VOLUME 6, ISSUE 09 | SEPT 2024 FAMILY BUSINESS ASSOCIATION A FAMILY AFFAIR Also in this issue MERCY HEALTH • ARRCS Catherine Sayer, CEO
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Research Directors Mike Luchetta Dylan Tenbrink Contributing Writers Dan Macharia Director of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood ManAgeing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
EDITOR’S NOTES September brings with it many changes. Families are settled into a new routine, summer is stored in our memory banks, and the fall beckons. For organizations across the Oceania region, the fall is also a time to take stock, align their priorities with what lies ahead, and ensure best practices are implemented moving forward. Many business sectors are thriving across New Zealand and Australia from logistics to high tech and tourism. The health and hospitality sector in particular continues to grow in leaps and bounds. For our September issue, Business View Oceania was privileged to interview several leading healthcare providers who have proved to take a leading role in helping patients through their health journey. We sat down with Mercy Health and Dementia Australia to discuss the role each of these organizations plays in facilitating the best care options. Looking at the individual holistically and offering services to facilitate recovery remain central in both of these leading organizations’ health models. For our this month’s issue, we also featured Lutheran Homes, the Family Business Association, and The Australian Institute of Hotel Engineering. We got a glimpse into how these organizations are implementing best business practices while serving their client and member base. With all our profiles we hope that our valued business leaders learn a little something new about their relevant business sector as well as something about key developments within other business sectors that may serve to increase productivity and represent a model to strive for. As we continue to bring you features covering the very best in business developments across the Oceania region, we hope that you have a chance to unwind in this busy month of September and get outside to enjoy the month before it too quickly passes. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
VOLUME 06, ISSUE 09 11 AUSTRALIAN REGIONAL AND REMOTE COMMUNITY SERVICES (ARRCS) Remote Care, Deep Connections 21 LUTHERAN HOMES BAROSSA Transforming Aged Care Practices with AI and Robotics 31 MERCY HEALTH Health First COVER FAMILY BUSINESS ASSOCIATION 2 EDITOR’S NOTES 5 OPENING LINES HEALTHCARE AUSTRALIAN REGIONAL AND REMOTE COMMUNITY SERVICES (ARRCS) 11 3 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
55 43 AUSTRALIAN INSTITUTE OF HOTEL ENGINEERING Engineering Hospitality 55 FAMILY BUSINESS ASSOCIATION A Family Affair HOSPITALITY PROFESSIONAL SERVICES The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. FAMILY BUSINESS ASSOCIATION 4 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
BENEFITTING FROM OUR HEALTH SYSTEM REQUIRES HAVING ACCESS TO IT Source- https://ahha.asn.au/, News Editor, First Published August 6, 2024 ‘Primary health care is about keeping people well, but this requires being able to access it. It is the reason why Medicare was introduced, and yet 40 years later, our primary care system is struggling,’ says Australian Healthcare and Hospitals Association (AHHA) Chief Executive Ms Kylie Woolcock. ‘Australia has more doctors per head of population than the United Kingdom, the United States, Canada, Japan, New Zealand and many other nations – but too many of us can’t get in to see a GP.’ Unmet demand projections from Commonwealth Government modelling have estimated a current shortfall of GPs of over 2,400 FTE in 2024, increasing to around 3,900 FTE in 2028, and to over 8,900 FTE by 2048. Too few are choosing to become or stay practicing as a GP. ‘Our system is under ever-increasing strain, unable to align service structures with demand or capacity Opening Lines 5 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
‘As the gatekeepers of our primary healthcare system, GP shortages can mean getting the care you need, where you need it and when you need it can be almost impossible. ‘In general, you still need access to a GP to access subsidised services under Medicare. While bulk billing rates are being increased across all states and territories, and there are increasing numbers of Urgent Care Clinics, these services still rely on the same primary healthcare workforce plagued by shortages. ‘While governments across the country recognise they need to work together so that people can experience health care as it should be – focused on their needs, the needs of their families and their communities – this report is just more evidence showing health reform is long overdue.’ ‘The Commonwealth has committed to Strengthening Medicare, reviewing the incentives they provide to support GP practice and helping them to practise where they are needed. It is also reviewing how we can get the best from our entire highly-skilled health professional workforce, through the Scopes of Practice Review.And critically, National Cabinet has endorsed a more comprehensive and collaborative approach to be taken in the next National Health Reform Agreement, being worked on now. ‘These developments are encourAgeing, but more importantly they are crucial and need to result in people having better access to timely and appropriate care. ‘AHHA urges all Australian governments to prioritise a collaborative healthcare reform agenda to deliver care that is contemporary, fit for purpose and meets the needs and expectations of all Australians.’ to deliver universal access,’ continued Ms Woolcock. ‘In remote and rural Australia, where GP shortages have long been the norm, issues of access to primary care are biting harder than ever before, and now these gaps in access are also widening in our inner regional centres and the outer suburbs of our major cities.’ ‘We rely on a health system that assumes you can see your GP when you need to, and certainly when you are sick. 6 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
