Annual Report 2008 – 2009

What an exhilarating year!

During 2008/2009 PCAC completed the development of its Strategic Plan 2008?2013 which led to the commissioning of a Future Directions/Redevelopment Feasibility Study.

Read more by downloading the complete report here.

Presidents Report 2007-2008

The 2007/2008 year will be remembered for Prom Country Aged Care Inc. (PCAC) not only having a new name but becoming an autonomous organization committed to providing aged care that is high quality, affordable, accessible and flexible to meet the needs of our community.

We welcomed the appointment on 1st November 2007 of Ms Joanne Stringer as General Manager of PCAC reporting directly to the PCAC Board of Management. Over past years a joint Chief Executive Officer had been responsible for overseeing the operations of both the South Gippsland Hospital and Prom Country Aged Care but with increasing challenges facing the provision of aged care in our community, the PCAC Board thought it appropriate that it put in place a focused management structure. With Joanne’s experience in managing a wide range of services and with the close co-operation of staff and community groups there has been a smooth transition of separation for the PCAC community. I am happy to report that despite the separation of the two organizations, the longstanding close and happy relationship between our aged care facilities and the hospital has continued.

It is important to reflect during our first year of autonomous operation that PCAC is a community association which is owned by the community and run by a Board of Management elected from the members of the PCAC Association. The assets of PCAC are owned by the community for the benefit of all. One of our most important strategic objectives is to expand our membership of the PCAC Association. Any person in our community may become a member with an annual subscription of $5. Members and other stakeholders are consulted by the Board in setting its strategic direction for the future and we greatly welcome ideas from our members about how we can best meet our community’s needs for aged care. In making submissions to Government for funding and grants it is important to be able to present the positives of a widespread involvement of our community in our aged care facilities.

The Board has focused during the first year of our autonomous operation on ensuring that administrative policies and procedures are in place and documented. Income and cost centres have been established and the Board is able to review operating costs by function.

The other major focus has been on future directions for the provision of aged care in our community. The Board has worked on the development of a Strategic Plan which will focus on five major areas: accommodation standards, financial sustainability, our client base, development and retention of our staff and infrastructure needs.

Funding for aged care is subsidised by the Commonwealth Department of Health and Ageing. PCAC receives a subsidy from the Commonwealth Government for each resident based on the level of care they require and all residents pay a Basic Daily Care fee set by Government at either pensioner or non pensioner rate. Residents who are part pensioners or self funded retirees and have a private income may be asked to pay an additional daily fee which is capped and reviewed regularly. In addition, depending on their assets, low care residents may be asked to pay an Accommodation Bond. This Bond is refundable when the resident leaves the care of PCAC less a capped Government drawdown. PCAC retains any interest earned on the Bond. High care residents in Prom View Lodge, depending on their assets, may be asked to pay a daily Accommodation Charge. For those hostel and nursing home residents who cannot afford to pay an accommodation bond or charge the Government pays an additional subsidy on their behalf to PCAC.

The Board has to reflect if it has the balance right: the balance between Government and private funding; between Government responsibility for older members of our community and the personal and family responsibility for our elder members.

Against this background to say that the 2007/2008 financial year has been challenging would be an understatement. The problem facing your Board is that changes to Government funding formulas and steeply rising operating costs means that smaller aged care facilities, such as ours, find it increasingly difficult to fund day to day operations let alone finance capital works. Change of some sort in the way we operate seems inevitable as we plan to ensure our operations are placed on a sustainable footing with a bright future.

Between 2011 and 2030 the baby boomers will progressively turn 65, so we have decades of growth in front of us. The demand for aged care services is expected to double but the difficulty is predicting which level of care will generate the most demand. Level of care encompasses low level or high level care, and can include specialized care for dementia sufferers and for young people with an acquired brain injury. The Board is undertaking a review of our current operations which will enable planning for the future, but in essence our facilities must be flexible in the approach to accommodation offered.

