304th MEETING OF THE BOARD OF DIRECTORS
18th OCTOBER 2019
Please note that John Phillips and Michael Flanigan of auditors CW Stirling will attend the Board meeting at 8.00am 10th October 2019
To: N. Horton J. Gole D. Coombes B. Lipmann R. Rosewarne G. Mansour C. Pearce I. Davidoff I. Winter S. Phillips
C.C.: M. Deschepper H. Small
NOTICE OF THE THREE HUNDRED AND FOURTH MEETING OF THE BOARD OF WINTRINGHAM TO BE HELD AT 136 MT ALEXANDER RD, FLEMINGTON ON WEDNESDAY 7TH AUGUST, 7.30am to 9.00am
Enclosed:
1. Agenda for Meeting No. 304
2. Draft Minutes of Wintringham Board Meeting No. 303
3. Board Action Item schedule
4. 2019 Calendar of events
5. Chief Executive Officer’s Report
6. Operational Risk Report
7. Finance Report
8. Selected Correspondence and Attachments Wintringham Activities/Projects List of Acronyms and Definitions
1 WINTRINGHAM BOARD OF DIRECTORS’ MEETING No. 304 TO BE HELD ON FRIDAY 18TH OCTOBER 2019
Item Agenda item Attach Time
1 Present 7.30
2 Apologies
3 Approval of Minutes of Meeting 303 Yes
4 Board Action Item schedule Yes
5 2019 Board Calendar Yes
6 Company secretarial matters 6.1 Declarations of interest 6.2 Director’s attendance (annual declaration) Yes 6.3 Christmas hamper presentations – board attendance Yes
7 Significant items of business 7.1 Financial Statements Yes and (to be considered jointly with Wintringham Housing Limited) separate PDF (includes minutes of the Finance & Risk Committee meeting to review the financial statements) Yes 7.2 CEO/DCEO declaration in relation to the financial statements Yes 7.3 Management representation letter Yes 7.4 Resolutions for 2018/2019 financial statements
8 Chief Executive Officer’s Report Yes Royal Commission submission Separate PDF
9 Operational Risk Report Yes
10 Contemporary topic for Board discussion None this month
11 Finance Report Yes Finance and Risk Committee meeting minutes – refer 7.1
12 Other Business 12.1 Review of Auditor engagement Yes 12.2 Residential funding model overview Yes 12.3 Board policy review separate PDF 13 Meeting close 9.00
2 MEETING Wintringham Board Meeting No. 303
CHAIR Jeffrey Gole, President
DATE & TIME Wednesday 7TH August, 2019 7.30am
LOCATION Wintringham head office, 136 Mt Alexander Rd Flemington
IN ATTENDANCE Directors: Gerard Mansour, Vice President Dr Ian Winter Ian Davidoff Netty Horton Dr Richard Rosewarne Sabine Phillips
Staff: Michael Deschepper, Acting CEO Phil Goulding, Acting GMO Elizabeth Davis, Acting CFO Heidi Golz, EA (Minutes)
APOLOGIES Dr Colleen Pearce David Coombes Bryan Lipmann AM, CEO Helen Small, GMO
Item Action
The Chair welcomed Sabine Phillips to the Board and expressed how pleased the Board are in having Sabine join the Wintringham Board, considering her extensive expertise and background working in and advising to the Aged Care Sector.
3.0 The minutes of meeting 302 held on 6th June 2019 were reviewed Previous and accepted as a true and accurate record of the meeting. Minutes The Vice President added that with respect to the new Aged Care Standards, in addition to the video that has been shared with Directors, further training is still to be undertaken by the Board.
4.0 Board The Action Item Schedule was noted. Action Item Schedule The ACEO advised that the timing of AI174 – Home Care review of the CDC model, will be subject to confirmation when the GMO returns from leave.
3 AI 182 - further details to be presented to the Board for AN-ACC, is scheduled for the October meeting.
The ACEO also advised that the Finance and Risk Committee have requested that the ICT strategy paper be presented to the Board at the next meeting.
5.0 Board The 2019 calendar was noted. The ACEO noted in particular the Calendar updated 18th October joint Board meeting and Planning Day.
6.0 Company 6.1: Declarations of interest Secretarial There were no new declarations of interest. Matters 6.2: Election of office bearers In response to the President’s previously reported decision to step down as President (but remain on the Board) at the conclusion of this Board meeting, Directors considered the election of office bearers for the period to the next Annual General Meeting scheduled for November 2019.
ACEO assumed the Chair, calling for nominations for the position of President. Gerard Mansour was the sole nominee, and was duly elected President.
Nominations were called for the position of Vice President. Ian Winter nominated Jeff Gole who accepted the nomination and as the sole nominee was elected.
It was noted that in accordance with the Board Policies, the President, Vice-President and CEO become members of the Executive Committee.
6.3: Updated Directors details Directors Director’s details have been updated to include Sabine Phillips and email addresses subject to a correction will be available on the Wintringham updated Directors portal.
7.0 Significant None this month. Items of Business
8.0 CEO The CEO’s report was tabled and forms part of these minutes. Report The ACEO highlighted 1.1.3 the Home Care Innovation Fund noting that unfortunately Wintringham was not successful in this funding application. He did advise that Wintringham will continue to pursue opportunities to secure additional case management funding for our clients.
4 In regards to 1.1.5 Standards and accreditation, the Board were advised that Port Melbourne underwent accreditation last week and the AGMO advised that though we will not receive formal notification until twenty-eight days after the visit, positive feedback was provided by the auditors at the conclusion of their site work.
Sabine Phillips questioned if clinical governance reporting to the Board was a focus at the accreditation at which the AGMO confirmed that though not in this instance, our expectation was that if there were gaps or risk areas found, then clinical governance oversight would be investigated. Distribute accreditation Following further discussion the Board requested that the report to the accreditation report be distributed to the Board once finalised. Board out of session At the topic of 1.1.6 Royal Commission, the Chair and the Board congratulated the CEO and Kate Rice, Manager at Gilgunya, immensely for the extent of their work contributing to, and Royal presenting at the Royal Commission hearing. The Board passed Commission on their acknowledgement of the amount of work that this involved letter to CEO and KR and requested that a letter of appreciation to both be prepared.
The ACEO briefed the Board on the recent opening of the fourth Wintringham art show, which was a success and thanked Gerard Mansour, who along with Jodi Kennedy, GM of Philanthropy at Equity Trustees, opened the exhibition.
The ACEO also noted the upcoming 30th year celebrations taking place across all Wintringham sites on August 21st to which all Board members are invited to attend.
9.0 None this month. Contemporary Topic for Discussion
10.0 Finance The ACFO advised that the 2019 financial year has ended on a Report positive note with the company wide result being above budget with the additional residential care funding significantly contributing to the above budget outcome. With the CDC home care programs having performed positively over the past months those programs ended the year only marginally under budget.
The methodology of splitting ownership of the recently acquired Shepparton land between Wintringham and Wintringham Housing was questioned and the ACFO confirmed that the land is to be allocated between the two entities based on their respective lots when the site is finally sub-divided post completion. Detailed documentation will be available to support the transaction methodology.
5 Ian Davidoff questioned where the risks and opportunities are in Report on budget risks the budget going forward and if this could be made visible to the and Board in each finance report. The ACFO agreed and will present opportunities further on this.
The minutes of the Finance and Risk Committee meeting no. 12 held on the 24th of July were presented with Richard Rosewarne paying particular mention to the presentation by the Technology Manager Shane Van Houten around the ICT, the Tasmania service paper and the annual asset carrying value review.
The Board RESOLVED to accept the Finance Report.
11.0 The AGMO presented the Operations Report which was prepared Operational to align Board visibility over governance matters required by the Risk Report Aged Care Quality Standards, in particular Standard 8. With the ACEO noting that this report is still work in progress and management continually welcome feedback given by the Board and the recently established clinical governance working group.
Feedback included that the language currently in the report is more descriptive of the process, and suggested that the Board would prefer to see the outcomes and the systemic response to issues and incidents.
The Board acknowledged that clinical governance reporting will be separately considered in Agenda item 12.1, but noted that a key area for consideration with respect to the new Standards and specifically clinical governance is what questions the Board should be asking and what expertise is required to ensure the right questions are being asked.
Ian Davidoff asked for clarification about the metrics included in the key Standard Operating Procedures.
12.0 Other Item 12.1: Clinical Governance Business A wide-ranging discussion was led by the Vice President with respect to clinical governance and the newly created working group, in the light of the responsibilities for Boards resulting from the introduction of the new aged care standards.
The Vice President requested that the recommendations noted in the accompanying paper be deferred to the Board Planning Day to allow the working group to further consider the issues. This includes the need for discussion about the implications on both the organisation and the role of Directors if a new clinical governance committee is created.
6 Further detailed conversations will take place at the October Planning Day and additional information will be provided by the Clinical Governance Working Party.
Discussions also considered the nature of communication between Board meetings and how best to provide the board with information in a timely manner should a critical event occur.
Item 12.2: Tasmania Service Overview The ACEO noted the background to this paper was a request at the February Board meeting to provide an update on the anticipated operational structure and services. Update operating budget The Board noted the report and requested that the financial document information be updated to include the period beyond the initial working capital start-up phase.
Item 12.3: Asset Carrying Values The Acting CFO provided an overview of the paper highlighting that the matter had been considered in detail by the Finance and Risk Committee with their recommendation and the meeting minutes noted within the paper.
The Acting CFO drew to the attention of the Board that as at 30 June 209, management have assessed that an asset impairment does exist with respect to the recently completed head office with construction cost exceeding fair market value by $261,442.The Board RESOLVED to: To record an impairment loss of $ 261,442 on the Head Office building; and that the balance of the Company’s assets are not impaired as the balance sheet carrying value of the assets do not exceed their recoverable amount.
Item 12.4: Board policy review Policy review Due to an inconsistency in the paper preparation not containing deferred to the policy titles, it was agreed that the Board policy review be next meeting deferred to next meeting.
Item 12.5: Life membership nominations The Chair advised the Board that at the July meeting, the Executive Committee recommended that the following individuals be considered by the Board for Life Membership: John Wise, previous President with extensive contribution on and off the Board. Dot Lipmann, with her incredible work as a volunteer for
7 thirty years. Peter and Lyndy White, philanthropists who have contributed a total of $24 million to Wintringham, and have shown great support over the years.
The Board RESOLVED to accept the nominations.
Meeting The Board thanked Jeffrey Gole for his dedication in the role as Closure President over the last four years.
There being no other business, the Chair closed the meeting at 9.14am.
Next Meeting The next meeting of the Wintringham Board will be held on Friday 18th October at 136 Mt Alexander Rd Flemington.
Signed as a Gerard true and Mansour, accurate President record
8 Board Action Item schedule – Board meeting 304 – October 2019
Original Amended AI # AI date Who Action item Status due date due date FARC recommends that CDC reporting to be included monthly via the Operations 174 Nov 18 GMO Home Care – review of the CDC model TBC Risk Report. Refer Agenda item 9. AI closed.