OPENING LINES HOMEBUYERS ARE FEELING MORE CONFIDENT ABOUT BUILDING A HOME, WITH NEW HOUSE SALES RISING DUE TO THE ONGOING HOUSING SHORTAGE AND EASING INTEREST RATE JITTERS. Source- https://www.realestate.com.au/, Ben Dorington, First Published July 17, 2024 TNew Housing Industry Association (HIA) figures showed that new house sales increased 15.7% across the country during the three months to June, compared to the previous quarter, and were 20.4% higher compared to the same period last year. The uptick in new house sales is a welcome sign for Australia’s challenged home building industry, which is still building homes at levels below what’s needed to house our growing population. HIA economist Maurice Tapang said Western Australia, Queensland and South Australia were doing the heavy lifting on the new house sales front. “With the sales recovery in these markets now sustained, an increase in the number of new detached houses commencing construction will be observed in the second half of this year, albeit from a low base,” Mr Tapang said. “Market confidence is returning as the impact of rate increases dissipates and the shortage of housing stock makes new home building increasingly attractive. “These three markets have seen demand for new homes increase due to strong employment opportunities and relatively affordable land, driving local population growth.” New house sales increased 15.7% nationally during the three months to June, compared to the previous quarter. Picture: Getty However, NSW and Victoria new house sales remained weak during the quarter due to the higher land costs in Sydney and Melbourne. Mr Tapang said sales in NSW and Victoria had also been constrained by additional regulatory costs and higher taxes, charges and fees in these markets. Metricon general manager of Vic sales and marketing Drew Glascott told realestate.com.au that the demand for new homes was robust, having seen a 40% increase in enquiries. “The surge in new home sales has been driven by the introduction of significant government incentives for first-time homebuyers,” Mr Glascott said. “For instance, the Queensland government’s doubling of the first home buyer grant to $30,000 for eligible buyers has led to a marked increase in inquiries and sales. 7 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
“Similarly, the South Australian government’s abolition of stamp duty and removal of property value thresholds for the first homeowner grant has significantly boosted buyer confidence in that state.” BUILDING ACTIVITY DECLINES While new house sales were on the rise, the latest housing completions data from the Australian Bureau of Statistics showed new home supply in the first quarter of the year was well below the levels needed to meet the country’s housing targets. In the March quarter of 2024, 41,329 homes were completed across Australia, a decrease from 45,643 in the December 2023 quarter. Just 41,329 homes were completed across Australia during the March 2024 quarter. To reach the Housing Accord’s national housing target of 1.2 million new homes by 2029, Australia will need to build 60,000 homes on average each quarter over the next five years. Property Council group executive policy and advocacy Matthew Kandelaars said low housing completions casted a dark cloud on the nation’s 1.2 million new homes target, which came into effect this month. “If housing supply stays this low, we will only manage to build around 830,000 homes over the next five years, leaving us a whopping 370,000 short,” Mr Kandelaars said. “We will only achieve our target of 1.2 million homes by applying increasing amounts of federal funding, state resources and a ‘yes’ mindset to reach that goal.” 8 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
AUSTRALIAN REGIONAL AND REMOTE COMMUNITY SERVICES (ARRCS) REMOTE CARE, DEEP CONNECTIONS LUTHERAN HOMES BAROSSA TRANSFORMING AGED CARE PRACTICES WITH AI AND ROBOTICS healthcare 9 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
MERCY HEALTH HEALTH FIRST 10 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
REMOTE CARE, DEEP CONNECT CARING FOR THE COMMUNITY WHILE RESPECTING CULTURAL INTEGRITY AT A GLANCE AUSTRALIAN REGIONAL AND REMOTE COMMUNITY SERVICES (ARRCS) WHAT: A not-for-profit organization that provides care and support services, including aged care, and community programs, to individuals living in regional and remote areas of the Northern Territory. WHERE: Headquartered in Darwin, Northern Territory, Australia WEBSITE: www.arrcs.org.au AUSTRALIAN REGIONAL AND REMOTE COMM 11 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
, TIONS Focusing on First Nations communities,Australian Regional and Remote Community Services (ARRCS) has become vital in caring for the Northern Territory’s aging population since its establishment in 2014. Wendy Hubbard, the General Manager of ARRCS, provides insight into the organization’s history, its commitment to cultural integrity, and the challenges and innovations shaping its operations. A UNIQUE FOUNDATION AND VISION ARRCS was established in 2014 to address the growing need for aged care services in the Northern Territory, MUNITY SERVICES (ARRCS) 12 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
