.

Spend less time on administration, reduce your overheads and make your business the best it can be.

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MEMBER STORIES

THE POWER OF COMMUNITY HOW ONE AGED CARE GROUP IS HELPING SMALL PROVIDERS FACE ANY CHALLENGE WITH CONFIDENCE

I

t’s no secret that Australia’s residential aged care sector has been facing a tough battle for years.

Many of the industry’s issues are due to a lack of funding, overworked staff, limited resources and lack of technological initiatives. But, as one of the most regulated industries in our country, aged care has even bigger challenges ahead—primarily driven by the Aged Care Royal Commission.

Of the 148 recommendations handed down, at least 50 need to be implemented by aged care providers. That’s a staggering number, even before considering the tight timeframes associated with these recommendations.

One thing is for sure—the industry is now on the brink of unprecedented and substantial change.

Although the impact will be far-reaching and significant for aged care providers of all sizes, it’s the small stand-alone organisations that often lack the resources of their larger counterparts, who are now facing the biggest challenges.

The Respect Group has seen many smaller providers with capable CEOs doing well in regional areas. However, it can become excessively stressful for these individuals who now need to be across more information and implement numerous changes quickly without adequate support.

When good CEOs burn out or resign, a suitable replacement proves challenging to find in regional areas.

The Australian National Aged Care Classification funding estimates have given some providers temporary hope. But, as smaller providers struggle to find the internal expertise and resources to manage the changes, there’s an increasing surge toward the idea of amalgamation.

So, is merging the best solution for all smaller providers?

The reality is, financial stress is no longer the only reason providers are joining larger organisations. Constant change, heavy-handedness from the Aged Care Quality and Safety Commission, and increased risk for management and board members are simply becoming too much for a limited amount of human resources—particularly in regional areas.

When smaller providers join a larger group, they immediately benefit from a team of specifically trained managers who share the load.

This frees up facility managers to concentrate on the task they do best—caring for older Australians.

What’s more, without the usual regional constraints, a larger group offers the benefit of recruiting a skilled board and senior management team from a larger geographic footprint (provided the organisation is outward-looking).

Jason Binder CEO and Managing Director of Respect with resident Collin Corbett from Eliza Purton.

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The result is not only more effective top-level managerial systems, but

MEMBER STORIES

also more opportunity to implement strategic initiatives across every facility in the group, regardless of size or local resources.

When a dedicated quality department manages the timeintensive administration and regulatory tasks, and proven systems are introduced to improve efficiency, it increases job satisfaction for all staff members and reduces management and staff turnover.

Best of all, it leads to a better quality of care for the residents.

And, of course, giving the very best care to our senior Australians is what matters most.

Without a doubt, merging with a larger group will alleviate the increasing workload of the Royal Commission implementations and will help stand-alone sites prepare in advance to implement changes.

However, any new partnership must be well considered.

Here at Respect, we began as a small provider ourselves. So, we recognise many stand-alone providers are well established in their communities and have rich histories that span generations. Over the years, they’ve maintained high standards

of care driven by a sense of community ownership and volunteerism that often isn’t well understood in larger cities.

That’s why we understand the importance of involving the community through the shift of organisational control through boots on the ground leadership and open, honest and transparent face-to-face discussion. You can’t lead from behind a desk anywhere, but even more so in regional communities.

We also continue to nurture our link with each community and its volunteers first of all by creating a good working environment and providing good care, because if you don’t have that nothing else matters, and secondly investing in and developing the community asset—something that is always well received.

Above all, we believe success begins and ends with the communities we join.

So, it’s only when we hear the locals saying, “Gee, I’m glad Respect came here”, that we know our model is working.

Jason Binder is Managing Director and CEO of Respect.

For more information visit www.respect.com.au

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HELPING PEOPLE REGAIN THEIR LIVES VISABILITY IS GIVING MARIANNE THE TOOLS TO STITCH HER LIFE BACK TOGETHER AFTER A STROKE

E

ach day, one hundred Australians will suffer a stroke. It will affect people in different ways, but a third of stroke survivors will suffer vision loss, like Marianne Penberthy who lives in Geraldton, Western Australia.

The stroke led Marianne, a keen fibre work artist, to also encounter memory and mobility issues.

Marianne, now 73, once secured a top prize for innovative material use at The Fiberart International Festival in America.