The facilities of Banksia Lodge and Prom View Lodge are regulated by the Commonwealth Aged Care Act 1997 and Aged Care Principles as well as some Victorian Government legislation, for example, building regulations and the registration of staff. We warmly congratulate our staff, who work within a culture of continuous improvement, on the renewal of our Government accreditation for Banksia Lodge.

Upgrading of the facilities at Prom View Lodge remains a challenge bearing in mind the age of the building and facilities. Internal painting has been completed and part of the bathroom and utility areas upgraded. The improved car parking project is nearing completion. Applications for grants to fund extensions and alterations together with an additional six bed licences foreshadowed in our 2006/2007 Report unfortunately did not come to fruition. Prom View Lodge accreditation is due early in 2009 and our staff are working very hard to achieve a satisfactory result.

The Board is very proud of the commitment and dedication that management and staff have shown. I would also like to thank my Board colleagues for their valuable contribution and expertise. A warm welcome also to our new Board members, Terry Parks, Sandy Bucello and Stuart Tracy. Thank you to the community and the many organizations that have played a wonderful part in supporting PCAC during the year particularly our hardworking Auxiliaries. The support and level of fundraising is amazing.

Robert Knight
President

General Managers Report

The separation of Prom Country Aged Care’s administration functions from the South Gippsland Hospital has been both challenging and rewarding.

Operating independently of the hospital has enabled us to identify a number of areas where costs can be lowered and greater efficiencies gained. It has also enabled us to establish systems and processes that are tailored specially for our needs, and I am looking forward to consolidating these benefits in the coming year.

Despite our changed administration arrangements, the close relationship between the hospital and PCAC endures. PCAC still purchases meals from the hospital for Banksia Lodge because their quality and value is outstanding.

We also share maintenance services with the hospital, and liaise closely during our planning processes to ensure that our service delivery is aligned.

During the year we addressed a number of very testing issues.

Maintaining accreditation is increasingly difficult as the accreditation bar gets higher. It puts a formidable strain on our limited resources and requires the total focus and dedication of our team. So, I congratulate all of our staff most sincerely for their Herculean efforts in once again securing accreditation for Banksia Lodge.

Upgrading our facilities to comply with certification requirements, especially when no additional funds are available, presents a significant financial challenge for smaller organisations such as ours, but I am pleased to say that both Banksia Lodge and Prom View Lodge currently meet or exceed the required standards.

We are continually updating both properties, and over the past year have invested more than $10,000 for minor upgrades to Banksia Lodge, and $260,388 for major upgrades to Prom View Lodge, primarily for improving the bathrooms and painting.

This investment was made possible, in large part, by the generous donation by the James Trust and local donations. Maintenance works and minor upgrades are completed using the interest we have earned on residents’ bonds. During the year we received $790,000 in bond payments, and refunded $568,600. The value of bonds held at 30 June 2008 amounted to $2,006,464.

While these funds provide PCAC with an invaluable safety net, the reality is that depending on our reserves and interest earned is not a sustainable business model. We need to establish a viable business in its own right, so it is essential that we seek alternative income streams and find ways to operate more cost-effectively if we are to remain viable in the long-term.

This is a major part of our Board’s long-term plan that we will start to implement in the coming year.

PCAC is extremely fortunate to have a full complement of dedicated registered nursing and personal care staff; however, as many of them are approaching retirement, the challenge of attracting and retaining a skilled, qualified workforce in future – in the face of a national skills shortage and a declining rural population – is acute.

In the coming year we will implement the strategies identified in the Board’s 2008-2013 Strategic Plan, to ensure that we are well placed to become an ‘employer of choice’ in this sector, and a magnet for high quality staff.

These days, operating a residential aged care service with fewer than 120 beds and the lack of shared administration is a recipe for failure. So, another of our challenges is to achieve sufficient economies of scale to ensure our long-term financial viability, while operating from two, small, geographically separate sites.