particularly within First Nations communities. UnitingCare Queensland stepped in to support the creation of ARRCS, which operates with its own dedicated board and governance structure. This framework allows ARRCS the flexibility to adapt to the unique circumstances of the Northern Territory while maintaining strong oversight. At its core, ARRCS’s vision goes beyond simply providing services. “We want to be recognized as the best-aged care provider for First Nations people in the Northern Territory,” says Hubbard. This vision drives every aspect of ARRCS’s operations, ensuring that all elders in the territory, both Aboriginal and non-Aboriginal, receive care that honors and respects their cultural identities. DELIVERING CARE TO REMOTE LANDSCAPES ARRCS’s approach to care is distinct, particularly in its willingness to operate in some of Australia’s most remote and underserved regions.“When no one else will go in, we’ll go in,” Hubbard states, capturing the organization’s pioneering spirit. ARRCS operates in areas such as Nhulunbuy, Tennant Creek, Mutitjulu, and Docker River, where populations can be as small as 350 people. These communities are not just remote; they are often inaccessible, facing extreme weather conditions and significant logistical challenges. ARRCS provides a comprehensive range of services in these remote areas, ensuring no elder is left without support. These services include residential and community-based aged care and the delivery of meals, medications, and laundry services to community members who meet government criteria. “Once somebody can’t live at home, we take them into residential aged care,” Hubbard explains, describing a seamless continuum of care. These services are designed to mirror those provided in mainstream aged care facilities but with adaptations for the unique conditions of remote Australia.“In Docker River, for example, it gets up to 50 degrees and down to minus three,” Hubbard notes, highlighting the extreme conditions that residents and staff must endure. Despite these challenges, ARRCS remains committed to providing high-quality care, even in the most difficult environments. CULTURAL SENSITIVITY AT THE CORE ARRCS’s approach is rooted in cultural sensitivity, especially in its work with First Nations communities. The focus is a strategic priority and a core aspect of ARRCS’s identity. “We have cultural specialists at 13 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09 AUSTRALIAN REGIONAL AND REMOTE COMMUNITY SERVICES (ARRCS)
Cultural sensitivity is particularly important in workforce management challenges. ARRCS employs a diverse workforce, many of whom come from overseas. Before the COVID-19 pandemic, the organization relied on workers from Nepal and other countries who would gain permanent residency through their work with ARRCS. “COVID stopped all each site who are responsible for integrating cultural practices into the care we provide,” says Hubbard.These specialists, fluent in local languages and attuned to the cultural contexts of their communities, ensure that the care provided is both respectful and effective. 14 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
that,” Hubbard recalls, forcing ARRCS to rethink its approach to staffing. In response, ARRCS became the first aged care provider to participate in the Pacific Labor Scheme, a government initiative originally designed to bring in workers for agricultural jobs.“We teach people how to be personal care assistants, they get a qualification, and they stay with us for up to four years,” Hubbard explains. This program has brought in about 130 workers from the Pacific Islands, who have become an integral part of ARRCS’s workforce. However, this also introduces new challenges, particularly regarding cultural integration. “Our workforce includes many non-English speaking workers, and we must ensure that they can communicate effectively with our First Nations residents, who may speak 10 to 15 different languages,” Hubbard notes. This requires a careful balancing act, as ARRCS must navigate the cultural differences between its staff and the communities they serve. The organization’s commitment to cultural sensitivity is evident in its ongoing efforts to provide training and support to its workforce, ensuring that all staff are equipped to provide care that respects the cultural identities of the residents. SENSORY ROOMS Recently, ARRCS completed a 32-bed residential facility in Nhulunbuy, East Arnhem.“We finished the Nhulunbuy project on December 22, 2022,” Hubbard reports. This facility reflects ARRCS’s dedication to delivering high-quality care in some challenging environments. But the organization is not stopping there. Another ambitious project is underway in Docker River, where a new 26-bed facility is being built with a $34 million grant. 15 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09 AUSTRALIAN REGIONAL AND REMOTE COMMUNITY SERVICES (ARRCS)
Fox Education and Consultancy specializes in delivering face-to-face training and education across the Northern Territory, interstate, and internationally. Our small, flexible team of experienced nurse educators’ tailor programs to meet organizational needs, ensuring they reflect current industry standards. We offer various training options, including: Continuing education from Certificate II to Diploma, Gap training to qualification levels, Industry-specific annual core training, and Training workplace clinicians or educators with ongoing support and mentoring. Our staff, passionate about health and care professions, bring recent industry experience to their teaching. We maintain small class sizes to support diverse learning styles. Our courses are nationally accredited by the Australia Skills Quality Authority (ASQA), and our Diploma of Nursing is approved by the Australian Health Practitioners Regulations Agency (AHPRA). We also provide customized training in First Aid, CPR, and specialized sessions for Epilepsy, Peg Feeding, and Midazolam Administration. QUALIFICATIONS OFFERED INCLUDE: Certificate II in Community Services, Certificate III in Individual Support, Certificate IV in Ageing Support, Certificate IV in Disability Support, Certificate II & III in Aboriginal and/or Torres Strait Islander Primary Health Care, Certificate III in Health Services Assistance, Certificate III & IV in Allied Health Assistance and Diploma of Nursing Why study with us? Our experienced educators, small class sizes, and passion for the profession ensure a supportive and effective learning environment. Telephone: +61 8 8927 5995 | Email: info@fox.edu.au The Old Nakara Shopping Centre Corner of Macredie Street and Nakara Terrace NAKARA NT 0810 AUSTRALIA www.fox.edu.au Fox Education and Consultancy is a privately owned and operated RTO. Providing quality, flexible and contemporary education and training in the areas of enrolled nursing, aged care, disability care, allied health assistance, health services assistance, Aboriginal and/or Torres Strait Islander primary health care.