She says therapy and support have meant she can return to her love of art again, which is helping her to heal.

“Art is therapeutic and restorative and connects the brain to my hands. I particularly like shibori, a Japanese technique of tying, gathering or twisting a piece of cloth before dyeing it. A nurse will use stitches to mend a wound. I am stitching to heal my wounds.”

Marianne had always been interested in art and the dramatic Australian landscape. After she married, she travelled around Australia, visiting Elcho Island and Croker Island and became close to the Yolngu and the Yammirr people, who are the local indigenous communities.

She immersed herself in ceramics, selling her work at a local gallery in Kalbarri before relocating to Geraldton. In her midforties, she went to Perth to study for a Bachelor’s Degree in Visual Arts and Textiles.

“Looking back, it was an unusual thing to do. I left my boys, then aged 11 and 13, but I received my husband’s blessing,” she says.

VisAbility, an NDIS provider offering services to people with low or no vision, is helping Marianne to live independently.

Occupational Therapist Keearny Maher offers support to Marianne in Geraldton, travelling regularly to see her in her own home.

In 2017, her husband of 48 years, Ray, was diagnosed with lung cancer and died just months later.

“The stress and trauma led to my stroke.

I had a bleed on the right side of my brain that impacted the left side of my body,” says Marianne.

“Most strokes, like Marianne’s, will affect one side of the brain but impact both eyes because nerves from each eye travel together in the brain. Marianne’s stroke affected the right side of her brain, so she suffered vision loss on the left side of both her eyes,” explains Keearny.

“Optical aids such as magnifiers, improved lighting, eye and compensatory visual scanning training have all helped Marianne so she can enjoy textile artwork once again.”

On her return, Marianne accepted a role as joint coordinator of the indigenous art and design course at Geraldton Regional TAFE. Her textile artwork was featured in exhibitions internationally, interstate and in West Australia.

She recalls the months after his death and describes them as “dark times”.

Marianne couldn’t walk and had constant brain fog along with vision loss.

Marianne with the crocheted mat she stitched together from her late husband’s t-shirts. Photo credit: Jewell Photography.

It was a referral to VisAbility that led to therapy and support services, which helped her regain her life.

Her therapy included eye and visual tracking exercises, therapy to develop

Continued on page 86

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MEMBER STORIES Continued from page 85

her fine motor skills and a greater understanding of how improved lighting could help her at home.

An orientation and mobility instructor taught Marianne how to use a white cane to ‘feel’ her way around, navigate steps, find doorways and be able to use public transport. Assistive technology has meant Marianne can continue to teach textile art. One of Marianne’s first art creations following her stroke was a crocheted mat stitched together from t-shirts worn by her late husband.

“It was significant because it was about making, mending and healing,” she explains.

“Since my stroke and vision loss, my sense of touch has become more important. I’ve adapted my artwork to suit my condition. I may not be able to stitch straight anymore, but if it’s wonky it doesn’t matter. I’ve retrained myself to work with what vision I have left.”

Services like VisAbility are much needed in the community, to help people navigate vision loss and maintain quality of life.

Sally Grandy is Marketing and Communications Officer, VisAbility.

For more information visit www.visability.com.au/fusion

Marianne and Keearny enjoying a cup of tea together. Photo credit: Jewell Photography.

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Subsidised for ALL Australians living with type 1 diabetes from 1st July 2022. LEARN MORE SubsidyChecker.com.au

With the FreeStyle Libre 2 system, easily know your glucose levels and where they’re headed with no finger pricks!† Now with optional glucose alarms The FreeStyle Libre 2 system offers up to 14 days of continuous glucose monitoring with optional alarms and no finger pricks.† It consists of a small, discreet sensor worn on the back of the upper arm and scanned with the FreeStyle LibreLink app for a reading to help monitor and manage glucose levels.

Now You Know Contact our Customer Care Team to order for your residents

1 800 801 478

This product is indicated for measuring interstitial fluid glucose levels in people (age 4 and older) with insulin-requiring diabetes.

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†Finger pricks are required if your glucose readings and alarms do not match symptoms or expectations. *Data based on the number of users worldwide for FreeStyle Libre family of personal CGMs compared to the number of users for other leading personal CGM brands and based on CGM sales dollars compared to other leading personal CGM brands.

