Prom Country Aged Care

Annual Report 2008 – 2009

Wed, 28 Oct 2009 05:39:01 +0000

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.

Information For Prospective Residents

Tue, 08 Sep 2009 03:34:04 +0000

Information about fees, charges, assessments, payments, accommodation bonds, residents agreements etc.

>> DOWNLOAD Information Sheet for Prospective Residents PDF <<

1. General Information

1.1. Prospective residents and their families are encouraged to visit the facilities. Please contact the administration to arrange a mutually convenient time.

1.2. In accordance with the guidelines issued by the Commonwealth Department of Health and Ageing, all prospective residents need to have a current Assessment for Residential Care completed by the Aged Care Assessment Service.

1.3. Before being placed on a waiting list, prospective residents need to complete the following forms:

Application for Respite Care or Permanent Entry to an Aged Care Home;
Request for an Asset Assessment – Centrelink/Department of Veterans Affairs

Prospective residents are also required to provide:

A copy of the Assessment issued by the Aged Care Assessment Service
A copy of the Centrelink/Department of Veterans Affairs Asset Assessment Notification Letter.

1.4. A Pre-admission meeting with the General Manager is required so that the necessary forms can be completed with the resident and/or their representative:

1.5. Acceptance for admission will be determined by the availability of a suitable vacancy and the Prom Country Aged Care’s ability to meet the applicant’s particular care and service needs.

1.6. All Daily Care Fees and Accommodation Payments (if applicable) are charged strictly in accordance with the formulae and regulations determined by the Department of Health and Ageing and provided for in the Aged Care Act 1997.

1.7. In accordance with the Aged Care Act 1997, all residents are required to enter into a formal Resident Agreement. See Section 4.

2. Ongoing Care Fees

2.1. Daily Care Fees

Fees for care are payable monthly in advance. Payment may be made via periodic bank transfer or by cheque payable to Prom Country Aged Care Inc.

There are two parts to these fees:

Basic daily care fees – equivalent to 85% of the single aged pension.
Income tested fees

Part-pensioners and non-pensioners may be asked to pay an additional income tested fee. Centrelink or the Department of Veterans Affairs carries out income testing. Further information about assessing income for daily care fees can be obtained from the Department of Health and Ageing.

2.2. Fees during Temporary Leave

Social Leave

Residents are entitled to take up to 52 days Social Leave a year without paying fees in addition to the daily care fee. An absence is counted as Social Leave only if it includes an overnight stay. For example, a resident may spend every weekend, including Saturday night, with his/her family. During this time the Government will continue to pay the daily care subsidy to the facility. Should a resident choose to take more than 52 days Social Leave, the Government will not pay the subsidy and the resident will be asked to pay additional fees.

Hospital Leave

Although Hospital Leave is unlimited, residents’ normal daily care fees apply.

3. Accommodation Payments

3.1. Accommodation Bonds – Low Care Residents

3.1.1 What is an Accommodation Bond?

An Accommodation Bond is an amount that a resident may be asked to pay when he/she enters Low-level care. It is in addition to any Daily Care Fee payable by Residents. An Accommodation Bond is like an interest free loan to the facility which is refunded when the resident leaves (less the retention amount).

Accommodation Bonds can only be charged by facilities that are accredited and meet minimum building and care standards. Providers are allowed to retain an amount each month from the Accommodation Bond called the Monthly Retention Amount. These amounts can only be retained for a maximum period of five years (the Retention Period).

3.1.2 Payment Options

There are a number of ways of paying Accommodation Bonds. They can be paid as a:

Lump sum;
Periodic (monthly) payment; or
Combination of lump sum and periodic payment.

The amount of Accommodation Bond to be paid is agreed between the Resident or their Representative and Prom Country Aged Care Inc. following receipt of Asset Assessment Notification Letter from Centrelink/Department of Veterans Affairs and where possible prior to admission. Accommodation Bonds are payable on the day of admission and where a delay in payment occurs, interest will be charged at rates specified by the Department of Health and Ageing.

For more information about payment options, please contact the General Manager.