Paper reviewed by FARC with recommendation to change auditors. 177 Feb 19 DCEO FARC to review re-appointment of auditor. Oct 19 Refer Agenda item 12.1. AI closed.
FARC to consider concept of a benchmark 178 Feb 19 DCEO TBA surplus.
AN-ACC (Australian National Aged Care Refer Agenda item 12.2; paper for noting. 182 Jun 19 CEO Classification) – more details to be Aug 19 Oct 19 AI closed. presented to the Board.
New Aged Care Standards Training to be organised for key Board members. Refer Planning Day Agenda, including Board to establish a working committee to briefing papers and recommendations. 183 Jun 19 VP be established to develop the Clinical Aug 19 Governance Framework. AI closed. An implementation plan to be developed by the committee and reported back to the Board.
9
FARC Update and provide to the Board the ICT 184 DCEO Item deferred to November meeting. Oct 19 Nov 19 Jul 19 projects paper presented to FARC
Directors details to be updated and Updated list forwarded to Directors. AI 185 Aug 19 HOF Oct 19 circulated. closed.
Port Melbourne report distributed. Future Distribute accreditation report to the Board 186 Aug 19 DCEO reports will only be distributed if there is a Oct 19 out of session. compliance issue. AI closed.
Letter of appreciation to be sent to Bryan DCEO / Letters forwarded to Bryan & Kate in 187 Aug 19 and Kate Rice for their work presenting at Oct 19 President August. AI closed. the Royal Commission hearings.
HOF to consider how reporting can reflect 188 Aug 19 HOF Report on budget risks and opportunities Oct 19 these requirements. AI closed.
Tasmanian service – Update financial 189 Aug 19 HOF Deferred to November. Oct 19 Nov 19 modelling.
10 Wintringham & Wintringham Housing – 2019 Board Calender
Month Board Meetings Executive Committee Finance and Risk and events Meetings Committee Meetings February 6th Feb, 7.30-9.30am HO, 136 Mt Alexander Rd, Flemington March 13th Mar, 9.30-11.00am 20th Mar, 8.00am-9.30am HO, 136 Mt Alexander Rd, OPA Flemington 1/204 Lygon St, Carlton Annual insurance update Risk register review Year-end audit planning April 3rd Apr, 7.30-9.30am HO, 136 Mt Alexander Rd, Flemington May 10th May, 9.30-11.00am 22nd May, 8.00am-9.30am 14 Miller Street, Richmond OPA 1/204 Lygon St, Carlton Board & Committee schedules Review draft 2019/20 Budget CEO review Accommodation bonds liquidity Board Induction Asset impairment review June 5th Jun, 7.30-9.30am HO, 136 Mt Alexander Rd, Flemington Review 2019/20 Budget Accommodation bonds liquidity July 12th Jul, 9.30-11.00am 24th Jul, 8.00am-9.30am 14 Miller Street, Richmond HO, 136 Mt Alexander Rd, Flemington Review draft Board Policies August 7th Aug, 7.30-9.30am HO, 136 Mt Alexander Rd, Flemington Asset Impairment Review Review Board Policies September 6th Sept, 9.30-11.00am 18th Sep, 8.00am-9.30am 136 Mt Alexander Rd, OPA Flemington 1/204 Lygon St, Carlton October 18h Oct, 7.30am – 2.00pm Review draft financial statements HO, 136 Mt Alexander Rd, Risk register (summary review) Flemington Year-end financial statements Board meeting/Board planning day November 13th Nov, 7.30-9.30am 15th Nov, 9.30-11.00am 27th Nov, 8.00am-9.30am (incl. AGM) HO, 136 Mt 136 Mt Alexander Rd, OPA Alexander Rd, Flemington Flemington 1/204 Lygon St, Carlton Audit matters Management letter Assessment & reappointment Next year internal audit plan December 4th Dec, 7.00-10.00pm Annual Board Dinner Da Guido 365 365 Collins Street, Melbourne
11 Board meeting 304 – October 2019
AGENDA ITEM 6.2 : Director attendance
RECOMMENDATION For Approval That the Board resolve: For Noting That notwithstanding that any director may have missed three consecutive meetings in the last 12 months, this Seeking Board Advice was done with the consent of the Board.
Background
The constitution of Wintringham (clause 54) states that the office of Director becomes vacant if a Director is absent for 3 consecutive meetings, unless consent is otherwise provided by the Board. The above resolution provides such consent.
12
Board meeting 304 – October 2019
AGENDA ITEM 7.1 : Financial Statements - 2019
RECOMMENDATION For Approval That the Board note this report. For Noting
Seeking Board Advice
Purpose of this paper
To provide the Board with information relevant to the review of the financial statements for Wintringham. Please note that the resolutions required by the Board have been included at agenda item 7.4.
The financial statements have been reviewed by the Finance and Risk Committee at their September meeting and any changes they have recommended have been incorporated.
Items for the Board to note include:
1. Page 6, After Balance Date Events:
The disclosure here is required as an amount of $159,781 was received post year end due to the successful recovery of funding due for a resident at Eunice Seddon. Refer to item 4 below for further information.
2. Page 26, Note 1 Statement of significant accounting policies (u) New accounting standards for application in future periods:
Whilst AASB 16 Leases does not apply to the 2019 financial year, it has been disclosed in Note 1, that the company will elect to adopt the temporary option to recognise right-of-use assets associated with peppercorn leases at cost. As such, there will be no impact on the financial statements for the 2020 financial year as we can continue our existing practice of valuing our peppercorn leases at nil value.
3. Page 29, Note 2 Revenue and other income:
As advised in the Finance report in the August Board meeting papers, the transfer of 50% of the value of Shepparton land from Wintringham Housing to Wintringham has been reflected in the financial statements.
4. Page 31, Note 5 Trade and other receivables:
A more conservative approach to providing for doubtful debts has been adopted as the new accounting standard, AASB 9 Financial Instruments require companies to review debtors
13 under an expected loss model. Historically we have had very low numbers of bad debt issues with high risk debts being provided for. The expected loss model is more forward thinking in nature resulting in earlier recognition of doubtful debts with $32,840 being provided for at 30 June 2019 in the Financial Statements as a result of this change. It is worth noting that of the $192,621 that was provided for at year end, $159,781 has been received post year end due to the successful recovery of funding due for a resident at Eunice Seddon. This information has been disclosed in the Directors report as noted above in item 1 and Note 23 Events Subsequent to Balance Date as noted below in item 5.
5. Page 40, Events subsequent to balance date:
The disclosure here is required as an amount of $159,781 was received post year end due to the successful recovery of funding due for a resident at Eunice Seddon. Refer to item 4 above for further information.
14
MINUTES OF WINTRINGHAM AND WINTRINGHAM HOUSING LIMITED FINANCE & RISK COMMITTEE MEETING NO. 13
1. Present:
Chairperson: Colleen Pearce
Date & Time: Wednesday 18th September 2019, 8.00am – 9.35am
Location: Office of the Public Advocate, 1/204 Lygon Street
In Attendance: Committee members: David Coombes Staff: Michael Deschepper (ACEO), Helen Small (GMO), Elizabeth Davis (HOF), Phill Goulding (DGMO), Heidi Golz (EA, Minutes)
2. Apologies: Richard Rosewarne, Bryan Lipmann
Item Action
3. Approval The minutes of FARC meeting No.12 held on 24th July of Minutes 2019 were noted.
David Coombes questioned item 6.3 and the
recommendations by the Committee with respect to the impairment review. The HOF clarified that the head office building impairment loss only related to Impairment the office component held by Wintringham and that loss to be the housing component of the development held by reworded Wintringham Housing was not impaired. It was agreed
that the minutes will be reworded to clarify this.
It was resolved that the minutes be amended and be July minutes to be approved at moved to the next meeting to be accepted by a the Nov Committee member that was present at the 24th July meeting. meeting. 4. Action Action Items were noted items The GMO advised items AI 19 (rostering) and AI 25 (Home Care CDC) are addressed on a monthly basis as part of the Operations Report compiled for the Board and FARC. The GMO questioned if the
Committee found the information for these two areas to be sufficient at which the Chair agreed that the respective action items be removed from the list and going forward form part of the Operations Report.
The GMO requested that a paper for AI 27 (the role of AI 27 - EBA the Board in EBA negotiations) be presented directly report to go to Board in Nov to the November Board meeting to allow Board
15
MINUTES OF WINTRINGHAM AND WINTRINGHAM HOUSING LIMITED FINANCE & RISK COMMITTEE MEETING NO. 13
consideration prior to EBA negotiations commencing. The Chair agreed with this approach. 5. Board The calendar was noted. calendar
6. The GMO spoke to the key outcomes for the month Operational as highlighted in the Summary page of the report. Risk Report Specific mention was made of recent successful accreditations at McLean lodge and Port Melbourne, whilst still waiting on Williamstown’s results and
noting that Gilgunya commenced their accreditation
yesterday.
Another key item was the changing Home Care Package client profile with a rising proportion of high care clients and the subsequent requirements on
case manager qualifications and care staff.
The GMO brought to the attention of the Committee
the unexplained loss of PRN psychotropic medications at Williamstown and the work undertaken by management investigating this matter. David Coombes questioned if there was an opportunity to review the current systems in place in controlling prescriptions to prevent such situations. GMO confirmed that even with IT system there are instances where loss or misappropriation of drugs can occur. The Chair noted that Wintringham has a system in place and a review of the system is something that may be considered by the Clinical Governance Committee once established. The GMO queried as to what type of events and level of detail be presented to the Committee in respect to open disclosure of incidents with the Chair confirming that as an example the PRN matter is something to be reported on. The Clinical Governance Committee will also provide future guidance. The Chair then led a discussion on chemical restraint more generally and the definition and issue of consent and the onus of responsibility in an aged care setting. The last key outcome advised by the GMO was the impact of NDIS on under 65 years referrals and the
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MINUTES OF WINTRINGHAM AND WINTRINGHAM HOUSING LIMITED FINANCE & RISK COMMITTEE MEETING NO. 13
service implications. There are currently 9 vacancies at Eunice Seddon with no further referrals and believe that NDIS is blocking those. The GMO has a staff member working on this issue. The DGMO clarified on the report (page 26) the reference to the nine cases of residents with no listed diagnosis on psychotropic medication is a typo and there are in fact none. This will be corrected in the report. The Committee agreed to accept the report with changes made as necessary. At 8.40am the GMO and DGMO left the meeting.
Item 7.1 The HOF presented to the Committee the draft financial statements noting the objective for this Wintringham and agenda item is for the Committee to review and if Wintringham satisfied, recommend for the Board to approve the Housing financial statements for each company. Financial Statements The HOF presented the paper and stepped through the accompanying financial statements, noting that
unless reported in the paper the format of the financial statements was consistent with prior years. During the review, the following key items were considered by
the Committee:
- In relation to the newly introduced Standard
covering doubtful debts, Wintringham is taking a more conservative approach than prior years with debts now being provided for earlier.