This has become particularly critical in recent months as government reforms to aged care funding have seen a shift towards reduced funding for residents with low care needs, while at the same time many of our low care residents are starting to require higher levels of care, including the attendance of registered nurses.

To ensure we deliver the optimum level of care for all residents, and receive appropriate government funding, we will focus on refining our staff-to-resident mix in the coming year.

This means ensuring that registered nursing staff are available to attend to the higher care needs of residents who are generally categorised as low care and at the same time capitalising on the government funds available.

Finally, maintaining high levels of occupancy in both facilities is essential for our survival. In fact, if we operate at anything less than 100% occupancy, we are losing money. This has a direct impact on the operating budget.

I am pleased to report that over the past year we welcomed 10 new residents to Banksia Lodge and 22 new residents to Prom View Lodge, bringing our average occupancy to 98%. This is up from 93% in the previous financial year.

The support of family members is integral to the wellbeing of our residents, and we acknowledge the immeasurable value they bring through their visits and involvement in various programs.

The broader community, too, is an integral part of who we are. PCAC is owned by the community, for the community, and our Board of Management is nominated from the PCAC membership base. We encourage everyone who is part of our local community to become a member of PCAC, for it is community membership that ultimately directs our future.

There are a large number of people who are committed to working to raise funds for the ‘extras’ to enhance resident comfort, namely the Prom View Lodge and Banksia Lodge Auxiliaries and the Toora Masonic Lodge. The dedication of the members of these groups is to be commended.
Behind the scenes the payroll and finance officer and the accountant support the various financial and payroll processes needed to implement the policies and strategies of the Board. We appreciate their commitment to PCAC and thank them for their patience and flexibility in dealing with the many requests made of them.

The 95 staff working across both homes in various roles all contribute to the care and well being of our residents. One often observes the ‘extra mile’ staff go to in making the residents feel special. PCAC is fortunate to have such dedicated staff and the Board supports initiatives to ensure all staff have the opportunity to develop skills and maintain professional development. Training opportunities are regularly sourced to offer staff training to enable multi-skilling and meet the changing needs in the aged care sector.

All the staff live locally and are involved in a wide range of community activity. PCAC is one of the largest employers in the area and is mindful of the need to offer flexible employment whilst maintaining robust rosters with a pool of skilled staff.

The Director of Nursing Roz Tuffin and Lyn Williams the Supervisor at Banksia Lodge oversee clinical management and staffing, ensuring resident care requirements are met, facilities have a high standard of cleanliness and manage equipment and consumables. They are also responsible for resident assessment and funding claims from the Department of Health and Ageing. They have a large and important role in the operations of the homes and are to be commended on the care outcomes of the residents and the ambiance of homes.

The Board of Management are 10 community members committed to making a difference for our aged community who need to live in residential care. The time and effort, not to mention the skills and expertise they bring to the Board operations has ensured that our residents continue to receive the quality care they deserve.

The Board has endeavoured to set a clear direction in developing a Strategic Plan, highlighting the key areas to be focused on over the next 5 years to ensure PCAC is a viable organisation providing quality aged care services.

I look forward to being able to contribute to the implementation of that plan and being able to celebrate the success of the strategies with you all next year.

Joanne Stringer
General Manager

Director of Nursing Report

OVERVIEW

The demand for our services has remained high, as we have striven to meet our regulatory obligations, the needs of our residents, maintain our staffing levels, and improve our financial management.

One of the greatest challenges faced by our organisation during the past year has been the introduction of the ACFI (Aged Care Funding Instrument) by the government and its impact on our current revenue and implications for the future.

During the past year we have had a number of visits from the Accreditation Agency at both sites with positive outcomes but it has been challenging for all staff to ensure that our standards provide optimum care for all stakeholders and that we meet all regulatory guidelines.

We received accreditation for Banksia Lodge for a 2 year period in April and are currently completing the application for accreditation for Prom View Lodge which is due in January 2009.