FreeStyle, Libre, and related brand marks are marks of Abbott. Information contained herein is for distribution outside of the USA only.

Abbott Australasia Pty. Ltd., Abbott Diabetes Care, 666 Doncaster Road, Doncaster, Victoria 3108, Australia. ABN 95 000 180 389 ADC-58739 v1.0

MEMBER STORIES

AWARD-WINNING CARE 2021 LASA EXCELLENCE IN AGE SERVICES WINNER OF THE ORGANISATION CATEGORY PUTS PEOPLE FIRST

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angeCare is a not-for-profit organisation providing in-home services to aged and people with disabilities living in the Sunshine Coast Hinterland region and surrounding areas. Operating since 1986, RangeCare is a community-based business that thrives on being part of the broader community—and it was this community spirit that helped it rise to the challenge of lockdowns.

“We exist to help our clients live independent and purposeful lives at home, and we do this by demonstrating kindness, empathy and compassion,” explained RangeCare CEO, Greg Mannion.

“With everything we do, our aim is to build strong relationships with our clients and their families to offer person-centered care.

“When lockdown happened, we swung into action, because we knew people would need support.”

When the initial COVID-19 lockdown was announced in March 2020 and prior to the availability of Government assistance, RangeCare needed to find a way to keep its 150 staff members employed to support 2,000 clients. Faced with the challenge of employees needing to stay at home for an extended period of time, RangeCare made the decision (regardless of cost) to call every single client to find out directly from them what support they urgently needed in the changing and high-risk environment.

It became apparent that many clients were going to be isolated at home with little or no family support, and many others were significantly impacted. In response, RangeCare promptly introduced the following new services: •

a meal delivery service where local café and restaurant meals were delivered to people’s homes—helping local businesses stay afloat and ensuring people had a wide variety of choice at mealtime;

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a butcher meat and a fruit and vegetable pack delivery service to people’s homes;

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an in-home haircut and beard trimming service; and

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•

an iPad loan service including free Internet access and tuition to ensure people could stay in touch with loved ones and other members of their local community, which later expanded into an in-home technology support service.

“We helped local businesses stay afloat and we constantly strived to help every client live their best life,” Greg explained.

“We have continued to deliver meals to our client’s homes, and have now delivered well over 10,000 meals across the Sunshine Coast since the pandemic commenced.

“In response to border restrictions and our client’s fears of venturing into the community, we developed an iPad loan and technical support service. This enabled older clients to stay connected with family and friends via video chat applications.

“We can proudly say that we have enabled hundreds of older Australians to stay in contact with families afar and provided local community contact, which was vital for people with physically distant family members.”

Following on from the success of RangeCare’s iPad and technical support service, RangeCare has adapted this model to offer a Virtual Reality Program and now, Apple Watch pilot. To date, 12 clients have participated in the virtual reality offering, which allows elderly clients to experience more of the world from the comfort of Gemma Webster, RangeCare Kitchen their homes.

Coordinator

MEMBER STORIES

“This service has not only increased the morale of the participants but has also contributed to improved memory recall and cognitive functioning,” said Greg.

“Many of these clients are also in the early stages of an Apple Watch pilot program which we hope will assist in fall prevention, improve communication with our clients and assist monitoring their overall health and wellbeing.

“The COVID-19 pandemic has permanently changed all our lives. For our business, we continued to show agility by having to open and then shut down group activities, restrict services, and meet changing PPE requirements. RangeCare stepped up for our community. I am extremely proud of what RangeCare has done during this challenging time,” said Greg.

For it efforts, RangeCare was acknowledged as the winner of the Organisation Award in the 2021 LASA Excellence in Age Services Awards. The judges commented that Blackall Range Care Group provided a wonderful example of how functional, practical and efficient partnerships with aged care can provide social and economic benefits. The integration of client needs and small businesses within the local community was a winwin, while the focus on supporting vulnerable people during lockdown demonstrated incredible compassion.

RangeCare Technical Support Officer Fabienne Henderson and RangeCare client Steen Jorgensen exploring RangeCare’s Virtual Reality Program.

Jessica Garey is Business Development Manager, RangeCare.

For more information visit www.rangecare.com.au

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MEMBER STORIES

MODIFIED FOOTBALL OFFERS MANY BENEFITS HOW ECH IS HELPING TO KEEP OVER 50s ACTIVE

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ith an ageing population, leading South Australian home care and independent retirement living provider ECH (Enabling Confidence at Home) saw the importance of keeping older members of the community active and socially connected.