The Docker River project is particularly complex due to the remote location and extreme conditions. “It’s a desert environment, so we’re using modular buildings constructed in Alice Springs,” Hubbard explains. The project has a tight timeline, with only a very short window to transport and assemble the modules. Another innovative initiative that ARRCS has pioneered is the development of sensory rooms specifically designed for First Nations residents with dementia or behavioral issues. These rooms feature videos and sounds that resonate with the local population’s cultural experiences. “The videos are orchestrated by First Nations people, showing things like water running on Uluru or digging Witchetty Grubs,” Hubbard describes. These sensory rooms have proven incredibly effective in calming residents and providing comfort to those in palliative care who cannot be on their traditional lands.“It’s a way for us to bring country to them,” says Hubbard, emphasizing the profound impact these rooms have had on the residents’ well-being. OVERCOMING CHALLENGES Despite its many successes, ARRCS faces significant challenges, particularly workforce management. “Workforce is a huge issue everywhere, especially in regional and remote NT,” Hubbard acknowledges. The pandemic exacerbated these challenges, particularly in Alice Springs, where ARRCS once relied on agency nurses for 21 out of 24 positions. “That was horrifically expensive,” Hubbard notes, adding that the situation was unsustainable in the long term. However, through a concerted effort to recruit and retain staff, ARRCS has reduced its dependence on agency nurses, making its operations more sustainable. Accommodation for staff is another critical issue, particularly in remote areas where housing is scarce and often expensive. In response, ARRCS recently received a $6.4 million grant to develop staff housing 17 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09 AUSTRALIAN REGIONAL AND REMOTE COMMUNITY SERVICES (ARRCS)
11 Years Delivering Project Management Superintendency Quantity Surveying FF&E / Commissioning Aged Care & Health Advisory Grant writing /Management Lead Consultants is a project management and consulting firm specialising in the delivery of metro, regional, and remote projects across Australia for a range of sectors. With the delivery of over 700+ projects, often through repeat, long-term engagements, Lead works collaboratively to deliver projects through multiple stages of development by offering a range of services. Purposeful Project Management: In an era where project management often feels impersonal and detached, Lead stands out as a beacon of purpose-driven expertise. For 11 years, Lead Consultants has been redefining what it means to deliver projects across Australia. What sets Lead apart is our commitment to being more than just a service provider, we become an extension of our client's team, bringing a proactive approach that adds substantial value at every phase. Lead has proven that our collaborative method yields results time and time again. Our diverse range of services showcases a holistic understanding of project needs. This versatility allows us to guide projects through multiple stages of development with seamless expertise. Lead Consultants' philosophy of not being a mere "postbox service" reflects our dedication to meaningful engagement by applying our knowledge proactively from start to finish. In a world of fleeting commitments, Lead Consultants offers something rare: enduring partnerships that genuinely deliver. The Lead Consultants Difference.
in Alice Springs, specifically for workers from the Pacific Islands. “The government gave us funds to create a communal living space that aligns with their cultural practices,” Hubbard explains. This project is not just about providing housing; it is about creating a supportive community where workers can feel at home despite being far from their countries. CULTURAL INTEGRITY A dedication to cultural integrity drives ARRCS’s mission, especially its service to First Nations communities. This dedication goes beyond offering culturally appropriate care; it’s about honoring the cultural heritage of the communities ARRCS serves. “People want to look after the elders, but it’s really hard in the community,” Hubbard reflects. This is particularly true in the Northern Territory, where cultural practices can vary significantly from one community to the next. “First Nations people want to be on country when they die, but sometimes it’s just not possible,” Hubbard notes.The sensory rooms ARRCS has developed bring Wendy Hubbard Brian Wyborn 19 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09 AUSTRALIAN REGIONAL AND REMOTE COMMUNITY SERVICES (ARRCS)
PREFERRED VENDOR/PARTNER n Fox Education and Consultancy www.fox.edu.au Fox Education and Consultancy is a privately owned and operated RTO. Providing quality, flexible and contemporary education and training in the areas of enrolled nursing, aged care, disability care, allied health assistance, health services assistance, Aboriginal and/or Torres Strait Islander primary health care. n Lead Consultants Pty Ltd www.leadconsultants.com.au Lead Consultants specialises in all areas of construction and development consulting. Through our professional and client-specific service, competitive pricing and personal management style, Lead has evolved into a well-resourced and knowledgeable consultancy firm servicing clients across all sectors of the development industry. Whether your project is local, remote, interstate or international, Lead will keep you a step ahead on your next project. country to these residents, providing them peace and connection in their final days. “It’s a way for us to honor their cultural practices, even when we can’t physically bring them home,” Hubbard adds. FUTURE IMPACT Through its innovative projects, such as sensory rooms and the construction of new aged care facilities, ARRCS is setting a new standard for aged care in remote Australia. These initiatives and a commitment to cultural integrity ensure that all elders, particularly First Nations people, receive the dignity and care they deserve in their twilight years. As ARRCS continues to evolve and grow, it remains an example of how aged care can be delivered in a way that respects and honors the cultural identities of the communities it serves. “The Territory is a remarkable place, and it’s a privilege to provide care to the elders who have done so much for their communities,” Hubbard concludes. Cathy Thomas 20 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