The refurbishment carried out last year has enhanced the life of our residents, staff and visitors. We have received very positive feedback from resident’s, families and visitors.

Standard 1: Management Systems, Staffing and Organisational Development

This standard looks at our Management Systems, Regulatory Compliance, Education and staff development, Comments and Complaints, Planning and leadership, Information Systems and External services.

Both of our facilities have a Continuous Improvement system in place that through resident, their families and staff input we are able to act on suggestions for improving all aspects of our organisation.

We have an innovative training program supported by the Aged Care Channel and education support system that delivers In- service to staff via Video link to ensure that staff have access to issues of contemporary practice.

Our Education and Training Programs aim to ensure that all staff have the appropriate knowledge and skills to perform their roles effectively.

During the past year, one focus of our staff training has been to ensure that all staff understands their role in the management of ACFI as each tier of staffing has a different role in the gathering of information to support our claim for funding.

Staff who had been eligible for assistance with training through various funding schemes provided by the Department of Health and Ageing have completed Registered Nurse Division 2, Certificate IV in aged care and Certificate IV in lifestyle and Leisure. These staff have been retained in the workplace which ensures that we have staff who are appropriately skilled.

The current round of funding for staff education provided by the Department of Health and Ageing has been successful in that we have been given funding for 2 staff members to complete their Registered Nursing Division 2. The training will commence this year.

As well, we have supported activities staff attending formal and informal educational sessions to assist them in their roles.

The implementation of the new IT system has allowed staff greater flexibility with collation of data to develop care plans for individual residents and we are working towards implementation of the same documentation over both sites.

Standard 2: Health and Personal Care

This standard encompasses all aspects of clinical care and as our primary objective is to deliver the optimum level of care and services to our residents, we continue to strive towards this end.

Staff assess each resident initially on admission and then regularly as their care needs change to develop individual care plans that accurately document the care and support they receive.

Our holistic approach allows residents to maintain the best quality of life relevant to their needs.

Management encourage and support staff to further their skills by providing ongoing education in-house and supporting them to attend external seminars in their chosen fields. This ensures that we have care staff who have up to date knowledge and are aware of the changing trends in the care of our ageing residents.
We have developed links with other training organisation to allow students to complete their training hours at our facilities. Our staff mentor these students during their time with us and promote aged care as a challenging and rewarding career.

Our staff are ably supported by other health professionals within the wider community.

This group includes medical practitioners, pharmacy and pathology services, podiatry and dietary services, physiotherapy, massage therapy, speech pathology, as well as the District Nurses, the Community Health Centre and the South Gippsland Hospital.

These partnerships ensure that all resident’s mental and physical health will be promoted and achieved and maintained at optimum levels.

This consultation and collaboration, apart from our daily services and care, allow us to continue providing individual residents with services to support their palliative care, enteral feeding, and rehabilitation needs.

Standard 3: Resident Lifestyle

The support we are able to provide to residents entering our facilities and their families initially, during the admission process and throughout their tenure ensures that they are able to maintain their personal, civic, legal and consumer rights relevant to their health status.

Assessments completed by staff assist us in developing a comprehensive care plan that allows residents to make choices regarding the care and support they receive.
Staff assist residents to maintain their social and community links by assisting them to attend social events , provide quiet areas for them to socialise with family and friends, and assisting them to participate in regular church services of their choice.

Management ensure that all residents and their families have the appropriate information to make informed choices, feel secure and cared for while understanding their rights and responsibilities.

Our Diversional therapy staff coordinates the activity programs supported and assisted by community groups and volunteers that provide a varied activity and diversional therapy program that stimulates and entertains residents. It includes Music both live and recorded, Craft, Happy Hour, Movies, Card games and other activities of their choice. A popular introduction this year has been the new exercise equipment at Banksia Lodge and the WII interactive games consoles at both facilities.

Residents enjoy their outings to various community activities and the interaction with other residents during the inter facility indoor bowling matches.