3.1.3 Accommodation Bond Amount

Applicants are required to submit a ‘Request for an Asset Assessment’ to Centrelink/Department of Veterans Affairs and to provide Prom Country Aged Care with a copy of Asset Assessment Notification letter. Accommodation Bond Amounts are set as follows:

No Accommodation Bond is payable where the value of the applicant’s assets is less than 2.5 times the annual standard single rate aged pension.
For all other applicants, the Accommodation Bond payable is based on the value of the assets and is negotiated before entry to the home. There is no legislated maximum bond amount and applicants are encouraged to seek independent financial advice in regard to the impact Accommodation Bonds may have on their individual financial circumstances.
For the purpose of calculating Accommodation Bonds, ‘assets’ are real estate (including the applicant’s home), investments, personal property, money in the bank and other accounts, cash and motor vehicles, less any amounts owing under mortgages or charges over those assets other than mortgages or charges to family members.
Where a husband and wife are both applicants for residency the assets of each are deemed to be one half of the total assets of both.
Where an applicant’s spouse or dependent child, as defined in the Aged Care Act 1977, is still living in the family home, the value of the family home should not be included in the calculation of the applicant’s assets.
Applicants who choose not to lodge a ‘Request for an Asset Assessment’ to Centrelink/Department of Veterans Affairs will have an Accommodation Bond set at a minimum of $500,000

3.1.4 Monthly Retention Amounts and Refunds

Monthly Retention Amounts
The Government determines the method for calculating the Monthly Retention Amount that can be deducted from the Accommodation Bond for each month or part thereof that the resident is provided with care. Retention amounts are capped.

Refund of Balance of Accommodation Bond
When a resident permanently leaves the facility, the Accommodation Bond balance will be refunded within the following time frames:

Upon the resident permanently leaving the facility to enter another Residential Aged Care Service, or a return to the community – within 14 days.
In the case of the death of a resident, the estate of the resident shall receive payment only upon production of a certified true copy of a grant of probate or letters of administration.

3.2. Accommodation Charges – High Care

3.2.1 What is an Accommodation Charge?

An Accommodation Charge is an additional daily amount that a resident may be asked to pay when he/she enters high-level care. Accommodation Charges can only be charged by facilities that are accredited and meet minimum building and care standards.

3.2.2 Payment of Accommodation Charges

Accommodation Charges are included on residents’ Monthly Billing Statements and must be paid with their daily care fees. Accommodation Charges are payable from the day of admission. Where a delay in payment occurs, interest will be charged from the day of admission at rates specified by the Department of Health and Ageing.

3.2.3 Accommodation Charge Amount

Applicants are required to submit a ‘Request for an Asset Assessment’ to Centrelink/Department of Veterans Affairs and to provide Prom Country Aged Care with a copy of Asset Assessment Notification.
The Department of Health and Ageing will advise the applicant and Prom Country Aged Care of the amount of Accommodation Charge payable.

No Accommodation Charge is payable where the value of the applicant’s assets is less than 2.5 times the standard single rate aged pension.
The Department of Health and Ageing set the maximum rate of daily Accommodation Charge.
Applicants who choose not to lodge a ‘Request for an Asset Assessment’ to Centrelink/Department of Veterans Affairs will have an Accommodation Charge set at the maximum amount.

4. Resident Agreement

4.1. Before the applicant takes up residence, both the applicant and Prom Country Aged Care must sign a formal Resident Agreement. This Agreement specifies the services to be provided and the fees. It also ensures that the rights and responsibilities of the resident and the services provided are understood and agreed to. A signed copy is made available for the resident.

5. Process for submitting an application to become a resident.

5.1. Please read this information and discuss the matter with your family, friends, Doctor and legal adviser.

5.2. If you have not already done so, arrange for an assessment by the Aged Care Assessment Team.

Should you have further queries or concerns, please do not hesitate to contact the General Manager by phone on (03) 5683 9613 or use the CONTACT FORM.

Thank you for your interest in Prom Country Aged Care Inc,
Prom View Lodge and Banksia Lodge.

Vision – Mission – Values

Sun, 06 Sep 2009 19:06:36 +0000

Our Vision

To provide the quality of service where the people within our care live their lives to their fullest potential – in a place that they are pleased to call home.

Our Mission

To create a safe, caring and enabling environment where every person is treated with the utmost dignity and respect by staff who are proud to deliver exceptional standards of individualised care.

Our Philosophy

To provide a congenial, home-like environment where residents are encouraged to live as independently as possible, and where individuality is respected.
To create an environment where the highest quality of care is delivered by skilled, professional staff and community volunteers who are valued for their individual talents.
To provide equitable access to residential care on the basis of need; irrespective of geography, socio-economic status, ethnicity, age or sex.