LUTHERAN HOMES BAROSSA TRANSFORMING PRACTICES WITH A CORNERSTONE OF THE COMMUNITY WITH A FORWARD THINKING APPROACH AT A GLANCE LUTHERAN HOMES BAROSSA WHAT: A not-for-profit aged care provider offering residential care, independent living units, and home care services to seniors in the Barossa Valley region. WHERE: South Australia, located in the Barossa Valley. 21 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
Located in the picturesque Barossa Valley, renowned for its world-class vineyards and rich Lutheran heritage, Lutheran Homes Barossa has emerged as a leader in aged care innovation. For over seven decades, the facility has been a cornerstone of the community. Under the visionary leadership of CEO Lee Martin, it is now at the forefront of integrating robotics into care practices. By blending cutting-edge technology with compassionate care, Lutheran Homes Barossa is setting new global standards in aged care. G AGED CARE H AI & ROBOTICS 22 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
A LEGACY OF CARE Lutheran Homes Barossa, originally known as Tanunda Lutheran Home, has a storied history that dates back over 70 years. Founded by the Lutheran Church of Australia, the organization has grown from a modest operation into a comprehensive care provider, serving the needs of the elderly population in the Barossa Valley and beyond. “Our organization is deeply rooted in the Lutheran faith, and about 80% of our residents come from a Lutheran background, explains Lee. The Barossa Valley is a unique region, not just because of its wine but also because it has a high concentration of Lutheran churches—27 in total.” A church within the facility further reinforces the connection to the Lutheran community. “We have a church as part of our facility, and we see about 80 people attending our services every Sunday,” says Lee. “We also hold other religious ceremonies throughout the week to provide spiritual support to our residents.” Lutheran Homes Barossa’s mission has always been to provide a safe, supportive, and compassionate environment for the elderly, which has guided the organization’s growth over the years. Today, the facility includes 120 aged care beds, all in single rooms with ensuite bathrooms and 135 independent living units, with plans to expand by an additional 50 units by 2027. AN AGEING POPULATION With a deep commitment to personalized, highquality care, Lutheran Homes Barossa focuses on meeting each resident’s unique needs. The average age of residents ranges from 80 to 85, and the facility proudly cares for several centenarians, including a resident who recently celebrated their 103rd birthday. “We provide high-level care to our residents, many of whom require specialized support due to conditions like dementia or behavioral issues,” Lee explains.“Our facility is a secure environment, which is crucial for residents who need constant supervision.” In addition to its core care services, Lutheran Homes 23 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09 LUTHERAN HOMES BAROSSA
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LEADING HEALTHCARE STAFFING SOLUTIONS • SEEK AND YOU SHALL FIND Providing highly trained and experienced healthcare professionals to offer several sought-after services is at the heart of Seek Nursing Agency’s healthcare approach. Locally owned and managed by an expert and knowledgeable healthcare team consisting of registered medical practitioners, Seek Nursing knows exactly what are the up to the minute needs of the healthcare sector and equips the industry with the very best staffing services every time. Seek Nursing Agency delivers top-tier healthcare staffing services including, personal care assistance, social, community, and civic participation, assistance with cooking, and public transport training as well as a special focus on providing an impressive array of aged care services. All staff are highly trained in assisting the elderly and are experienced in helping to bathe, groom, and dress when needed, as well as providing domestic assistance in key areas including, laundry, grocery shopping, and cleaning tasks. Seek Nursing Agency delivers staff to assist in any transportationrelated healthcare needs, social support roles as well as assist in the palliative care of patients in a sensitive and caring manner. By providing temporary staffing solutions to healthcare facilities and hospitals when there is a need to cover shifts and temporary staffing coverage, Seek Nursing Solutions turns to its network of qualified Registered Nurses (RNs), Enrolled Nurses (ERs), and highly- qualified Personal Assistants (PAs) to get the job done and fill any healthcare hole with leading staffing solutions. When the healthcare sector seeks the best, there is only one choice- Seek Nursing Agency. Seek nursing agency is an emerging nursing agency for health care professionals. We are locally owned and managed by a team of health care professionals who understand health care staffing needs and demands. Our experience and longevity in this industry has earned us recognition from our colleagues. We are also a full-service company with knowledgeable and courteous staff to assist with specific needs from all areas of healthcare. Compassionate Care We assist you with your staffing needs. Our Services NDIS & Disability Aged Care Hospital Staffing Book NOW! info@seeknursing.com.au (08) 9466 5594 Level 1/127 Haydown Road Elizabeth Vale SA 5112 Visit our website LUTHERAN HOMES BAROSSA