Standard 4: Physical Environment and Safe Systems

This standard addresses the living environment, Occupational health & safety, Fire and other emergencies, Infection control and cleaning, Laundry and Kitchen systems.

We continue to maintain a safe working and living environment to minimise risk for all stakeholders.

Staff and residents are aware of the emergency procedures should an emergency situation arise. Ongoing education ensures that they have the necessary skills to manage an emergency situation, maximise protection and minimise risk.

External providers and our maintenance staff attend to regular safety checks on our fire alarm system to maximise protection.

OH&S staff ensure that the risk assessment, audits & Hazard alerts minimise and manage any identified risks. They are supported by management to ensure that we have appropriate maintenance programs and all staff have the equipment to carry out their tasks safely.

All staff have completed Manual handling minimal lift, and use of Mechanical lifting devices education to reduce risk of injury to both residents and staff during transfers.

Changes to documentation has allowed improved collection of data relating to incidents within the facilities and to develop strategies to minimise risk.

Our yearly planner continues to have a focus for each month on an issue relevant to OH&S to prompt staff to review ways they complete tasks and that the environment remains safe for all stakeholders.

The implementation of a new chemical supply system has seen an improved system to manage chemical usage over both facilities. It has also seen a change to chemicals that are more user and eco friendly.

Our staff take great pride in providing a high level of hospitality services to our residents. All our laundry and domestic staff strive to ensure that their work is carried out to meet regulatory compliance, as well as meet resident needs. It is a source of pride to them that our facilities are clean, welcoming and well maintained.

Changes to our Cooks roster has delivered greater choices to residents for their meal choices. The Cooks are also regularly reviewing our rotating menu to provide meals that are appetising, nutritious and attractively presented to stimulate resident appetites. Feedback from residents about these changes has been very positive.

On entry to the home, residents and or their family members are encouraged to express any likes or dislikes or favourite foods or recipes. Their special dietary needs are documented and enable the catering staff to ensure that their needs are met. Special occasions as birthdays are celebrated, and residents get a real kick out of having their cake arrive direct from the nursing home kitchen.

Thanks must also go to our “meals on wheels” volunteers, who arrive each day Monday to Friday to collect meals prepared for clients in the community. Staff always have the meals they are to deliver to the community ready as well as having to ensure that all resident meals are delivered on time. It is satisfying knowing that apart from our own residents, our meals also assist people in the community to stay at home, by ensuring that they are provided with an adequate diet.

CONCLUSION

I would like to express my thanks to all staff who have willingly embraced the changes that have been implemented during the past year. The commitment shown by staff to embracing further study and the pursuant of further knowledge demonstrates their commitment to providing optimum care that meets best practice standards.

Once again our Ladies auxiliaries, Masonic lodge, Community groups and other organisations, through their fundraising efforts and donations have enabled us to purchase equipment, furniture and drapes to enhance the life of residents in our facilities.

The ongoing support of all stakeholders will continue to be an integral part of ensuring that we remain true to our philosophy of providing optimum care to those people in our community who need to access our services.

The need for aged care is predicted to increase in the coming years as we are an ageing population. Our greatest challenges are to maintain the current excellent standards of care and services we provide, while adapting to meet the changing expectations of those accessing our services and to continue to attain the standards required by the regulatory bodies governing the provision of services to aged care.

Roz Tuffin
Director of Nursing

Banksia Lodge Auxiliary 2007-08

It is with pleasure I would like to present our annual report of the Banksia Lodge Auxiliary 2007-08.

Again we have had a productive year. Our meetings are held in the dining room at Banksia Lodge each second Monday of the month at 1.30pm. The venue keeps us in touch with the Supervisor and staff who inform us of the needs of the residents and this is a benefit to us all.

We had our spring luncheon at the Foster Golf Club at Mezzat’s Restaurant on September 13. This was well attended and there were many spring hats on show.