With that in mind, in 2019 together with the South Australian National Football League (SANFL), ECH created Walking Footy – a modified Australian Rules Football program specifically for people aged 50 and over.

Played in teams of six on a field the size of a basketball court, it is designed to be a fun, inclusive and safe game with no running, tackling or bumping involved. A typical season spans six weeks and games are divided into four eight-minute quarters.

“I’ve always liked footy, I played in my younger years, so I thought why not have a go! I’m not able to run like I used to, so I thought this was a good option to keep active,” Ian said.

“It’s helping keep us mobile, and then there are the friendships that you make as well, they’re all nice people.

We all enjoy the same common theme, which is footy.

“And over time you can see people getting better and better, their skills and their fitness are improving because they’re practicing regularly.

“It gets you out of the house and doing something enjoyable.”

Like Ian, Creina has enjoyed every minute since she first started playing in 2021.

She said it is a fun game, and no prior experience of footy is needed; it’s all about being active and having a laugh.

Creina and Ian say walking footy is about having ECH General Manager of Client fun and making new friends.

Experience Carolyn Dawkins said “I found it really enjoyable and a lot participants have seen many benefits to being involved in the of fun. It doesn’t matter how fit or unfit you are, it’s like-minded weekly sessions – including healthier lifestyles and making people at various levels coming together and you have a bit of new friends. a laugh,” says Creina.

“The past two years have been challenging for older people to “It doesn’t matter if you join with a friend or if you go along on remain socially connected especially with increased isolation your own as everyone is so friendly and the SANFL coaches due to COVID-19 restrictions. This initiative provided an mix and match the teams.” inclusive way for them to meet people and get out to enjoy “If you’re looking for a new activity then I would really exercise, no matter their fitness or abilities,” she said. recommend coming along and giving it a go!”

Participants have loved the experience, including Ian, who first Vicky Brett is Marketing Manager, ECH. signed up to Walking Footy in 2019 after seeing an ad and was instantly interested. He said there are so many benefits to taking part, from combining exercise and socialising, to having a few laughs with the group.

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For more information visit ech.asn.au/walking-footy

NATIONAL CONFERENCE

IT’S UP TO US!

12 -14 October 2022 Adelaide Each one of us must own our part in the transformation of the age services industry and put into effect the change we want to see.

BE PART OF IT! Underpinned by a world class, three-day program of learning and networking, National Congress will offer global perspectives, best-practice keynotes, and interactive, thought-provoking discussions, designed to empower our industry to actively embrace future opportunities and become the change we want to see.

Visit our website accpa.asn.au/conference to keep up to date on all the latest news.

CALL FOR ABSTRACTS

NOW OPEN

SUBMISSIONS CLOSE 30 JUNE 2022 SPONSORSHIP & TRADE OPPORTUNITIES NOW AVAILABLE

REGISTRATION

NOW OPEN!

FRESH IDEAS

FRESH IDEAS Industry icon evolves and enters a new era as NeRA Cloud, with features that greatly improve the resident agreement process NeRA Cloud is the next evolution of resident agreement software, offering providers sophisticated features in a more connected, productive and secure environment.

or computer. Combined with advanced functions powered by cloud technology, NeRA Cloud will have a positive impact on workplace efficiency, outcomes for residents and the provider’s bottom line.

Introduced in 2006, NeRA software set the industry benchmark by transforming the resident agreement generation process. NeRA still plays a pivotal in helping hundreds of providers produce compliant legal agreements successfully.

To look at how you can keep your aged service moving forward using NeRA Cloud, visit www.e-tools.com.au or contact e-Tools Software to schedule a free online demonstration on 03 9573-3277.

The move to cloud technology marks the start of a new era. Providers can access data securely from anywhere, using either a smart device

Anchor Excellence

Anchor Excellence has proudly supported and worked with over 35% of aged care providers nationally. As a combined team of 20 we can provide support and advice to your aged care home, in-home care services and disability organisation in the areas of; governance, strategy, quality and compliance management, finance management, stakeholder management, customer experience, and education and coaching. Through our range of services, we focus on delivering

best practice, up-to-date information and seamless experiences that create sustainable change, improved capability and improved health outcomes for aged care consumers.