Barossa offers a robust lifestyle program designed to enhance the quality of life for residents.Activities are diverse, ranging from bingo and movie nights to physical games and bus trips. The facility even hosts visits from small zoos, providing residents the opportunity to interact with animals—a proven way to boost mood and reduce stress. “Our residents particularly enjoy our lifestyle program,” Lee says. “We have five staff members dedicated to organizing these activities to keep residents physically and mentally engaged. One of the highlights of the lifestyle program is the facility’s approach to mealtime. “We believe that dining should be a social experience,” Lee explains. “We often have ‘happy hours’ where residents can enjoy wine or beer together. It’s small but makes a big difference in their daily lives.” LEADERSHIP AND STAFF Lutheran Homes Barossa’s success results from its comprehensive care services, a strong leadership team, and a dedicated workforce. Lee, who serves as CEO, oversees a team of 200 staff members, 85% of whom are female. The staff is supported by a volunteer board and approximately 80 volunteers, many of whom are in their 80s themselves. “Our staff is the backbone of our organization,” Lee says. “We have a four-member executive team that reports directly to me, and they oversee five main business units: the aged care facility, three retirement village units, and our home care and Commonwealth Home Support Program units.” The facility also strongly emphasizes staff training and development.“We actively promote training and experience by supporting local universities and other training institutions,” Lee explains. We provide onsite training and work experience and partner with local high schools and colleges to allow students to learn about aged care.” One of the most unique aspects of Lutheran Homes Barossa is its use of robots to support staff in their 26 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
daily tasks. “We’ve got 10 operational robots that assist our staff,” Lee reveals. “These robots are not here to replace human workers but to support them, making their jobs easier and safer.” ROBOTICS IN AGED CARE Lutheran Homes Barossa is at the forefront of integrating robotics into aged care practices, a move that has garnered attention worldwide. “We’ve had contact from Japan, Singapore, Hong Kong, Canada, and the United States,” Lee says. “It’s becoming apparent that our facility is leading the world in introducing robotics in supportive aged care practices.” The robots at Lutheran Homes Barossa perform various functions, all designed to improve efficiency and reduce the physical strain on staff. For example, two “truck robots” transport food trolleys, laundry, and other items between the facility’s four wings. “These robots save our staff from walking an estimated 9,000 kilometers per year,” Lee explains. “They also reduce the risk of repetitive strain injuries, a significant issue in aged care.” Another innovation is using cleaning robots that operate during the early morning hours, cleaning over 1,000 square meters of corridors.“This ensures that when our staff and residents start their day, they are greeted by clean, freshly maintained environments,” Lee says. ENHANCING RESIDENT COMFORT AND INTERACTION One of the most intriguing robots is “Paro,” a comfort robot that resembles a baby seal. Paro is interactive, responding to touch and sound with movements and sounds of its own.“Paro is very calming for residents experiencing stress or behavioral issues,” Lee notes. The facility also employs “Temi,” a robot stationed in 27 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09 LUTHERAN HOMES BAROSSA
the reception area that welcomes visitors, provides directions, and even leads tours. “Temi is still in its early stages of development,” Lee explains. “Stage two will include telehealth capabilities, and stage three will focus on enhancing social connections between residents and their families.” The newest addition to the facility’s robotic lineup is “Abi,” a social robot with advanced capabilities that can speak 90 languages and conduct interactive programs like Tai Chi. “Abi even knows how to say grace before meals,” Lee recalls.“It was a big hit with our residents.” BUILDING PARTNERSHIPS AND COLLABORATIONS Lutheran Homes Barossa’s success is also built on strong partnerships with local organizations. One of the most significant partnerships is with the region’s local pharmacy, Barossa Pharmacists, and general practitioners (GPs). “We’ve partnered with two other aged care services and Barossa Pharmacists to deploy pharmacists directly into our facilities,” Lee explains. “This collaboration ensures that our residents’ medications are closely monitored and managed.” The facility’s partnership with local GPs is equally important. “We have four medical centers in the Barossa Valley that support our residents’ day-today medical needs,” says Lee. “These GPs are wellsupported with access to medical records and pharmacy systems, allowing them to provide timely and accurate care.” Another long-standing partnership is with GC&J Constructions, the builders responsible for constructing the facility’s independent living units. “They have been with us for over five years, delivering high-quality units that meet the needs 28 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
of our residents,” Lee adds. STRATEGIC GOALS AND FUTURE ASPIRATIONS Looking ahead, Lee is focused on ensuring Lutheran Homes Barossa’s sustainability in a rapidly changing aged care landscape. “The aged care sector in Australia is under a lot of pressure to meet regulatory changes and financial challenges,” he acknowledges. Our main strategic objective is to remain in business as a standalone, not-for-profit organization.” To achieve this, Lutheran Homes Barossa is expanding its independent living unit business while focusing on budget management. “We are extending our retirement village to ensure we remain financially viable,” Lee explains.“At the same time, we continue to explore new ways to improve the care we provide to our residents through ongoing staff training and development.” As Australia’s population ages, the demand for aged care services is only expected to grow. “There Taking pride in our work by providing our customers with quality, dependable and trustworthy service. www.csjelectrical.com.au admin@csjelectrical.com.au YOUR LOCAL ELECTRICIANS Unit 3, 195 Murray Street, Tanunda, SA, 5352 Po Box 1188, Tanunda, SA, 5352 8563 1405 CLICK TO VIEW ALL OUR SERVICES 29 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09 LUTHERAN HOMES BAROSSA