- A substantial debt that has previously been provided for, has been paid since year-end and this is disclosed in Note 23 Events subsequent
to balance date, in the Wintringham financial statements. - As previously reported to the Board, there is
now no need to change how we account for peppercorn leases. - There was an extended discussion around the
presentation in both sets of financial statements of the transfer of half the value of Shepparton land from Wintringham Housing to
Wintringham. The Committee stepped through
17
MINUTES OF WINTRINGHAM AND WINTRINGHAM HOUSING LIMITED FINANCE & RISK COMMITTEE MEETING NO. 13
the process of all the transactions leading to
the transfer with David Coombes wanting to ensure that the financial statements properly Added context described the organisational intent to ensure to be included in the asset readers and external stakeholders are not transfer note, confused by, or accidently misinterpret, the to be reviewed disclosure. It was agreed that the note by David Coombes. disclosure will be updated with a draft to be reviewed by David Coombes prior to finalisation.
- With respect to Wintringham Housing the HOF explained why there was a large year-on-year variance in cash flow statement cash receipts
in the course of operations line.
The Chair requested that where relevant, the Board Amend board paper make reference to the respective page in the paper report and the paper be re-ordered to better clarify items for noting and recommendations for approval.
Subject to the financial statement being amended as noted, the Committee RECCOMENDS that the Board resolves to approve the financial statement for both entities.
It was also noted that John Phillips and Michael Flanigan from auditors CW Stirling will be present at the Board meeting.
7.2 Review of The HOF advised that following discussion at the Auditor February Board meeting around the merit of audit engagement rotation, management have undertaken a review of auditor engagement. As noted in the paper, management’s recommendation is to change auditors for 2019/20 and beyond. The HOF advised the Committee that management further recommend that three second-tier audit firms be approached to tender. It was identified that ShineWing (previously named Moore Stephens) and Grant Thornton have relevant industry and NFP experience and be include on the tender list.
David Coombes considered that Hall Chadwick could David Coombes also be approached to tender. He will investigate and to provide update on Hall
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MINUTES OF WINTRINGHAM AND WINTRINGHAM HOUSING LIMITED FINANCE & RISK COMMITTEE MEETING NO. 13
advise the ACEO. The Chair advised that having Chadwick
undertaken similar procurement briefs in the past, she Chair to will share a relevant template with the ACEO. provide procurement It was noted that changing auditors was no reflection template. on the current service or audit quality provided by CW Stirling and the Chair suggested that formal thanks be
given to John Phillips for their many years of service. The Committee noted the paper and RECOMMENDS that the Board resolves to approve the appointment of new auditors for 2019/20 with management to undertake a select tender process inviting ShineWing, Grant Thornton and a third second tier firm, possibly Hall Chadwick, to tender and make a final recommendation to the Board.
8 Other There were no items. Business
The Chair closed the meeting at 9.35am
Signed as a Colleen true and Pearce, accurate record Chair
19
Declaration in relation to financial statements by Chief Executive Officer and Deputy Chief Executive Officer for the financial year ended 30 June 2019
We, Bryan Lipmann, Chief Executive Officer and Michael Deschepper, Deputy Chief Executive Officer, Wintringham declare that in our opinion: (a) the financial records of the company for the financial year have been properly maintained in accordance with the requirements of the Australian Charities and Not-for-profits Commission Act 2012; and (b) the financial statements and notes for the financial year comply with accounting standards referred to in the Australian Charities and Not-for-profit Commission Regulation 2013; (c) the financial statements and notes for the financial year give a true and fair view; and (d) the financial statements satisfy any other matters that are prescribed by the Not-for-profit Commission Regulation 2013.
Dated this 14th day of October 2019
Bryan Lipmann AM Michael Deschepper Chief Executive Officer Deputy Chief Executive Officer
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18 October 2019 Head Office ABN 97 007 293 478 Private & Confidential 136 Mt Alexander Road Flemington Victoria 3031 Mr John A Phillips C.W. Stirling & Co PO Box 193 Level 13 Flemington Victoria 3031
10-16 Queen Street T 03 9376 1122 Melbourne Victoria 3000 F 03 9376 8138 E [email protected] Dear Mr Phillips I www.wintringham.org.au
Representation letter - audit of financial statements for period 1 July 2018 to 30 June 2019 This representation letter is provided in connection with your audit of the financial statements of Wintringham (the Company) for the purpose of expressing an opinion as to whether the financial statements are prepared in accordance with Australian Accounting Standards, the Australian Charities and Not-for- profits Commission Act 2012 and other mandatory reporting requirements in Australia. The financial statements comprises the statement of financial position as at 30 June 2019, and the statement of comprehensive income, statement of changes in equity and statement of cash flows for the year then ended, and a summary of significant accounting policies and other explanatory notes (financial statements). We acknowledge our responsibility for the preparation and true and fair presentation of the financial statements in accordance with applicable Australian Accounting Standards and the Australian Charities and Not-for-profits Commission Act 2012 and that this responsibility includes designing, implementing and maintaining internal controls relevant to the preparation and true and fair presentation of financial statements which are free from material misstatements, whether due to fraud or error; selecting and applying appropriate accounting policies and making accounting estimates that are reasonable in the circumstances. Certain representations in this letter are described as being limited to matters that are material. We understand that omissions or misstatements of items are material if they could, individually or collectively, influence the economic decisions of users taken on the basis of the financial statements. Materiality depends on the size and nature of the omission or misstatement judged in the surrounding circumstances. The size or nature of the item, or a combination of both, could be the determining factor. We have made appropriate inquiries of directors and officers of the Company with the relevant knowledge and experience. Accordingly, we confirm, to the best of our knowledge and belief, the following representations:
Financial Report 1. We have fulfilled our responsibilities, as set out in the terms of the audit engagement for the preparation of the financial report in accordance with Australian Accounting Standards and the Australian Charities and Not-for-profits Commission Act 2012; in particular the financial report gives a true and fair view in accordance therewith. 2. Significant assumptions used by us in making accounting estimates, including those measured at fair value, are reasonable. (ASA 540) 3. Related party relationships and transactions have been appropriately accounted for and disclosed in accordance with the requirements of Australian Accounting Standards. (ASA 550)
Winner of 2011 United Nations Habitat Scroll of Honour 21 4. All events subsequent to the date of the financial report and for which Australian Accounting Standards require adjustment or disclosure have been adjusted or disclosed. (ASA 560) 5. The effects of uncorrected misstatements are immaterial, both individually and in the aggregate, to the financial report as a whole. A list of the uncorrected misstatements is attached to the representation letter. (ASA 450)
Information Provided 1. We have provided you with: Access to all information of which we are aware that is relevant to the preparation of the financial report such as records, documentation and other matters; Additional information that you have requested from us for the purpose of the audit; and Unrestricted access to persons within the entity from whom you determined it necessary to obtain audit evidence. 2. All transactions have been recorded in the accounting records and are reflected in the financial report. 3. We acknowledge our responsibility for the design, implementation and maintenance of internal control to prevent and detect fraud. 4. We have disclosed to you the results of our assessment of the risk that the financial report may be materially misstated as a result of fraud. (ASA 240) 5. We have disclosed to you all information in relation to fraud or suspected fraud that we are aware of and that affects the entity and involves: Management; Employees who have significant roles in internal control; or Others where the fraud could have a material effect on the financial report. (ASA 240) 6. We have disclosed to you all information in relation to allegations of fraud, or suspected fraud, affecting the entity’s financial report communicated by employees, former employees, analysts, regulators or others. (ASA 240) 7. We have disclosed to you all known instances of non-compliance or suspected non-compliance with laws and regulations whose effects should be considered when preparing the financial report. (ASA 250) 8. We have disclosed to you all known actual or possible litigation and claims whose effects should be considered when preparing the financial report; and accounted for and disclosed in accordance with [the applicable financial reporting framework]. (ASA 502) 9. We have disclosed to you the identity of the entity’s related parties and all the related party relationships and transactions of which we are aware. (ASA 550) 10. We have provided you with all requested information, explanations and assistance for the purposes of the audit. We have also provided you with all information required by the Australian Charities and Not- for-profits Commission Act 2012 Yours faithfully
Bryan Lipmann AM Michael Deschepper Chief Executive Officer Deputy Chief Executive Officer
Winner of 2011 United Nations Habitat Scroll of Honour 22
Board meeting 304 – October 2019
AGENDA ITEM 7.4 : Financial Statements - 2019
RECOMMENDATION For Approval That the Board resolve: For Noting The following items relating to the 2019 Financial Statements of Wintringham: Seeking Board Advice
1. Financial statements and notes to the financial statements:
That it be RESOLVED that:
The financial statements and notes to the financial statements are drawn up so as to give a true and fair view of the financial position of the company and consolidated group as at 30 June 2019 and the performance of the company and consolidated group for the year ended 30 June 2019, and
The financial statements, and notes to the financial statements have been prepared in accordance with the Australian Charities and Not-for-profit Commission Regulation 2013 and comply with Accounting Standards.
2. Financial statements - Director’s report and declaration:
It be RESOLVED that the Directors’ Report and Directors’ Declaration in respect of the year ended 30 June 2019 be approved and signed by Gerard Mansour and Jeffrey Gole on behalf of the Board.
3. Company’s solvency:
It be RESOLVED that after reviewing the following matters there were reasonable grounds to believe that the company would be able to pay its debts as and when they become due and payable. The matters considered by the Board included:
An unqualified audited report for the year ended 30 June 2019. Company net assets of $47.8 million at year end with no adverse movement since that date. Net cash at bank (cash excluding cash held on behalf of others) at 30 June 2019 of $16.1 million. Net cash at bank at 30 September 2019 was $15.4 million. Available and unused overdraft of $1.0 million and further unused loan facilities of $1.5 million at 30 September 2019. A budgeted surplus before depreciation for 2019/20 of $1.89 million; The existence of readily realisable assets that may be called upon should the position deteriorate for whatever reason. 2019/20 August year-to-date result of $528,129 that is $129,126 better than budget.
23
CHIEF EXECUTIVE OFFICER’S REPORT
BOARD MEETING NUMBER 304, OCTOBER 2019
OVERVIEW Engagement at Commonwealth level Service development updates Loss of SAVVI funding Wintringham turned 30
1. Government and advocacy 1.1. Commonwealth 1.1.1. Engagement with Ministers and senior public servants At the recent Aged Care Diversity sub-committee meeting in Canberra, I had an opportunity to introduce Wintringham to the Aged Care Minister, Senator Richard Colbeck. We will invite the Minister to Wintringham once Bryan returns from leave. http://www.richardcolbeck.com.au/
Minister Luke Howarth, the Assistant Minister for Social Housing and Homelessness, is also scheduled to visit on 8th November. http://lukehowarth.com.au/
Whilst in Canberra for the Diversity sub-committee, I took the opportunity to meet with Jaye Smith (First Assistant Secretary Residential and Flexible Aged Care) to discuss a number of items including NDIS, additional ACH funding and AN-ACC.
We also had the opportunity to host Matt Yannopoulis, DoH Chief Operating Officer at Port Melbourne. Matt was very interested in learning about our services and the unintended consequences for our clients (and Wintringham) when aged care policies are implemented.