To find out more about Anchor Excellence can support you, please reach out by emailing info@anchorexcellence.com

PALL is Your Trusted Partner for Medical Water and Gas Filtration Systems Pall Medical features a complete portfolio to help with your filtration needs from the point-of-entry of water into your building, to particulate, bacteria, and endotoxin filtration for CSSD and reprocessed medical devices, to validated Point-of-Use Water Filters to combat Legionella spp., Pseudomonas spp., and aid in infection control.

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Our team of experts can help you to understand your water quality, size adequately for your system, and meet regulations.

Learn more about medical water filtration and discover the Pall Medical Blog! pall.com/en/medical/blog

FRESH IDEAS

Balance Sheet Optimisation: the inflation dilemma As we wait for further clarification on policy from the new Labour government, one area that can and should be prioritised by boards is investment and liquidity risk. With cash rates at record lows and inflation at 40-year highs, now is the time to review your Investment Management Strategy (IMS) and Liquidity Management Strategy (LMS) to ensure it is fit for purpose. It is also a time to test whether the risk framework in place is still appropriate in this new and changing environment.

Risk tolerance and liquidity needs will be unique to each provider but the approach across the industry has tended to be highly conservative. Whilst a large cash pool will remain appropriate for some providers, many would benefit from investing more of their cash and term deposits in a diversified portfolio of equities and bonds. This could generate much needed extra income or grow capital for future use. In some cases, it could even be the difference between being loss and profit-making.

As well as this, if more cash than necessary is being held on the balance sheet, inflation risk is amplified, which means your cash will be losing money in real terms. In times where profit margins are razor-thin or non-existent, senior living leaders need to use the levers available to them to improve financial performance. This is particularly important in the not-for-profit sector where the average levels of cash held as a percentage of debt was higher at 39% as at 31 December, 2021.1

Even incremental investment gains can make a meaningful difference. For example, an organisation with $10M of excess cash in term deposits could have made $1.9M2 extra if it had been invested in a conservative portfolio with 40% in growth assets (such as equities) over the past five years.

Perpetual works with some of the country’s largest not-for-profit organisations, as trustee, investment manager, and advisor. We can help you put in place the governance structures required to ensure the assets on your balance sheet are put to work to optimise riskmanaged financial returns in a way that is suitable for your individual requirements.

For more information, contact David Hurley, Senior Financial Advisor on 0481 902 934 or at David.hurley@perpetual.com.au 1 StewartBrown Aged Care Financial Performance Survey December 2021 2 Perpetual Model Portfolio Performance from 31/03/2017 to 31/03/2022 after ongoing management and performance fees. Past performance is not an indicator of future performance. Term Deposits return based on Special Time Deposit Rate, Banks, Average, Percent – Australia, Factset

One solution to optimise your entire care delivery organisation With the right industry-specific software, NDIS and HCP providers can simplify their care management and give care recipients the support they need to live the life they choose.

Lumary’s end-to-end healthcare platform is purpose-built for disability and aged care providers – from smaller to enterprise-level. Designed and developed by top industry experts and engineers, the software integrates with specialist applications to create a single cloud-based solution that allows providers to manage their entire organisation and workforce all in one place.

Reimagine the way your business operates and delivers care.

To learn more about how the right software solution can transform your disability or aged care organisation, head to www.lumary.com

Exercise in dementia care – staying strong and happy at Korongee.

Korongee, Australia’s first purpose-built village for people living with dementia was opened in 2020 by Glenview Community Services in Glenorchy, Tasmania, The village revolutionised the model of care to focus on encouraging social engagement, in turn increasing independence, happiness, health, and wellbeing of residents.

Korongee gym is fitted with HUR air resistance strength training equipment which enables residents to train safely. Gary had experienced increased cognitive challenges such as depression, mood swings and increasing memory issues before his first training session., The transformation in Gary was immediate: his mood improved, he was calmer and happier and excited for the day.

“Since Gary has been training, there is a positive change in his mood, more clarity in his conversation and a willingness to get active. It is

a positive alternative to swimming in a public pool, where he was starting to have difficulties due to his cognitive decline.” states his wife, Mae. There has been positive feedback from all gym users who have been using the gym with the support of allied health professionals. Korongee plans to increase support for exercise and maximise the use of the gym for all residents.