Our Values

At Prom Country Aged Care our values are a direct reflection of our philosophy:

Compassion
Integrity
Respect
Commitment to excellence
Transparency
Trust

Strategic Plan (2008 – 2013)

Sun, 06 Sep 2009 18:51:39 +0000

Prom Country Aged Care is on the cusp of fundamental change. Birth rates have fallen, people are living longer, and the local population is set to decline over the next 20 years.

All age groups under the age of 65 are expected to shrink, but a’ tsunami’ of ageing baby boomers will see the proportion of people over the age of 65 grow by 148 per cent, to more than 40 per cent of our local population. The major growth of this age group will be in people living beyond the age of 80.

Government initiatives to enable older people to live in their own homes for longer will help curb demand for low-care hostel accommodation; however, the needs of people with greater levels of frailty and complex health problems will drive significant growth in demand for quality high-care nursing home services.

The need for more respite care will also grow, as the number of families caring for their older relatives rises.

By 2011, the South Gippsland region is predicted to have just three surplus low-care beds and a deficit of 33 high care beds. By 2016 that deficit will have grown to 39 low-care beds and 68 high care places.

To address this shortfall, the Government and private ‘supported residential’ services and ‘extra service’ facilities, are investing in new, state-of-the-art infrastructure, such as in Inverloch, Yarram and Leongatha.

These facilities – and the exponential growth in retirement villages – represent significant competition for Prom Country Aged Care, requiring us to not only seek ways to ensure our facilities are competitive, but also to also look to possibly extending our services beyond aged care to other areas of community need.

Enabling people to age in one place – without the anxiety of having to move from a familiar low care hostel to an unfamiliar high care nursing home – is a significant trend in best practice aged care globally. This poses a significant challenge for organisations such as ours, which operate predominantly single-purpose facilities in different locations.

Finding ways to address this situation – and operate as a more efficient and streamlined organisation is a priority.

A further challenge in coming years will be our ability to attract and retain the skilled and qualified workforce necessary to meet the community’s needs at a time when the number of working age people in the district is declining. As the number of people under the age of 45 shrinks, so workforce availability will shrink. This is likely to put mounting pressure on wages and increase the mobility of staff between employers.

The size and viability of Prom Country Aged Care operations is also a significant challenge.

With government-regulated funding and increasing operating costs across the industry, small 30 bed facilities are becoming less and less viable and are marginal businesses at best. Even with the most cost-effective structure, a small operation such as ours is vulnerable to any changes in cost, regulation or other factors.

Compliance with changing regulations and associated costs;
Maintaining accreditation and certification;
Staffing capacity and competition for skilled and specialist staff;
The cost of rebuilding facilities to comply with certification requirements and the expectation of current and future residents, and
Providing and continually upgrading services to reflect community and resident needs.

This Strategic Plan sets out how Prom Country Aged Care will address these challenges over the next five years and beyond. Delivering quality care in ways that are relevant to the needs of residents and their families is at the core of these strategies.

>> Download Complete PCAC Strategic Plan PDF <<

High Quality Long Or Short Term Aged Care

Sun, 06 Sep 2009 15:48:40 +0000

Prom Country Aged Care’s reputation for high quality, home-like residential aged care spans nearly 25 years, and is the #1 choice for a growing number of people seeking permanent or short-term care.

People from all over Victoria are drawn by our good reputation, wonderful location, vibrant community, and the knowledge that excellent doctors and services are just moments away.

Prom View Lodge is a comfortable 30-bed high care nursing home for people who need regular assistance with daily activities, while Banksia Lodge – just 10 minutes away – is a delightful 30-bed hostel for people who require lower levels of care.

Both facilities are fully licensed and accredited to stringent Government standards.

Banksia Lodge – Jones Street – Foster

Prom View Lodge – Welshpool Road – Toora

Caring And Skilled Staff

Sun, 06 Sep 2009 10:01:52 +0000

As well as being fully qualified, our staff are friendly and caring.

It is even a common sight to see the gardener enjoying a conversation with the residents and of course they enjoy the regular interaction too.

Be Part Of A Friendly Community

Sun, 06 Sep 2009 03:50:11 +0000

To live at Prom Country Aged Care is to live at the heart of a vibrant and friendly community.