1.1.2. Homeless Supplement No update.
1.1.3. Impact of NDIS on clients accessing aged care services In response to our reported frustration that prematurely aged clients who are not eligible for NDIS are also not gaining prompt access to aged care services, DoH recently introduced an Urgent Circumstances Protocol for their MAC call centre staff. Jaye Smith has requested that we provide feedback.
1.1.4. Standards and Accreditation Re-accreditation audits under the new Aged Care Standards regime have been completed at Port Melbourne, Williamstown, McLean Lodge and Gilgunya over the last two months. Re-accreditation has been confirmed at all sites except Gilgunya, where we await the Commission’s final report. We do not expect an adverse outcome for Gilgunya.
24 CEO Report for Meeting No. 304
As reported last meeting, the Clinical Governance working group has established principles to guide the company in relation to the introduction of the new Standards. A paper and recommendations with respect to this matter will be covered in the Board Planning session.
1.1.5. Royal Commission The Aged Care Royal Commission continues and Directors may be aware that it has been extended for a further six months, with a third Commissioner appointed.
The Commission is sitting in Melbourne this week with a focus on Diversity in Aged Care, including culturally and linguistically diverse people, LGBTI groups, Aboriginal and/or Torres Strait Islander people, care leavers, veterans, and the homeless or those at risk of homelessness.
In speaking with Commission staff, they confirmed that we would not be called as a witness considering our recent presentation in Perth. We have however, made a written submission to the Commission focusing solely on issues impacting homeless clients and specialist providers that support these clients. The Submission is included as a separate attachment with the board pack.
The Royal Commission was also the focus of this week’s ABC Q&A show, although there was no real conversation with respect to special needs groups.
1.1.6. Aged Care Sector Diversity sub group As previously reported, Minister Wyatt established a Diversity sub-group to advise how to improve access to aged care for groups who are outside mainstream society. To date, Action Plans have been developed for Aboriginal, LQBTI and CALD.
Attention has now turned to the elderly homeless in part due to a presentation that Bryan made at a Perth meeting with the Minister.
The Committee met in Canberra on 25th September to review the draft Homeless Action Plan that has been prepared by HAAG (Housing for the Aged Action Group).
1.1.7. AN-ACC (Australian National Aged Care Classification funding instrument) Please refer to Agenda Item 12.2 for an overview paper of the AN-ACC prepared by Phil Goulding. There is no further news on the introduction of this new funding instrument and the DoH are yet to confirm which services will be chosen to participate in the AN-ACC trial. At my recent meeting with Jaye Smith, I reiterated our desire to participate in the trial.
As always, we need to remain alert as to any changes that are made to the funding tool prior to its implementation and in particular, how any of these changes negatively impact upon our work with homeless clients.
1.1.8. Alternative ways of allocating resi aged care places DoH recently published a discussion paper proposing alternative methods of allocating residential aged care places, including bed licences being allocated directly to eligible consumers in a manner similar to that now utilised for CDC HomeCare.
25 CEO Report for Meeting No. 304
We are very concerned that marginalised consumers and specialist service providers will be disadvantaged by such a model, and have responded to the paper and made our concerns known to Jaye Smith.
1.2. State 1.2.1. SAVVI funding for Angus Martin We have been informed by the Victorian Department of Health and Human Services that the $100,000 SAVVI funding secured for 2018/19 will not be renewed for 2019/20. This is a very disappointing outcome and we will make direct representations to the Minister to reverse this decision.
2. Development of new services 2.1. Tasmania We await the draft service agreement from Tasmania Department of Health & Human Services. This was due in September but is delayed and is now expected this month.
Building tender has been finalised with the preferred builder identified although we are yet to hear if the contract has been signed.
2.2. Highton See Wintringham Housing papers.
2.3. Shepparton This $15.2 million project is progressing well with town planning documents lodged with council on 3rd October. The site is designed to be built over two levels with the 20 bed RACS at ground level and 28 housing units on the 1st floor. Initial feedback from council has been positive.
Proposed site layout is as follows Ground floor – 20 bed resi aged care
26 CEO Report for Meeting No. 304
First floor – 28 housing units
27 CEO Report for Meeting No. 304
2.4. Lyndell White House Coburg HBV Architects continue their concept design work with the object to achieve approximately 45 studio units and 4 fully compliant one-bedroom units over three levels with greatly improved on-site amenity. We hope to lodge plans with Council prior to Christmas.
2.5. Mooltan Street Flemington – 6 room aged care facility & SDCU Building works continue with an expected December completion date.
On a very positive note, we have also secured in-principle agreement from DoH to operate the Mooltan site as a Specialist Dementia Care Unit (SDCU), one of 12 such units to be operated throughout Australia.
Our original application was out of scope, so Helen and Phill are now negotiating a revised agreement with the Department. We are proud of this outcome as it vindicates the objectives of the two high care need projects funded by the Wicking Trust that first commenced some 13 years ago.
2.6. CHSP funding Applications have just been lodged for CHSP growth funding in specific target areas identified by DoH. Relevant areas for us are Assistance with Care and Housing (ACH) services in Western Metro and Grampians regions.
Opportunities in Tasmania were considered but rejected as they are some considerable distance (minimum of 1.5 hours drive) from where our office base will be and so deemed impractical at present.
Funding is for an extremely short time-frame, January to June 2020, but there are indications that any growth funding awarded may be extended alongside other CHSP programs to 2022.
2.7. ACH - additional funding Directors will recall that 12 months ago Wintringham secured “out-of-round” funding to support clients waiting to receive a Home Care package. This time limited funding is due to expire in June 2020 and following discussions with Jaye Smith, we will lodge a proposal to extend this funding for a further two years.
2.8. Philanthropics 2.8.1. Constance Ackroyd Trust See Wintringham Housing papers.
2.8.2. Greater Shepparton Foundation We are also working with the Greater Shepparton Foundation seeking a partnership to gain long-term support funding for our local projects.
28 CEO Report for Meeting No. 304
3. Other 3.1 Presentations Speeches since the last Board meeting have included: Panel presentation at the Victorian Healthcare Association conference. Panel presentation at the Aged & Community Services Australia (ACSA) National Congress.
3.2 AHURI research on the homeless service system I attended a research advisory panel hearing, investigating an effective homeless service system. The report is being managed by AHURI and commissioned by DSS.
3.3 Wintringham turned 30! On August 21st, Wintringham celebrated turning 30 with events at each of our sites with staff dressing like it was 1989 !!!
We also took the opportunity to promote the impact Wintringham has been making in people’s lives over the past 30 years, by publishing 30 client stories on Facebook. These Wintringham stories highlight the diverse range of services we provide from housing to outreach, community care and recreation, while also breaking down some of the stigma and stereotypes associated with homelessness.
The stories can be found via the following link; scroll to the 23 July - 21 August period. https://www.facebook.com/WintringhamSpecialistAgedCare
3.4 Long Service Leave Bryan is due back Monday 14 October.
Michael Deschepper Acting Chief Executive Officer 8 October 2019
29 WINTRINGHAM ACTIVITES / PROJECTS
Revenue Program Location Client no. Commentary ($’000) Residential McLean - ageing in place 21 1,781 Acc supplement refurb project completed $450k Mooltan St Conversion - capital project 6 1,260 Capital Grant and 1 new bed licence obtained in 2014 ACAR McLean/Mooltan St - SDCU 6 TBC SDCU in-principal agreement secured from DOH Williamstown - ageing in place 60 5,050 Acc supplement refurb project completed $600k Port Melbourne - ageing in place 35 2,817 Acc supplement refurb project completed $350k Ron Conn - high 60 6,292 DSS approval for acc supp refurb project Eunice Seddon - 40 ageing in place / 20 high 62 5,745 Acc supplement refurb project completed $600k Gilgunya Aged Care facility and housing in Coburg - Acquired through Peter and Lyndy White Foundation donation, Oct 51 4,352 ageing-in-place 2014. Acc supplement refurb project completed $500k ACAR successful - State government to fund construction notional value Tasmania - Hobart 40 - 50 10,000 of $10 m allocated for capital Shepparton 20 4,727 ACAR successful - 20 beds & fully funded capital Community Western (Seddon) 153 3,194 Southern (Moorabbin) 175 3,249 From 1 July 2015 all packages converted to CDC status. Northern (Ascot Vale) 125 2,308 From 27 February 2017 packages are allocated to an individual client and South Eastern (Keysborough) 142 3,267 not the approved provider. Regional (Barwon, Shepparton & Central Victoria) 84 1,791 CDC reforms - impact on Wintringham clients ?? ?? Potential of block funding Housing Williamstown (Lionsville) N 60 578 Owned by DHHS - 5 year General Lease East Bentleigh N 20 195 Owned by DHHS - 5 year General Lease Delahey N 124 1,048 Owned by DHHS - 5 year General Lease Kensington Banks (Atkins Terrace) N 20 187 Owned by WH Avondale Heights (Jack Gash) N 18 174 Owned by WH on State owned land Miller – Geelong (Belmont) E 12 119 Peppercorn lease Miller – Geelong (Manifold Heights) E 14 135 Peppercorn lease Miller – Geelong (Highton) N 34 328 Peppercorn lease Miller - Shepparton N 36 270 Peppercorn lease Miller – Castlemaine E 10 96 Peppercorn lease Miller – St Arnaud (11); 2 owned by WH E 13 79 11 on peppercorn lease; 2 units transferred from DHS
30 WINTRINGHAM ACTIVITES / PROJECTS
Revenue Program Location Client no. Commentary ($’000) Miller - Maryborough E 12 82 Peppercorn lease Miller – Euroa E 8 57 Peppercorn lease Miller – Benalla E 10 76 Peppercorn lease Miller - Ballarat E 14 102 Peppercorn lease ICERA 2 15 Acquired through Peter and Lyndy White Foundation donation, Oct Gilgunya ILU's N 12 138 2014. Park Street Geelong - Miller housing N 10 91 Capital of $2.52 million committed by DHHS. Patrick Walsh (Flemington) N 13 118 Part of Head Office development - $4m from VPF for build Macedon Ranges Shire (Romsey, Lancefield & Tenancy (operated via corporate estate agency licence) and support 49 440 Gisborne - older persons units) E management - 5 year contract with Council Macedon Ranges Shire Scoping re-development opportunites for properties we manage. Heathcote - Lionsville older-persons units E 17 82 Title transfer and on-going management Heathcote - neighbouring block N 4 1,200 VPF & local partners to fund $1.2 million Ian Potter Foundation N 30 2,500 Commitment to support Shepparton housing project Miller Highton N 22 2,500 Trust have committed $2.5m - VCAT appeal lodged for 22 units 6,586 VPF funding secured $6.586m - VCAT appeal lodged for 22 units ANMF N ?? 2,000 $2 m grant; used to acquire 4,000 sqm site in Sheppaton Victorian State Government (DHHS) capital funding in conjunction with Shepparton N 28 5,500 Ian Potter Foundation philanthropic grant Corrections Victoria ?? ?? Scoping supported housing opportunity Lyndell White House (Irving Benson Court) housing Purchase and re-development of housing site with support of Peter and 35 + 15 TBC E / N Lyndy White Foundation donation of $11m, Jan 2019 Shepparton N 28 480 JT Reid Trust philanthropic grant Purchase of SRS housing site with support of Peter and Lyndy White SRS & Frankston Angus Martin House (Frankston SRS) N 43 938 Foundation donation, Jul 2016. Angus Martin - meal service & related kitchen & ?? 360 Waiting on update from State government / Council laundry upgrades Felton varies 580 Philanthropic grant for Angus Martin support - over 5 years Melbourne City Council varies 80 Funding application successful for an outreach support program
31 WINTRINGHAM ACTIVITES / PROJECTS
Revenue Program Location Client no. Commentary ($’000) Hugh Williamson Foundation varies 108 Upgrade of capital works IOOF varies 60 Upgrade of capital works Angus Martin SRS - Corrections Victoria 340 Commitment to pay for 4 beds and a recreation program (Dept of Justice & Regulation) Angus Martin - DHHS 100 SAVVI funding Research Wicking ?? 1,000 New Grant Application Partnership in DoH grant consortium to provide DBMAS services for Dementia Behaviour Management Advisory Service ?? 150 aged care providers Outreach OPOP varies 176 Outreach (CHSP, & Housing Support) varies 763 $631k HS funded by WH HEF varies 54 Regional Victoria ( 3 centres based in Barwon, Vic Govt Homelessness Innovation. On-going funding secured varies 1,557 Shepparton, Creswick) inc $47k from Macedon Council for HS Funding received from Moonee Valley Council - 3 year project - Start Jack Gash project varies 30 2014/15, renewed in 2017 Commonwealth Home Care Support Program ?? 317 3 staffed roles for regional programs (CHSP) regional outreach Commonwealth Home Care Support Program ?? 349 additional funding for metro and regional outreach programs (CHSP) regional outreach Corrections Victoria 3 year transitional support and consultancy program ?? 532 (Dept of Justice & Regulation) total funding $1.6m Commonwealth Home Care Support Program ACH funding for 18 months to support clients waiting for a home care ?? 541 (CHSP) outreach package, total funding $812k Company wide DHS stock transfers ?? ?? Waiting for further information from DHHS Wicking - Capacity Building n/a 1,826 Funding for IT for digital transformation project over 5 years.