Visit https://www.huraustralia.com.au

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FRESH IDEAS

Can you re-roster quickly in an emergency?

When it comes to in-home care, life is often unpredictable. Client Service Co-ordinators can spend a lot of time changing rotas and matching carers to clients. Home care software can help an in-home care provider manage unforeseen changes more easily and enable them to work faster.

“CareLineLive has saved me loads of time as far as scheduling goes” Deputy Care Manager, CI Home Care Rostering software can benefit all stakeholders within an aged care business. Software such as CareLineLive has useful features such as a drag and drop functionality that allows for quick roster changes. You can also select multiple bookings for a single carer using a click and drag option; allowing you to make multiple actions on visits for a carer simultaneously. And with all updates communicated in real-time via their carer app, carers are instantly notified of changes in their rotas.

Confirmation of Ozone’s effectiveness against Covid 19.

A recent white paper released by the University of Padova in Italy has confirmed Ozone’s effectiveness in eliminating the Covid 19 virus. The study, conducted this year has revealed that Ozone has the capability to eliminate the SARS-CoV-2 virus (Covid 19) The test method used to verify the viral inhibition activity (virucidal activity) against the SARS-CoV-2 virus was performed at the Department of Molecular Medicine (University of Padua).

To ensure all client visits/bookings are scheduled correctly, unallocated bookings stick to the top of the roster.

Plus, Client Service Co-ordinators can assign a red-amber-green priority to clients; useful when there are staff shortages. Systems, like CareLineLive, also offer travel time estimates between consecutive visits to help maximise productivity and ensure the correct allocation of travel time.

Drag and drop can improve the speed of rostering

Ultimately home care software that includes rostering can help streamline processes and save time, important in an emergency.

To find out more please visit www.carelinelive.com.au

The white paper reports that the results obtained show that the Sanity System device (ozone-based technology) has an effective virucidal action against SARS-CoV-2, with a reduction in viral load of over 99%.

This is now clear empirical evidence and confirmation that ozone (including EnviroSaver™) is definitely one of the most effective ways to disinfect in a laundry process.”

laundrysolutions.com.au/envirosaver

Insync for the aged care industry

When Care Systems and enableHR decided to integrate their technology solutions, it was a win-win for vendors and a huge win for the aged care sector. In an industry that’s highly regulated, understaffed and processnecessary, both companies identified ways to streamline compliance and automate processes for their clients by optimising the use of technology.

Recognising that Care Systems and enableHR provide specialised software that complements one another, the thought was to become integration partners. What does this mean exactly? Using an API (Application Programming Interface) – a handy (though complex) bit of code that lets developers connect systems to share and synchronise data; users of both technologies can now seamlessly and securely export and share information from their software, enhancing performance and automating processes.

Care Systems has been providing micro-ERP solutions to the aged care industry for over 30 years. From managing resident onboarding and billing, workforce rostering, payroll and financial management, Care Systems’ software is a comprehensive solution. enableHR is the people-management software that simplifies HR processes and ensures compliance. Backed by their parent company FCB Workplace Law, all of the documents, templates, and processes inside of enableHR are triple-checked by top-tier workplace experts to ensure compliance with Australia and New Zealand’s complex laws. From interpreting legislative changes and managing employee records to handling sensitive HR issues like poor performance, or misconduct and grievance and complaint investigation, the software guides you through every process.

To learn more about this tech integration partnership, contact Care Systems and enableHR here: solutions@caresystems.com.au or sales@enableHR.com.au .

Latest Technology to improve Aged Care Facilities

Dietary Management, Menus, Recipes, HACCP & Food Safety Management Software. This can be accessed from anywhere any time by any device.

OSCAR Plus Software Packages

OSCAR Temperature Monitoring System

We have the latest Australian technology in our OSCAR Plus Software Packages. This online cloud-based software will assist your facilities in streamlining their catering operations. This groundbreaking Software from Procurement to Plate has been developed by experienced professionals and includes all electronic solutions that are required to efficiently manage your Procurement, Consumer

Our Temperature Monitoring System is a low cost, easy to install solution for your facility. Along with the OSCAR Temp Check Food Probe Temperature Monitoring System, it is designed to save you time & money, while ensuring compliance.

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Contact Oscar Care Group today for a free demonstration Phone: 1300 467 227 Email: info@oscarcaregroup.com.au