The charity golf day at the Foster Golf Club in January was a great success, with all who played and supported the raffles making it a very profitable day.

Our usual December meeting was held at Pam and John Mather’s home. We thank them for their hospitality. There was not much business attended to, but lost of Christmas cheer was evident.

The Auxiliary sponsored the Banksia Lodge bowling team, buying them T shirts, and they played a team from Phillip Island, winning the day. Afterwards we provided a very nice afternoon tea, the residents really enjoyed their day and have a return match soon.

The Auxiliary were all invited to an appreciation afternoon tea and all our members received a certificate, and a lovely afternoon tea followed. We were also invited to attend the South Gippsland Singers. This was very much appreciated.

The vegetable garden is thriving. Banksia Lodge Auxiliary provide plants for the garden, and we also grow some seedlings as well. Masonic Lodge members do all the manual work and the public give us some seedlings to plant. The results make it a very worthwhile undertaking.

We have purchased the following: Two TV’s for the respite rooms, two garden seats, a cupboard, shower curtains, bowler’s T-shirts, pot plants for the entrance, a vital signs monitor, and gifts for a hoy afternoon, as well as supplying afternoon tea once a month. We still provide birthday cakes and gifts at Christmas.

The Auxiliary were invited to a Christmas luncheon with the Prom Coast Lodge at the Chinese Restaurant in Toora. It was enjoyed by all who went and we thank them for their invitation.

Sincere thanks to all our members for their generosity of time given throughout the year at our fundraisers. They sell raffle tickets for Christmas and Easter in all sorts of weather. A special thank you to the community for their support and the many donations received.

My thanks also to secretary Mark Blake and treasurer Val Williams, their input is invaluable and makes my job as president much easier. I am sure we will endeavour to make our occupants of Banksia Lodge happier and more comfortable in their new home.

Norma Byrnes
President

Prom View Lodge Auxiliary 2007-2008

The twelve months, August 2007 to August 2008, has been a year of achievement in that Prom View has not only been redecorated and some refurnishing, but continues to obtain accreditation due to maintaining a high standard of nursing practice.

The work of the Auxiliary resulted in a total remuneration in excess of $11,000.

Our year’s activities commenced with the Annual Meeting on 5/6/07 when all members were re-elected with the ‘exception of the Publicity Officer – now Mrs. Hotham.

At our meeting in September, Mrs. Geraldine van Den Booren was thanked for her service of Publicity Officer.

October – A Golf Day was held at Welshpool Golf Course. Many thanks to Fran McPherson for the Brochures and the Bendigo Bank for its continued support and sponsorship of the event, also the Golfers who played on the day.

November – Oakes Day, was spent at Mr & Mrs Ernie Cayzer’s Garden at Foster North. Oakes Day Fashion was a feature with Mrs. Merle Gleeson scooping the pool as winner of the Fancy Hat Competition, the Raffle and the Door Prize. It was an enjoyable Day with great views over Wilsons Promontory and Corner Inlet.

December – Both Auxiliaries joined to enjoy a Chinese Luncheon. Our Christmas Party for the residents was held in the new Lounge Room, nicely decorated for Christmas. Father Christmas aided by two enchanting Elves did a great job handing out the presents.

We would like to thank John Smallman for providing the music for the Carols.

We held a BBQ for the Carol Singers – Mr. & Mrs. Black manned the BBQ and the Fire Brigade assisted with the use of’ their premises.

February – We paid for replacing linen.

March – New Chairs were bought.

April – A Painting was purchased for the Foyer of Prom View Lodge.

May – Clich Clothing held a morning at the Community Centre and was well supported.

June – Mrs Eva Hendrie held a Coffee Morning at Welshpool and raised $500.

July – We had Xmas in July at Welshpool Hotel – a lovely meal, nicely decorated and was well attended. This was the last event of the year.

My grateful thanks to all members of our Committee for their work and support during the year.

Cecile Jordan-Ellerman