Significant new projects scoped or pending N = housing units newly available for our client cohort New Projects that have achieved funding E = pre-existing housing units protected for on-going access by our client cohort
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DEFINITIONS AND ACRONYMS
ABI Acquired Brain Injury refers to any type of brain damage that occurs after birth. ACAR Aged Care Approval Round – Commonwealth Government funding round ACAT/S Aged Care Assessment Team /Service which is funded by the Commonwealth Government ACFI Aged Care Funding Instrument developed by the Commonwealth Government. ACHA Assistance with Care and Housing for the Aged Program which is funded by the Commonwealth Government and is in the process of being divested to the States. ACMH Aged Community and Mental Health Division which is funded by the State Government ACNC Australian Charities and Not-for-profits Commission which has succeeded ASIC as the primary corporate record keeper for Wintringham ACSAA Aged Care Standards and Accreditation Agency The accreditation agency that accredits and oversees residential and community aged care providers and facilities. ACSO Australian Community Support Organisation Adaptive Behaviour A condition characterised by poor planning and organisation, concrete and inflexible Syndrome thinking, lack of insight, inappropriate behaviour and a lack of self-criticism Aged The terms ‘elderly’ and ‘aged’ are usually taken to mean people aged over 65 years of age. However the terms can apply to younger people within specific target groups with special support needs such as the long-term homeless and Indigenous people. It has been demonstrated that homeless populations have a higher rate of serious morbidity and premature mortality compared to the general population, with westernised countries reporting an average age of death between 42 and 52 years. Therefore, it has been recommended that the age of 50+ be used to define older homelessness. Aged Care Support and services provided to the aged population by a large number of government programs (Commonwealth, State/Territory and local) as well as programs/support from the community and voluntary sectors, the private for profit sector and the private not-for-profit sector. ‘Ageing in Place’ Aged Care Act legislation stating that people could remain in their home/accommodation (however defined) regardless of their increasing care needs Aged Care Gateway The identifiable entry point for the aged care system to enable timely and reliable information to be accessed by older people, their families, and carers. www.myagedcare.gov.au is one aspect. AN-ACC Australian National Aged Care Classification. APMHS Aged Care Mental Health Services which is funded by the State Government ARBD/I Alcohol Related Brain Damage/Injury ARBIAS Organisation which provides specialist services to people with alcohol and substance related brain to assist them to live and function to their full potential in the community ASB Anti-social behaviour has been described as a generic term that covers a range of behaviours that infringe on the right of individuals to enjoy their surrounding environment (e.g. home). ATSI Aboriginal or Torres Strait Islander BPSD Behavioural and Psychological Symptoms of Dementia
33 CACH Commonwealth Advisory Committee on Homelessness CACP Community Aged Care Package Program which is funded by the Commonwealth Government CAP Crisis Accommodation Program provides funding to State governments via a tied grant under the Commonwealth State Housing Agreement (CSHA) for the provision of crisis accommodation. CCB Community Capacity Building – component of OoH rental arrangements – arrangement superseded with introduction of the General Lease. CCP Community Connections Program which is funded by the State Government CCU Community Care Units Carers People who provide personal care, support and assistance to people with disability, a medical condition (including terminal or chronic illness), mental illness, or frailty due to age (as per the Carer Recognition Act 2010). Carers can be family members, friends, relatives, siblings or neighbours. Care Leaver A care leaver is an adult who spent time in care as a child (i.e. under the age of 18). This care would have been approved by the state through a court order or on a voluntary basis. It could have been foster care, residential care (mainly children’s homes) or another arrangement outside the immediate or extended family. The care could have been provided directly by the state or by the voluntary or private sector. The term ‘care leaver’ includes Forgotten Australians, Former Child Migrants and Stolen Generations. CDC Consumer Directed Care packages: the new standard for Home Care Packages, enabling consumers to have greater control over their own care and to make choices about the type of services they access and the delivery of those services. Consumer Directed Care is believed to improve care recipients’ quality of life, independence and satisfaction. Challenging behaviour Generally described as behaviour that, either directly or indirectly, seriously disrupts or affects the lives or routines of other people or services COMAC Community Managed Accommodation, Property Services and Asset Management – Victoria’s Office of Housing Community Care Care consisting of a package of personal care services and other personal assistance provided to a person who is not being provided with residential care (as per section 45-3 of the Aged Care Act 1997) Complex Needs A person whose needs and behaviours challenge health, human services and criminal justice systems due to a combination of two or more factors including mental illness, intellectual disability, acquired brain injury, physical disability, behavioural difficulties, social isolation, family dysfunction and drug and alcohol misuse. CPSV Care Plan Assessment Victoria CRU Community Residential Units CSAS Major Crisis Supported Accommodation services which are predominantly funded through SAAP CSHA Commonwealth State Housing Agreements DBMAS Dementia Behaviour Management Advisory Service. Victoria’s Service operates under the auspices of St Vincent’s Health, Melbourne Aged Psychiatry Services Dementia Describes a syndrome associated with a range of diseases characterised by a progressive impairment of brain functions, including cognitive skills, memory, perception, personality and language. DHHS The Department of Health and Human Services (State) DHS The Department of Human Services (Commonwealth) DoH (was DoHA, DSS) The Department of Health and Ageing (Commonwealth) In 2013, Ageing moved under the Department of Social Services In 2015, moved again to Department of Health Dual Diagnosis A term used to describe people who have a major mental health diagnosis and who are also substance dependent. 34 DVA Department of Veteran Affairs which is funded by the Commonwealth Government DEWLP Victorian Department of Environment, Water, Land and Planning EACH Extended Aged Care at Home Program which is funded by the Commonwealth Government – now defunct, replaced by Home Care Package, Level 4 Executive Functioning Includes the abilities of retrospective memory and prospective cognition for the promotion of strategic planning, including the delaying of responses to enable the consideration of options, consequences, strategic development and flexibility in ideas FaHCSIA (now defunct) Department of Families, Housing, Community Services and Indigenous Affairs (Commonwealth) replaced in 2013 by Department of Social Services with Indigenous Affairs moving to Department of Prime Minister and Cabinet FLD Frontal Lobe Dysfunction Forensicare Victorian Institute of Forensic Mental Health which is funded by the State Government GMO General Manager Operations HACC Home and Community Care program which is jointly funded by State and Commonwealth governments. HARP Hospital Admission Risk Program which is funded by the State Government HASP Housing and Support Program which is funded by the State Government HLACP Housing Linked Aged Care Package HOMELESSNESS Wintringham has adopted the definition of homelessness used in the Supported Accommodation Assistance Bill of 1994 which acknowledges that homelessness is more complex than the absolute absence of shelter. While recognising that a person is homeless if he or she has inadequate access to safe and secure shelter, this definition also encompasses health and safety issues, the physical environment and the economic and social supports a home would normally provide. Home Support A new program starting on 1 July 2015 that will combine the HACC program, the National Respite for Carers Program, Day Therapy Centres and the Assistance with Care and Housing for the Aged Program. The Home Support program will focus on prevention and reablement as the first level of care in an end-to-end aged care system. HOPS Homeless Outreach Psychiatric Services which is funded by the State Government HSA Housing Support for the Aged Program which is funded by the State Government IAP Innovation Action Plan – a Victorian Government Homelessness program which commenced as a competitive tender looking for innovative programs to address homelessness. Korsakoff Amnesic Characterised by intact immediate memory, a profound difficulty learning new Syndrome information, poor recall of recent events, confabulation and lack of spontaneity. LGA Local Government Area LGBTI An acronym that refers to a group of people with diverse sexual orientation, sex or gender identity. It includes lesbian, gay, bisexual, transgender and intersex people and other sexuality, sex and gender non-conforming people, regardless of their term of self-identification. The letters may be in different orders (e.g. GLBTI) or without the ‘I’. Linkages A case management program funded by the HACC program LLLB Living Longer Living Better – Aged Care Reform Package 2012 Federal Government announcement of a 10 year aged care package that supports changes to the aged care system while providing the structural foundations to develop and implement more substantial longer-term improvements. MACN Multiple and Complex Needs Initiative which is funded by the State Government MISA Mental Illness and Substance Abuse NIAAA National Institute on Alcohol Abuse and Alcoholism in the United States NIDA National Institute on Drug Abuse in the United States 35 OoH Office of Housing. Provider of the State Government’s Department of Human Services housing service, including emergency and transitional accommodation, long term rental housing, private rental and home ownership assistance. PGATS Psychogeriatric Assessment and Treatment Services which is funded by the State Government. PRS Psychogeriatric Residential Services whose facilities are jointly funded by State and Commonwealth Governments. PSH Permanent supportive housing program in the United States. RACS Registered Aged Care Service RCS (now defunct) Residential Classification System/Scale – replace by ACFI RDNS-HPP Royal District Nursing Services Homeless Persons’ Program which is jointly funded by the State Governments (Through the Supported Accommodation Assistance Program) and ACMH. RUCS Resource Utilisation and Classification Study - The purpose of this study was to determine the characteristics of residents that drive residential care costs, and use this information to inform the government’s consideration of future reform options. SAVVI The Supporting Accommodation for Vulnerable Victorians Initiative (SAVVI) was introduced in 2006 to improve the viability of pension-level SRS and to assist with maintaining a level of access to pension-level SRS beds. The second aim of SAVVI is to support improvements to the wellbeing of residents of these SRS. SAVVI provides a financial contribution to assist proprietors of SAVVI SRS to remain viable and to help them meet the support needs of residents. Delivery of SAVVI is managed by 10 community service organisations contracted by the department to act as partnership managers and/or to deliver SAVVI supporting connections services. Partnership managers convene groups of SAVVI SRS known as clusters. SBRT Severe Behaviour Response Teams. This service was instituted following the oversubscription of the ‘Severe Behaviours Supplement’ which had been part of the Living Longer Living Better Aged Care legislation of 2012. It is a telephone based service. SDCU Specialist Dementia Care Unit SRS Supported Residential Services which receive very limited government funding. They are not subject to Aged Care registration and accreditation regimes. SAAP Supported Accommodation Assistance Program which receives joint funding from the Commonwealth and State Governments through the Office of Housing. Special Needs Group The term ‘people with Special Needs’ is defined in section 11-3 of the Aged Care Act 1997 and sections 4.4B to 4.4E of the Allocation Principles 1997 made under the Act. There are eight groups of people with Special Needs: people from Aboriginal and Torres Strait Islander communities; people from non-English speaking (culturally and linguistically diverse) backgrounds; people who live in rural or remote areas; people who are financially or socially disadvantaged; people who are veterans, (of the Australian Defence Force or an allied defence force), including the spouse, widow or widower of a veteran; people who are homeless, or at risk of becoming homeless; people who are care leavers; and people from the LGBTI community. VCAT Victorian Civil & Administrative Tribunal VCCCP Victorian Chronic and Complex Care Program which is funded by the State Government. VHAP - IAP Victorian Homeless Action Plan – Innovation Action Project Projects funded by the Victorian government to demonstrate innovative prevention and early intervention approaches. VPF Victorian Property Fund. State government body managed by Consumer Affairs that supports the funding of social housing projects.