Whether it’s through the local choir, sporting clubs, library, amateur theatre, Church Services, senior citizens groups or many others, Prom Country Aged Care residents are involved in all aspects of community life.

And, thanks to the great work of our Auxiliaries, regular visits from school students, the efforts of many volunteers and the generosity of the community, our residents’ lives are truly enriched each and every day.

There’s Always Something Interesting To Do!

Sat, 05 Sep 2009 13:49:33 +0000

Whether it’s Tai Chi in the morning, tending the vegetable garden in the afternoon, singing along with a visiting musician before Happy Hour or playing a game on the Nintendo Wii, there is always something for residents to do at Prom Country Aged Care.

Regular outings on the Community Bus, indoor crafts, carpet bowls, bingo, boccé, games and other activites are also part of the busy social calendar, but, for those who prefer the quieter life, there are many peaceful, light-filled nooks for quiet contemplation, or watching the array of passing wildlife.

The onsite gymnasium equipment keeps the more energetic suitably entertained as well.

Health, Medical and Other Useful Services

Wed, 02 Sep 2009 12:40:51 +0000

A wide range of Medical, Health and other Services are always on hand with the Foster & District Hospital conveniently located right next door to Banksia Lodge.

Residents receive regular visits from Doctors and Allied Health Practitioners including a Massage Therapist, Physiotherapist, Podiatrist, Dietician, Optometrist, Dentist, Beauty Therapist and Hairdresser.

Charter of Residents’ Rights & Responsibilities

Wed, 02 Sep 2009 09:59:44 +0000

A. Each resident of a residential care facility has the right:

to full and effective use of his or her personal, civil, legal and consumer rights;
to quality care which is appropriate to his or her needs;
to full information about his or her own state of health and about available treatments;
to be treated with dignity and respect, and to live without exploitation, abuse or neglect;
to live without discrimination or victimisation, and without being obliged to feel grateful to those providing his or her care and accommodation;
to personal privacy;
to live in a safe, secure and homelike environment, and to move freely both within and outside the residential care service without undue restriction;
to be treated and accepted as an individual, and to have his or her individual preferences taken into account and treated with respect;
to continue his or her cultural and religious practices and to retain the language of his or her choice, without discrimination;
to select and maintain social and personal relationships with any other person without fear, criticism or restriction;
to freedom of speech;
to maintain his or her personal independence, which includes a recognition of personal responsibility for his or her own actions and choices, even though some actions may involve an element of risk which the resident has the right to accept, and that should then not be used to prevent or restrict those actions;
to maintain control over, and to continue making decisions about, the personal aspects of his or her daily life, financial affairs and possessions;
to be involved in the activities, associations and friendships of his or her choice, both within and outside the residential care service;
to have access to services and activities which are available generally in the community;
to be consulted on, and to choose to have input into, decisions about the living arrangements of the residential care service;
to have access to information about his or her rights, care, accommodation, and any other information which relates to him or her personally;
to complain and to take action to resolve disputes;
to have access to advocates and other avenues of redress; and
to be free from reprisal, or a well-founded fear of reprisal, in any form for taking action to enforce his or her rights.

B. Each resident of a residential care service has the responsibility:

to respect the rights and needs of other people within the residential care service and to respect the needs of the residential care service community as a whole;
to respect the rights of staff and the proprietor to work in an environment which is free from harassment;
to care for his or her own health and well-being, as far as he or she is capable;
to inform his or her medical practitioner, as far as he or she is able, about his or her relevant medical history and his or her current state of health.

Enjoy Freshly Cooked Food

Wed, 02 Sep 2009 09:34:32 +0000

Lush vegetable gardens in convenient raised beds adorn a sunny plot outside. Organic produce is freshly picked on a regular basis to add to the array of hot, healthy and freshly cooked food enjoyed by the residents.

Meals can be enjoyed in the spacious dining room or served in rooms for a more private atmosphere. Of course, special needs diets are also catered for and we happily offer a coice of meals if needed as well.

Wander Through The Delightful Gardens

Mon, 31 Aug 2009 15:28:54 +0000

The gardens have been specially designed to stimulate the senses, with colourful borders, delightful scents, textured bark, flowering shrubs and even the birds enjoy being fed in the peaceful surrounds.

There are sunny courtyards, lush green lawns, a barbecue area, safe pathways, comfortable seats, bird baths, shady trees and so much more.