is no shortage of elderly people requiring 24-hour specialist care,” says Lee. “Our goal is to continue to meet that demand while maintaining the high standards of care that our residents and their families have come to expect.” OVER SEVEN DECADES OF SERVICE “Our focus has always been on providing our residents the highest quality of care,” says Lee. “We are constantly looking for ways to improve and innovate, whether through the use of technology or through the partnerships we build with local organizations.” As the aged care sector continues to evolve, Lutheran Homes Barossa is well-positioned to remain a leader in the field, offering a unique blend of traditional values and modern innovation.“We are leading the world in introducing robotics in supportive aged care practices,” Lee concludes.“But at the end of the day, the personal connections and the quality of care matter most. That’s what we’re here to provide, and we’ll continue to do for many years.” PREFERRED VENDOR/PARTNER n Seek Nursing www.seeknursing.com.au Seek nursing agency is an emerging nursing agency for health care professionals. We are locally owned and managed by a team of health care professionals who understand health care staffing needs and demands. Our experience and longevity in this industry has earned us recognition from our colleagues. We are also a full-service company with knowledgeable and courteous staff to assist with specific needs from all areas of healthcare. n Redtech Commercial Refrigeration www.redtech.net.au n Homecare Equipment Services www.homecareequipment.com.au Homecare Equipment specialises in hire and sales of mobility, rehabilitation, aged care and hospital equipment. We have experienced staff to help with equipment advice, delivery and set up within 24 hours, and also specialist consultants who work with therapists and clients about product trials and assessments. n CSJ Electrical www.csjelectrical.com.au The Director of CSJ Electrical started out as a sole trader back in 2008 and quickly became a thriving family owned and operated business. Recognised as a leading electrical contractor in the area. The team embraces best practice to ensure quality, dependable and trustworthy service while understanding the customer’s needs. n Revive Health Services www.revivehealthservices.com.au Revive Health Services Agency delivers exceptional healthcare staffing solutions for aged care facilities, hospitals, disability services, and community care providers. Our skilled professionals ensure top-quality, compassionate care for your clients. Don’t wait—enhance your team’s capabilities today.Contact us at 08 6187 0960 or email admin@revivehealthservices.com. au for immediate assistance. 30 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
MERCY HEALTH HEALTH FIR ROOTED IN FAITH: A VISION FOR COMPASSIONATE AGING AT A GLANCE MERCY HEALTH AUSTRALIA WHAT: A Catholic healthcare organization providing services across various sectors, including hospital care, aged care, mental health, women’s healthcare, palliative care, and community support. WHERE: Located across various regions in Australia, with significant operations in states such as Victoria, New South Wales, Queensland, and Western Australia. WEBSITE: www.mercyhealth.com.au 31 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
With a legacy of service for over a century, Mercy Health Australia has led the way in compassionate care. The organization’s development has been shaped by the values of the Sisters of Mercy, who arrived in Australia in the 1800s. Clare Douglas, Chief Executive of Healthy Ageing at Mercy Health, underscores the organization’s foundation: “We are a faith-based organization with values stemming from the Sisters of Mercy. These values define everything we do, from the care we provide to how we treat our staff and volunteers.” Mercy Health’s mission has expanded beyond RST 32 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
its religious origins, becoming a leading national healthcare provider with a diverse portfolio across hospital and aged care services. The Sisters of Mercy, who came to Australia in the 1800s, opened their first hospital, St. Benedict’s in Melbourne in 1920, now known as Cabrini Hospital. Today, Mercy Health operates public hospitals and private aged care services, generating over $1 billion in revenue, with approximately $600 million coming from hospitals and $400 million from aged care. Since entering the aged care sector in 1997 with the acquisition of its first two homes, Mercy Health has grown to operate 30 Residential Aged Care Facilities and a home care business that served 9,000 clients last year. Additionally, the organization offers 443 independent living units across 10 different sites, all integrated within precincts that include residential aged care facilities. CREATING HOME-LIKE ENVIRONMENTS One of Mercy Health’s core achievements is its dedication to innovative and person-centered models of care. Recognizing that traditional Residential Aged Care facilities are not always aligned with the evolving expectations of residents, the organization has embraced new approaches that provide more intimate and homely environments. “In our small household living model, we have eight residents in a house, each with its kitchen, living, and entertainment areas,” Douglas explains. “This fosters a sense of community and normalcy, as care companions are rostered to the same residents as much as possible, creating stronger bonds and more personalized care.” This smaller-scale model emphasizes a home-like atmosphere, allowing residents to cook and socialize in a familiar, intimate setting. These homes are designed to emulate the warmth and comfort of a family home, in contrast to the Residential Aged Care facilities layout, which features bed spaces around a central kitchen and dining area.The medium model operates similarly, accommodating 15 residents in slightly larger wings while preserving the personal touch that residents seek in their later years. Douglas highlights the importance of these modernized care environments: “The small household 33 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09 MERCY HEALTH