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OPERATIONS REPORT
SEPTEMBER 2019
Summary
Key outcomes this month: Gilgunya has now also completed two day accreditation under the new standards and passed with flying colours; Rising proportion of high : low care clients continues to alter Home Care Package client profile and associated staffing requirements, in turn, leading to review and testing of new recruitment methods; One issue of concern currently under investigation: o Staff stress relating to erratic and unpredictable clients Report commenced investigating the impact of NDIS on under 65 years referrals and service implications – as part of this report we note the commencement of a referral pathway for Younger People in Urgent Circumstances which fast tracks their applications for support through both NDIA and MAC. The Urgent Circumstances Protocol may assist clients who are under 65 but may not be eligible for NDIS and so, by default, may require aged care services; Results of staff surveys and plans to address areas of concern nearly completed; Results of resident surveys now being collated;
Winner of 2011 United Nations Habitat Scroll of Honour Page 1 of 23 37
Early Indicators
1. Client Profile a. Community Care
Changes in package profile since February 2017 Our data continues to reflect the ongoing
Total allocation of higher than previous numbers of high care packages resulting in a slowly Sthn Sthn Regional Western Northern Southern Peninsula changing profile with a far higher Low Care 15 -7 -53 -21 -12 -78 proportion of high care packages in our May 19 package mix than ever before. Low Care 14 -10 -55 -21 -13 -85 Jun 19 Low Care 14 -10 -55 -21 -12 -84 July 19 Low Care 15 -9 -63 -21 -12 -90 Aug 19 Low Care 15 -9 -66 -16 -13 -89 Sep 19 High Care 2 31 24 2 17 76 May 19 High Care 6 39 25 3 20 93
June 19
High Care 7 37 25 3 19 91 July 19 High Care 8 41 28 3 25 105 Aug 19 High Care -2 44 30 3 29 104 Sep 19 Table One: Changes in package numbers
Changes in package numbers since CDC was introduced REGIONAL NORTHERN SOUTHERN STHN PEN WESTERN TOTAL Package numbers at July 19 97 160 139 129 169 694 Package numbers at Feb 17 84 125 175 142 153 679 Variance 13 35 (36) (13) 16 15 Table Two: Package numbers now vs start of CDC
b. Residential Care
No change - Benchmark data indicates all facilities score higher than the benchmark in the behaviour domain, but lower in both the Activities of Daily Living and Complex Care domains.
Average ACFI Funding as a percentage of highest funding available:
Table Three: Williamstown Ron Port McLean Gilgunya Eunice ACFI funding vs Highest Conn Melbourne Lodge Seddon Funding ADL 50% 78% 47% 42% 58% 74% available BEH 99% 87% 86% 100% 97% 88%
CHC 57% 74% 37% 50% 46% 52%
We await advice as to which (if any) of our facilities will be included in the AN-ACC funding model trial.
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Re-accreditation
Gilgunya has now also completed its two day accreditation and received the final report indicating all standards were met.
The next RACs facility to participate in a two day accreditation will be Eunice Seddon next year. We are waiting for advice about the timetable of accreditation for our Department of Health funded Community Programs.
c. NDIS
Numbers of NDIS participants is slowly growing. To date we have focused solely on those who are already receiving Wintringham services (ie those who are eligible for both NDIS and Aged Care services). We are now at a point where we will need to appoint a further part time Case Coordinator in order to meet workload requirements.
It is becoming apparent, however, that dual approvals (for Aged Care and NDIS) will be increasingly rare. Tanya Atkinson (Service Development Coordinator) is currently preparing a report which will: Interrogate data to quantify identified changes in aged care referrals for those under 65 years of age; Liaise with aged care and disability sources to understand the likelihood of dual disability and aged care referrals in the future; Analyse the impact on services if o We receive significantly fewer, if any, referrals for those under 65 years; o We allocate part of each RACs to disability and away from aged care in order to place those with residential NDIS funds both under the existing ACFI model and again under the proposed AN-ACC funding scheme; o Whether we are currently registered to provide these types of services, how they are described under NDIS and whether or not the quality standards that these types of services operate under have any conflicts with aged care standards o Newly released pathway which short tracks those at high risk through the NDIA and MAC pathways.
2. Workforce Profile
a. Care and Support Workers (HCP & NDIS)
No changes of note to report. b. Case Managers (HCP)
More / Less packages required to maintain current CM Hours: REGIONAL NORTHERN SOUTHERN STHN PEN WESTERN Total Low Care 2.57 -15.28 -21.28 -8.62 -12.49 -55.10 OR High Care 1.58 -9.37 -13.05 -5.28 -7.65 -33.77 Table Four: Case Manager hours vs Package allocation
We are obtaining further analysis on support roles in our Community Programs and creating a staffing profile which includes these roles as well as the role of the care and support worker. These types of reports will greatly help in advising our recruitment processes.
c. Personal Care Workers (RACs)
No emerging trends identified at this time.
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d. Recreation
Data is starting to demonstrate that the incidence of younger people who are NDIS eligible being placed in Residential Aged Care due to the inability of the disability system to meet their care needs, is declining. Indications are that the need for Recreation Workers was a point in time and is not an ongoing trend. (see NDIS above)
e. Central Rostering
Long term, it is intended that this service will provide much more than simple rostering. It is envisaged that the service will be responsible for Workforce Development including: Identifying the type of, quantity and qualifications required for client facing staff across all Wintringham programs; Initiate the HR recruitment process; Provide onsite orientation to all new client facing staff; Offer opportunities to existing staff to try new roles; Link with universities and training providers and coordinate student placements and any recruitment that then arises from students who perform well during placement.
Notionally, all sites would have a regular staff group and then ‘borrow’ from the central service to fill gaps in their rosters. Central service staff would have the opportunity to work across our services (if they indicated their interest and ability to do so) and could apply for permanent places at a site when and if they became available.
The Business Plan which steps out actions to be taken to meet these goals has been amended somewhat to reflect the need to fit with the Digital Transformation Project. As a result, the move to incorporate Residential Aged Care rostering into the duties of this team has been delayed. The service continues to develop programs to meet above mentioned goals, however, currently this is limited to client facing staff in the community sector.
We are currently advertising for a new manager for this service. The program itself has been retitled Workforce Development which better reflects a role that is so much more than just rostering.
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Leaders Sep-19 HUMAN RESOURCE INDICATORS: BALANCED SCORECARD
Org Totals / RESIDENTIAL CARE COMMUNITY CARE CORPORATE SERVICES Averages
Eunice Port McLean Ron Clinical Seddon Gilgunya Melbourne Lodge Conn Williamstown Northern Seddon Regional Moorabbin Keysborough Maintenance Care Head Office Catering Recreation Wint Housing
Total staff numbers (EFT) 37.0 28.3 16.2 11.1 42.0 25.6 21.9 25.7 20.9 19.9 20.4 7.6 7.7 48.3 10.8 24.3 9.1 376.8 Total Number of female staff 63 58 30 22 70 50 37 38 31 27 22 0 11 39 8 33 6 545 Total Number of male staff 13 6 3 5 13 4 3 6 2 9 6 11 1 21 5 14 0 122 Total 76 64 33 27 83 54 40 44 33 36 28 11 12 60 13 47 7 668
Male Pecentage 17% 9% 9% 18.5% 16% 7% 8% 14% 6% 25% 21% 100% 8% 35% 38% 30% 0% 18% Female Percentage 83% 91% 91% 81.5% 84% 93% 93% 86% 94% 75% 79% 0% 92% 65% 62% 70% 100% 82%
Average Length of Service (Yrs) *Updated Quartely Permanents 5.1 8.1 8.1 5.9 9 8.43 7.1 9.7 3.5 9.8 6.8 8 6.2 6.6 9.1 6.4 3.8 7.2
Sick Leave per Month (Hrs) 372 270 135.4 220.86 392 207.5 95.1 165.7 206.9 321.8 121 48.6 91.2 218.4 7.5 337.9 7.6 3219.46 Average S/L per EFTE 10.05 9.54 8.36 19.90 9.33 8.11 4.34 6.45 9.90 16.17 5.93 6.39 11.84 4.52 0.69 13.91 0.84 8.60
Overtime Hours 0.5 2 9.25 6 5 1.5 0 7.25 1 3 0 20 0 85 3 9.6 0 153.1 Average O/T Hours per EFTE 0.01 0.07 0.57 0.54 0.12 0.06 0.00 0.28 0.05 0.15 0.00 2.63 0.00 1.76 0.28 0.40 0 0.41
Annual Leave Accruals (Hrs) 6140 2893 2511 11217 4415 4885 3686 2595 2945 3678 2097 1390 7411 2349 3498 1201 62911 Average Annual Leave Accruals per EFT 165.95 0.00 178.58 226.22 267.07 172.46 223.06 143.42 124.16 147.99 180.29 275.92 180.52 153.44 217.50 143.95 131.98 172.50
Long Service Leave Accruals (Hrs) 7333 11089 7578 5325 19550 10114 8412 10258 1486 10279 6504 3208 2206 11691 4059 6328 - 125420 Average LSL Accruals per EFT 198.19 391.84 467.78 479.73 465.48 395.08 384.11 399.14 71.10 516.53 318.82 422.11 286.49 242.05 375.83 260.41 #VALUE! 354.67
Turnover (Staff Departures, excluding casuals over past 12 months) 15 3 2 5 3 2 4 4 3 1 3 1 1 4 4 5 3 63 % Turnover 20% 5% 6% 19% 4% 4% 10% 9% 9% 3% 11% 9% 8% 7% 31% 11% 43% 9%
Table Five: Human Resources Indicators e. Human Resources All programs have now finalised their action plans in response to staff feedback elicited through the staff survey. Actions are now being rolled out and outcomes considered.