Beautiful Coastal & Country Environment

Sat, 29 Aug 2009 17:01:20 +0000

The area around Wilsons’ Promontory is well known for tranquility and beauty. The landscape comprises of a mixture of lush pasture, fern gullies and native forests and small townships can be found both on the coast as well as inland.

South Gippsland is also renowned for a country community spirit that is supportive, welcoming and friendly.

Foster and Toora are conveniently located close to the South Gippsland Highway and a comfortable 2.5 hour road trip will take you to the Melbourne CBD.

We’re Getting Better All The Time!

Fri, 28 Aug 2009 13:50:48 +0000

In July 2009, the Federal Government awarded Prom Country Aged Care the largest-ever capital grant for a regional residential aged care service in Australia! The massive $9 million grant will see a new 60-bed ‘ageing in place’ facility built in the bustling township of Foster by December 2012.

We look forward to combining our two facilities and creating even more efficient services for the community. Until then, residents of Banksia Lodge in Foster, and Prom View Lodge in Toora will continue to receive the same outstanding levels of care that Prom Country Aged Care has built its reputation upon.

Administration Contacts

Thu, 06 Aug 2009 18:17:10 +0000

For all administration enquiries see the list below. For all general enquiries, please use the Contact Page.

Standards Overview

Sat, 01 Aug 2009 23:45:37 +0000

Broadbent Welcomes Aged Care Funding

Mon, 06 Jul 2009 10:19:20 +0000

BROADBENT WELCOMES FUNDING FOR PROM COAST AGED CARE

The Member for McMillan, Russell Broadbent, has welcomed the announcement of a $9,000,000 capital funding grant from the Federal Government for Prom Country Aged Care for the development of its proposed facility at Foster.

“This is a wonderful outcome for the Prom Country Aged Care Association and a just reward for the years of hard work they have put in to planning and fund-raising for this project.

“It will enable them to go ahead with the construction of a purpose built facility that will consolidate existing aged care facilities at Foster and Toora onto the one site.

“It will guarantee long-term availability of appropriate care for the aged in an area of demonstrated need.”

“I congratulate all of the people who have worked so hard on this project.”

Media Contacts:

Kevin Carmody – 03 5623 2064 or 0408 545 349

10A Napier Street, Warragul, Vic 3820 – Tel: (03) 5623 2064 Fax: (03) 5623 2509 Toll Free: 1300 132 581

Parliament House, Canberra ACT 2600 – Tel: (02) 6277 4233 Fax: (02) 6277 8485

New Aged Care Facility To Open In Foster

Fri, 03 Jul 2009 07:19:07 +0000

MEDIA RELEASE

PROM COUNTRY AGED CARE SCOOPS THE POOL WITH FUNDING FOR NEW AGED CARE FACILITY IN FOSTER

Prom Country Aged Care (PCAC) has been awarded $9 million from the Federal Government’s Capital Grant’s program to build an $11.7 million, 60-bed residential aged care facility in Foster.
It is thought to be the largest-ever capital grant to be awarded to a regional aged care facility, and is the second largest capital grant to be approved in Victoria this year.

Robert Knight, Prom Country Aged Care’s President is thrilled. “This was PCAC’s first attempt to secure such a grant. It is wonderful news for our residents and their families – and a tremendous boost for the entire Prom Coast district,” he said.
The new facility, which has received strong support from the community, will provide 30 high care and 30 ‘ageing in place’ places.

This means that as residents become more frail and their care needs change, they can continue to live in the same place and be saved the distress of having to move to the unfamiliar surrounds of a nursing home.

“The future of aged care services in the district is now secure, and tomorrow’s residents will be ensured absolute continuity of care and comfort.
“We will not only be able to offer the most modern, purpose-built facilities, but will operate so much more efficiently within a single facility. It will provide the cost savings we desperately needed to secure our long-term viability,” he said.
PTO

Mr Knight added that while the location of the new facility is still to be nailed down, the Board’s preferred location is on land currently owned by South Gippsland Hospital.

“This would position us at the heart of the health precinct, adjacent to the Hospital and Medical Centre – and close to Foster’s bustling town centre.
“Discussions between the PCAC and South Gippsland Hospital Boards are continuing.”

Mr Knight said that he expects the Board to let contracts in the next 6-9 months and anticipates that the aged care facility’s residents and staff will move into their new premises by 2012.
“This project will create a significant number of jobs and boost local businesses in the process. We are excited and very thankful,” he said.