living model is where we’re heading with future developments, as it aligns better with what residents and their families now expect—a more home-like setting where their dignity and independence are maintained.” HOLISTIC APPROACH TO AGING Mercy Health’s commitment to holistic care extends beyond residential facilities.The organization offers a continuum of care, providing services across retirement living, home care, and residential aged care.This model ensures that individuals receive the appropriate level of care as their needs change over time, allowing them to age with dignity and security. “Our model is built around healthy ageing,” explains Douglas. “We offer everything from independent retirement living to home care services that help people remain in their homes for as long as possible. And when they need more comprehensive care, we provide that through our residential aged care facilities.” Mercy Health’s home care services are particularly robust, with a wide variety of packages designed to meet the needs of Australia’s ageing population. From essential services like gardening and cleaning to more clinical support, the organization tailors its offerings to each individual’s circumstances.“We look after people not just in our retirement living facilities but also more broadly in the community,” says Douglas. “More than 55% of our home care clients have a home care package, and we provide care to veterans and individuals with disabilities as well.” Mercy Health also plays a key role in supporting regional areas, which often lack the same level of access to aged care services as metropolitan regions. This focus on rural and regional support aligns with the organization’s mission to ensure that all Australians, regardless of their economic background or location, receive high-quality care as they age. LEADERSHIP IN DEMENTIA CARE One of Mercy Health’s most important initiatives is its focus on dementia care, which is increasingly imperative as Australia’s population ages. Around 34 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
85% of residents in aged care facilities have some form of dementia, with many experiencing severe symptoms. Mercy Health has embarked on several groundbreaking research initiatives to address this growing challenge, including a partnership with Monash University to co-design a dementia care model based on the Montessori method. “The Montessori model of dementia care is about providing meaningful activities and a sense of purpose to those living with dementia,” Douglas explains.“Our partnership with Monash University is helping us create a model that emphasizes independence and dignity, ensuring that our residents can continue to engage in life in meaningful ways.” This partnership also examines how the physical environment of aged care homes impacts those 35 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09 MERCY HEALTH
with dementia. An audit conducted by Dementia Australia at Mercy Place Parkville identified areas for improvement, and the organization is working to enhance the living conditions for residents with dementia.“The environment is critical for individuals with dementia,” says Douglas. “Simple changes can make a huge difference in how comfortable and secure they feel.” In addition to environmental improvements, Mercy Health has introduced technologies to enhance the quality of life for residents with dementia. One such tool is Paro, a robotic seal designed to provide comfort and companionship to agitated or distressed individuals. “It’s amazing to see Paro’s calming effect on residents,” says Douglas. “It responds to touch, making seal noises and moving, and it helps residents feel more relaxed.” Mercy Health has also adopted “Hug,” a therapeutic device miming the sensation of hugging another person.This tool is particularly effective for residents who may feel isolated or agitated, providing them with the comfort and security of physical touch. SUPPORTING A DEDICATED WORKFORCE Mercy Health’s commitment to excellence extends to its workforce, comprising 10,000 employees, including approximately 4,500 within the Healthy Ageing division. The organization takes pride in providing opportunities for staff to grow and advance in their careers. “We have several people in our organization who have progressed through multiple roles, starting as personal care attendants (PCAs) and advancing to leadership positions,” says Douglas. Mercy Health actively supports the career development of its staff, offering training and educational opportunities through partnerships with universities such as Australian Catholic University. These partnerships provide students with hands-on experience in aged care settings, often leading to permanent employment within the organization. Douglas emphasizes the importance of these relationships: “We want to help people start their careers with us, grow with us, and stay with us.” INVESTING IN INFRASTRUCTURE As Mercy Health continues to expand its footprint, the organization is investing heavily in new infrastructure and facility upgrades. One of its most significant projects is constructing a new 120-bed facility in Mentone, Victoria. This facility, which follows the small household living model, will consolidate residents from three smaller homes into a single, state-of-the-art building. The project is set 36 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
to be completed in February next year. In addition to new construction, Mercy Health is expanding its independent living offerings, with 22 new units currently under construction in Bendigo. Several refurbishment projects are underway, including a $5 million upgrade to a home in East Melbourne and a $10 million renovation at Rice Village in Geelong. “We’re committed to ensuring that our facilities are not only functional but also comfortable and welcoming for our residents,” says Douglas. “We’re investing millions of dollars in upgrades to ensure that our homes remain up to date and can continue to provide the best possible care.” ADDRESSING INDUSTRY CHALLENGES The aged care sector in Australia is undergoing significant change in the wake of the Royal 37 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09 MERCY HEALTH
Commission into Aged Care Quality and Safety. The commission’s recommendations have placed increased pressure on providers to meet higher standards of care, including new minimum staffing requirements. Like many other providers, Mercy Health faces challenges in meeting these standards while remaining financially sustainable. “One of the biggest challenges we face is workforce shortages,” says Douglas. “There are simply not enough staff to meet the growing demand for aged care services, and we’re competing with other providers for a limited talent pool.” Financial sustainability is another critical concern. A government task force recently reviewed aged care funding, and Mercy Health is hopeful that the recommendations from this review will lead to a more sustainable model for the future. “The current funding model doesn’t provide a significant 38 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 09
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