For more information contact:
Robert Knight, President
Prom Country Aged Care
Mob: 0429 703 905

Joanne Stringer, General Manager
Prom Country Aged Care
Mob: 0419 573377

New Aged Care Facility Planned

Sun, 23 Nov 2008 12:17:41 +0000

MEDIA RELEASE

NEW AGED CARE FACILITY ON THE CARDS FOR CORNER INLET

A new, state-of-the art residential aged care facility could be built in Foster if a Federal Government funding application being submitted next month is successful.

Prom Country Aged Care (PCAC) President, Robert Knight, said the proposal would see the two existing homes – Prom View Lodge in Toora and Banksia Lodge in Foster – combined into a single new 60-bed facility that would care for the needs of all residents, regardless of whether they needed low or high levels of care.

The proposed changes emerged from a strategic planning process that the PCAC Board undertook earlier this year with the help of aged care expert, Dennis Boyd of DRB Strategic Management Essentials.

“We conducted an in-depth review of our facilities to see how they could meet our community’s future needs and expectations bearing in mind predicted shifts in demand for aged care services and changes to government funding”, he said.

The review revealed that over the next few years demand for low care hostel accommodation, such as at Banksia Lodge, will decrease, while the need for high care nursing home accommodation, such as at Prom View Lodge, will grow.

Mr Knight said that this shift in demand presents PCAC with a major problem because the current facilities cannot provide the flexibility needed to accommodate a changing mix of residents, from low care to high care.

Prom Country Aged Care is faced with three significant challenges:

1. Banksia Lodge was never designed to accommodate high care residents and it doesn’t meet the necessary high care building certification standards. The cost to modify the premises to bring them up to high care standard would be prohibitive;

2. Prom View Lodge is old, the cost of maintaining it is high and it cannot meet modern-day expectations; and

3. Providing residential services from two geographically distant sites means there is limited ability to share resources and the subsequent duplication of services leads to higher than necessary operating costs.

Mr Knight says that PCAC’s high cost structure is putting the organisation’s long-term financial viability at risk.

“We are currently losing money on our daily operations and the only thing that keeps us afloat is the interest we earn on residents’ bonds. This means we’re seriously vulnerable. If we’re not profitable, we can’t invest in the future and we won’t be here in five years”.

The review identified that cost savings of more than $200,000 a year could be achieved through reduced duplication in areas such as information technology and communications systems, maintenance, accreditation costs, meals and laundry services, management systems and travel time, if the two operations merged.

“It’s clear to the Board that we need to make some big decisions now to ensure we are able to meet our community’s future needs”, he said.

Mr Knight said that combining low care and high care services in one flexible facility would have profound benefits for residents and their families.

“A recent trend in residential aged care is the introduction of ‘ageing in place’, which enables people to receive low-level or high-level care in the same place of residence.

“It’s especially beneficial for couples with different care needs who, under the current system, might need to be separated. Ageing in place spares residents the distress of having to move from a familiar low care hostel to an unfamiliar nursing home when they become more frail and their care needs change.

“This is a really significant issue for our residents and their families, and we now have an opportunity to remove that cause of stress and anxiety from their lives”.

The new facility is expected to generate job opportunities in a number of areas, including nursing, lifestyle and activities and personal care.

A search for potential sites is currently being discussed, with an emphasis on finding one close to Foster’s hospital and medical centre.

Proximity to a range of other community services, including the Senior Citizens Club, library, theatre, shopping and allied health services contributed to Foster being the preferred location.

“If our funding application is successful and we are able to secure suitable land, we would expect the new service would be up and running in around three to five years”, Mr Knight said.

For more information contact:

Joanne Stringer (Prom Country Aged Care) Mob: 0419573377

Visiting Medical Officers & Allied Health

Sat, 06 Sep 2008 23:05:19 +0000

Committee & Organisation Structure

Sat, 06 Sep 2008 22:53:57 +0000

Presidents Report 2007-2008

Sat, 06 Sep 2008 22:25:41 +0000

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

Wed, 03 Sep 2008 22:28:30 +0000

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

Mon, 01 Sep 2008 22:29:50 +0000

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

Sun, 31 Aug 2008 22:45:39 +0000

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

Sun, 31 Aug 2008 22:35:54 +0000

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