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3. Matters under investigation
Identified high-impact events are referred for investigation. In all matters listed below, immediate actions have been taken to reduce or eliminate the risk presented in each instance.
Matter One:
Matter relating to: Staff stress related to erratic and unpredictable client Investigation by: Louise Devereux
Shepparton Mental Health Services Victoria Police Concern raised by: Staff member Unwell resident in housing unwilling to accept community supports and mental health claiming behavioural issues rather than mental health and refusing in patient treatment. Client remains barricaded in unit with silver foil over windows MH report P/H of aggression and violence and advise staff should be very careful when working with him – this advice has stressed staff. Investigation Internal investigation looking at working with staff to parameters: identify further ways we can work with this clients and maintain staff safety (within parameters that ensure staff are all feeling safe) Outcome: TBA
Update on Previous Issues:
Matter relating to: Theft Outcome: Investigation indicated only one staff member common on all occasions medication went missing – staff member dismissed. We do expect an unfair dismissal claim.
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4. Client Complaints
Complaints YTD Sep-19
Williamstown Hostel 56 4 Eunice Seddon 54 9 Port Melbourne Hostel 9 1 Ron Conn 38 1 Gilgunya Village 15 0 McLean Lodge 6 0
Western Housing and Support 38 6 Southern Peninsula Community Housing and Support 66 7 Regional Community Housing and Support 14 0 Northern/City Community Housing and Support 12 1 Southern Housing and Support 2 1
Finance 1 0 WSSS 10 0 Recreation 1 0
322 30
Complaints YTD Sep-19 YTD Sep-19
<30 days to close 250 35 Action taken >30 days to close 70 0 Apology 42 8 In Progress < 30 days 0 0 Explanation / Mediation 115 10 In Progress > 30 days 3 0 Change in work practice 83 11 Other 86 6 Complaint lodged by: Client / Resident 197 23 Resolution Achieved 269 32 Employee / Staff No Resolution Achieved - referred 70 7 to external agency 10 1 Other Resolution Achieved with third 61 5 party 9 0 Complaint passed to third party 28 2 Category of Complaint No resolution / Resolution Food 31 2 pending 10 0 Staff practices 132 18 Other residents or clients 101 7 Environment 30 7 Other 32 1
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5. Feedback and Improvement
Community Services
YTD Sep-19 Northern 77 4 Regional 103 17 Southern 55 30 Sthn Pen 119 19 Western 92 14
Residential Aged Care
Eunice Seddon 359 106 Gilgunya 88 4 McLean Lodge 81 4 Port Melbourne 63 8 Ron Conn 78 10 Williamstown 131 19
Corporate Services
HR 6 0 Operations 85 15 Clinical Care 2 0 Food Services 9 5 Recreation 44 5 Rostering 38 1 Finance 96 0 Communications 8 0 Property Services 1 0
6. Governance Framework
Work has now started on the Governance Framework, both through a Board sub-Committee and an in-house working party. The ACQSC Clinical Governance Self-Assessment has been completed and has helped us to identify gaps in our process. The self-assessment and table of data needed to meet reporting requirements is available on request.
7. Report Appendixes:
Attachment One: Detail of mid impact complaints this month
Attachment Two: Summary of major Feedback and Improvements this month
Attachment Three: Clinical Data Report this month
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Attachment One: Register of Complaints Issue of Concern Suggested Solution Action Taken Resident raised concerns that a staff member speaks to her in an Discussed with resident and validated her concerns 0 unpleasant manner and feels she acts very authoritarian and says and advised i would be speaking to the staff member things to her that are not true and doesn't listen also makes about her concerns comments she will document on her I have always like living at Delahey but I have HUGE concerns about As discussed, it does make it very hard to address Matter raised with site manager, the privacy and confidentiality that comes from the Site Manager issues or concerns from clients when we do not know there is no clear indication when when she tells people about other people's things and that she has who it was written by. The complaints process will be this may have occurred but staff told other residents that a new lady that moved in has MND or a standard agenda item at our residents meetings. will be more careful in future. something like that. It is nobody's business about my health issues This will ensure that all residents are aware of the or where I am at or what I am doing. i would hate to think people complaints process and how we deal with any are talking about me or my life. I am not putting my name to this as I complaint that comes in. don't want to be treated different because around here, she has her Please also remind the residents that they are always favourites and they are treated better. free to call me with any concern they may have and that this will always be kept confidential. signed - Disappointed. Daughter states she has concerns re lack of care: Wants her father to be showered and all care given investigation to be carried out: Father is not getting showered, went a week ago and her - complaint list sent to cm to father had not been showered she had to shower him identify daughters concerns and to herself, states her father also needs a shave. provide report on issues that were states that carers are not trained sufficiently enough to discussed manage clients with these sort of behaviours, she was a - cm to provide statements and manager in aged care and wouldnt have staff like this. client reviews, and budget. knows her dad has mild dementia but they should be able to - attach a register of all calls being manage this made to office each day cm keeps stating that her father isn’t getting showered as not willing to go to shower for carer, if they knew how to manage him there would be no problem
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Attachment One: Register of Complaints Issue of Concern Suggested Solution Action Taken Delahey resident was concerned about a co resident placing Rat Bait Writer and tenancy spoke to resident of concern who This was passed onto Tenancy. around the garden, resident was concerned that his dog would pick stated that she has it under her garden furniture on Tenancy explained that the dog is this up. her balcony as she has observed mouse droppings on not to be off a lead in common her out door table. areas and also moved the baits.
R has also been advised that the dog should at all times be on the leash when out doors Resident was very distressed as he used call bell three times and no manager spoke with resident and explained the Call system checked and seems OK one came to attend to his adls, he then came to office area and residents care was a priority and would discuss with – staff reminded that call bells afternoon nurse listen to his concern and reported to supervisor still the staff concerned on how they could do better and must be answered in a timely nothing was done to assist him and was told staff were serving tea make better decisions to ensure resident was manner and that this will be he became very angry as he saw nurse and supervisor waving at him attended to so to avoid escalation in behaviours and monitored to ensure it is from office so he through a plate at the window his care was attended to in a timely manner happening.0 Co client from unit 66 knocking on other clients door ay early hours client has been informed by case manager and site Check with resident indicates that of morning and late at night, requesting money or Panediene Forte coordinator that this is not acceptable and should this this in no longer a concern. offering to pay for the tablets continue further action will be taken.
Client has also been informed to call the police if this is disturbing her at night I am writing on behalf of my client Peter Israel, who is often Please read clients request for meals and is unable to Apology made and clear direction receiving meals that he is unable to eat. I had informed Keysborough eat chicken, pork, shellfish. re food preferences highlighted on of this last week and today my client informs me that he had been food orders0 delivered a chicken meal (that he paid for & can't eat). resident dislikes co resident and both have been verbally abusive manager has discussed with both residents about 0 towards each other , resulting in Lionel making a complaint to the their equal part in this behaviour and suggested they police and getting an intervention order on co resident avoid each other and stop calling each other very abusive names Work description- poor communication. Office main printer not Site to be informed of any changes Reported to IT notified of change working. Office not informed of printer change in system by IT Dept. identification of printer Several staff waiting for repair for print jobs days before- only when logging complaint notified of change
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Attachment Two: Summary of major Feedback and Improvements this month Suggestion Proposed Solution Opportunities for further review & improvement: 1)Due to sick leave over colder months. 1)Absenteeism 2)Staff turnover 2)Staff have resigned & found jobs more suited to their lives. 3)Aggressive episodes 3)Due to current clients - Care Plans reviewed of residents with aggressive episodes. Use Improvements in all other areas. of Mental Health services when need. 1)Overall infections increase by 5% this 6 month period - however the As per recommendations suggested in Clinical Review. number of residents affected decrease by 4. 2)Respiratory infections were the most prevalent 3)Incidents of skin, urinary tract & eye/ear infections decrease this 6 month period whilst wounds, fungal & 'other' increase. Lionsville residents asked for bus outings to op shop and Bunnings now that Discussion with Lionsville residents who advised that they would like a bus activity for the Saturday outing bus no longer running due to low numbers/majority of Bunnings and local op shop. Recreation will organise weekday bus every 5-6 weeks for residents attending bus were on HCP and have package funding for social outing for Lionsville residents. First outing commenced 7/8/19 for Wintringham Art activities. Show. Thursday fortnightly shopping bus will continue as Maxi Taxi transport. Understanding HCP statements and processes. Finance provide an information session for HCP Case management staff on site to assist staff to understand statements, processes behind statements and also how and what reports or assistance they can request when queries or issues arise. Due to increase of emergency services attending Delahey after hours due to Program manager met with Fire Brigade on the 1/8/19 and also was in-touch with the fire alarms going off and being false alarms the fire brigade came out to maintenance manger who stated that we do not require fire blankets as it is not stated on Delahey on the 1/8/2019 to look at our procedures and suggested fire the occupancy certificate and DHHS stopped inspecting fire blankets in 2014 as their blankets and education for residents policy/procedure changed. Site coordinator has feedback this to the fire department as well as booked in an education session for residents on the 19th of November 2019 Lack of communication from external provider in regards to ndis for one of request phone call to advise they are coming or ask for a weekly calendar of when they our clients who had an appointment booked for 26/6/2019 are working with resident
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Attachment Two: Summary of major Feedback and Improvements this month Suggestion Proposed Solution Letter received from W: Manager replied:
Dear MM, I have been a resident of Wintringham now for over 22 years and Dear W, although we haven't communicated much on a personal level, I would just like to five you some feedback on how I feel about the support I have Firstly I would like to thank you for your lovely letter I received in the mail today. I am so received since I have been involved with your service. I have also come to very happy to hear that you feel safe and feel that you are looked after so well by your know all the staff during this time and nothing has been too much trouble Case Manager and all of the staff at Delahey. You have worked very hard to be where you for them in meeting my needs which I believe also applies to the other are today and I think you should be very proud of yourself. Wintringham is your home and residents. At the moment Lexi, I've had a bit of a setback (with a stroke) but well always be your home. I will be sure to pass on your thanks to all of the staff including I'm sure I will get back to being myself again. At one stage there, I'd also senior management. I will hopefully see you again soon for a chat when I am around developed some form of structure in my life and thanks to everyone I've Delahey. found it a lot easier. Heather and all the staff here at Delahey have been very understanding and I also feel comfortable lining in such a safe environment. I also keep pretty much to myself Lexi which I think is wise and I learnt this strategy through rehabilitation. If I have any medical issues also Lexi and Nevia isn't available, I go over to the community room to ask Heather opinion which I find very helpful. May I also say that Bryan and senior management are very selective in who they employ for people in a homeless situation and if I were asked to comment on the impact it has had on me, I'd be more than pleased to. Yours sincerely, Wayne. Due to increase of emergency services attending Delahey after hours due to Program manager met with Fire Brigade on the 1/8/19 and also was in-touch with the fire alarms going off and being false alarms the fire brigade came out to maintenance manger who stated that we do not require fire blankets as it is not stated on Delahey on the 1/8/2019 to look at our procedures and suggested fire the occupancy certificate and DHHS stopped inspecting fire blankets in 2014 as their blankets and education for residents policy/procedure changed. Site coordinator has feedback this to the fire department as well as booked in an education session for residents on the 19th of November 2019 Lack of communication from external provider in regards to ndis for one of request phone call to advise they are coming or ask for a weekly calendar of when they our clients who had an appointment booked for 26/6/2019 are working with resident
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Attachment Two: Summary of major Feedback and Improvements this month Suggestion Proposed Solution Staff travel 30 min between a home care package to NDIS client. (travel plus separate workers to complete NDIS clients identifying cost of individual program to run staff hours of travel recovered from home care package program) Staff hourly rate for hours worked going to NDIS program (Community package also picking up the travel and hourly rate to next home care package person) social activity / outing / community involvement: no kms attached for carer to take them to the shops ect, therefore being recovered through the community program, more so when client holds the transport money themselves as clients dont want to walk, expectation is that it is an escorted service . Identified 9 different cultures in the home , unable to find supporting Recreation to discuss with resident from cald background to identify cultural and spiritual documentation to identify the need for cultural specif activities for cald needs for resident arrange interrupter ,recreation currently facilitate identified act ivies consumers Maximum amount of users , unable to put notes in, happened 3 times last More Goldcare licenses month CM's are being timed out of Goldcare frequently Change screens in Goldcare results in Goldcare literally disappears requiring logging back in - ALl time consuming Manager using Goldcare- gets disturbed by staff /phone - loses everything done on Goldcare Break down of communication between rostering and CM's when service Goldcare linked with outlook changes documented in Goldcare which is linked to outlook changes occur for client service provision to notify all personal involved in changes of client services Staff member has given positive feedback on having an additional person for Employed new staff members to work pm shift for 5 hours assisting with resident care 5 hours on afternoon shift staff report this has made a real difference and are really enjoy coming to work now and are feeling less stressed
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Attachment Two: Summary of major Feedback and Improvements this month Suggestion Proposed Solution ACAS minutes caulfield: topic discussed at meeting- Home Care Packages in referred to GMO as it would be impossible to complete personal care for all the clients SRS that need it, with the present staffing level. taking in to consideration that those entering the SRS are through mental health and already have high care needs We have recently had an increase in referrals for SRS clients. These clients are eligible for a Home Care Package but it is preferred that referrers chat with ACAS first who will review case by case. There are concerns that SRS’s are reducing services that should be provided such as personal care, and applying for HCP’s to meet the core needs. Maureen will follow up with the Department. 'ACFI audit conducted 11/2/19 by Department of Health at Ron Conn. The Advised that 2 appeals have been successful audit focussed on 4 ACFI claims with auditors highlighting several items they required further supporting evidence to substantiate. Evidence was located and submitted within the alloted timeframe of 48hrs and we were awaiting the oucome throughout March. Nothing received March 2019, however early April we were notified that we have been downgraded on 3 residents with a total combined loss of $147.36 per day or $53786.40 per annum. Appeal submitted by DGMO 4/5/19. Further information requested by Neva Fellows (ACFI Reconsideration Team) 14/6/19 and 17/6/19. All information provided within agreed time frames, awaiting outcome. All Staff meeting 26/7/19; OHS Roles and Responsibilities (OHS1.3) and continue training as required to ensure staff are up to date with relevant care practices Code of Conduct (HRM 50) presented and discussed at meeting. Changes in and management law that affect our work also rolled out to team. There was also training conducted by Basics Mental health team on Clozapine for all nurses and as much care staff as possible. Clinical care also conducted training on International Dysphagia Diet Standardisation Initiative (IDDSI). Investigating an incident where an EEN supervisor has given a resident Awaiting disciplinary meeting. another residents applicator to apply cream internally. The error allegedly not disclosed but resident told GP and then told staff what happened. Incident discovered when it happened again with an agency EEN. Has been referred to HR and ANMF now involved.
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Attachment Two: Summary of major Feedback and Improvements this month Suggestion Proposed Solution Resident referred by GP urgently to BASICS. Resident has been threatening Staff to cancel Group Payment. Basics to be called again if needed. staff regarding finances and very upset and angry, says he has a knife in his room. Disputes having to pay rent. Very sad decline and possible delirium. Basics attended immediately and assessed and provided staff support. Open Disclosure Framework - internal policies and procedures relevant to 1) Amalgamate policies and procedures "Open Disclosure" and "Communication with incident reporting and open communication - need for encapsulating the Consumers" to form 1 policy and procedure that covers off on all aspects on open Open Disclosure Framework (as outlined by the Aged Care Quality & Safety communication for consumers and the workforce. Commission Open Disclosure and Framework) 2) Outline the process of information conveyed to the Board and back to staff (dual directional flow of information) when information conveyed from consumers - CIF - Leadership- Board & staff.
3) Develop Open Disclosure P&P including a flow chart to provide guidance for staff
4) Review Incident Reporting P&P to ensure incorporation of open disclosure process and reference of Open Disclosure. Accreditation Audit conducted 14th and 15th August. Very positive It was pointed out that it was a unusual that only residents who were assesses as needing experience and it was good to have the staffs fantastic work recognized one had call point extensions. Call point extensions purchased for the residents without through the interviews with residents. them. Gardening contractor does a fantastic job maintaining the gardens but have Monthly meetings between site manager and gardeners to identify gardening work that not really allowed for gardening work (Or as Allen Kong says "growing the can fit into current contract. So far 78 plants have been transplanted and 10 new plants garden"). have been put in. Feedback from staff surveys and follow up meetings has highlighted staff in Have arranged to meet with Mat HR and Dan G. to discuss what might be possible, community programs feeling that current training provided through online options available ensuring staff input/feedback is included in the discussion, training and compulsory training days not always relevant and not meeting developments. training / skill development in related job roles.
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Attachment Three: Clinical Data
CLINICAL REPORT MONTH: SEPTEMBER 2019
This report reports on Data for July 2019
Incident Rates Port 7.00% Eunice Melbour Seddon Gilgunya McLean ne Ron Conn WT Total 6.00% Medication 5.95% 2.56% 1.52% 1.75% 1.22% 1.60% 2.60%
5.00% Infection 1.09% 0.00% 1.01% 0.29% 0.72% 0.66% 0.75% Behaviours 0.97% 0.45% 0.67% 1.07% 0.39% 0.88% 0.73% 4.00% Falls 1.72% 0.32% 0.51% 0.19% 1.27% 0.50% 0.84% Medication 3.00% Infection 2.00% Behaviours
1.00% Falls
0.00% Eunice SeddonEunice Gilgunya McLean Port Melbourne Conn Ron WT Total
Percentage of Residents taking Psychotropic Number of Residents with Restraint in use per RAC's Medication per RAC's 12 80% 10 70% 60% 8 50% 6 40% 30% 4 20% 2 10% 0 0% EuniceSeddon Gilgunya McLean Port Melbourne Conn Ron Williamstown Total EuniceSeddon Gilgunya McLean Port Melbourne Conn Ron Williamstown
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Medication Incidents
Eunice Port Seddon Gilgunya McLean Melbourne Ron Conn Williamstown Total Total % Not Given 11 6 1 6 4 3 31 14% Not Signed 77 20 6 3 7 9 122 55% Pharmacy 4 2 0 2 0 1 9 4% Refused 0 0 0 0 4 7 11 5% Wrong Resident 0 0 0 0 0 0 0 0% Wrong Day/Time/Dose 1 2 1 4 0 0 8 4% Found 4 1 0 1 0 4 10 5% DD 3 4 1 0 3 1 12 5% Other 4 5 0 2 4 4 19 9% Total 104 40 9 18 22 29 222 Incident Rate 5.95% 2.56% 1.52% 1.75% 1.22% 1.60% 2.60% Increase/Decrease 6.12% -31.03% -35.71% 5.88% 4.76% 38.10% -3.06%
Behaviour Incidents
Eunice Port Mandatory Reports Seddon Gilgunya McLean Melbourne Ron Conn Williamstown Total Assault 0 1 0 0 1 1 3 Missing Resident 0 0 0 0 0 0 0 Incident Rate 0.00% 0.06% 0.00% 0.00% 0.06% 0.06% 0.04%
Eunice Port Seddon Gilgunya McLean Melbourne Ron Conn Williamstown Total Total % Wandering 1 0 0 0 2 1 4 6% Verbal 4 2 1 6 0 4 17 27% Physical 0 2 0 0 2 0 4 6% Smoking Related 0 1 0 0 2 3 6 10% Alcohol 8 0 0 1 0 2 11 18% Risk Behaviour 1 2 3 2 0 2 10 16% Socially Inappropriate 1 0 0 2 0 3 6 10% Other 2 0 0 0 1 1 4 6% Total 17 7 4 11 7 16 62 100% Behaviour Incident Rate 0.97% 0.45% 0.67% 1.07% 0.39% 0.88% 0.00% Increase/Decrease -52.78% 75.00% #DIV/0! 0.00% -41.67% -42.86% -31.87%
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Falls
Eunice Port Seddon Gilgunya McLean Melbourne Ron Conn Williamstown Total Total % Requiring Hospital 4 0 1 0 0 2 7
INJURY Head Strike 3 0 0 1 1 2 7 10% Bruising/ Redness 2 1 0 0 2 0 5 7% Skin Tear(s) 1 2 0 0 3 2 8 11% Pain 3 0 1 0 0 1 5 7% Without Injury 21 2 2 1 17 4 47 65% Total 30 5 3 2 23 9 72 100% Falls Incident Rate 1.72% 0.32% 0.51% 0.19% 1.27% 0.50% 0.00% Increase/Decrease 15.38% 25.00% 50.00% -33.33% 64.29% -10.00% 22.03%
Eunice Port LOCATION Seddon Gilgunya McLean Melbourne Ron Conn Williamstown Total Total % Bed Room 19 1 1 2 17 6 46 64% Bathroom 1 1 0 0 0 0 2 3% Dining Room 2 1 0 0 2 0 5 7% Communal Area 5 1 0 0 3 1 10 14% Outside Facility 0 0 1 0 1 2 4 6% Unknown 3 1 1 0 0 0 5 7% Total 30 5 3 2 23 9 72 100%
Physical Restraint
Eunice Port Ron Seddon Gilgunya McLean Melbourne Conn Williamstown Total Number of Residents with restraint in use. 5 0 0 0 6 0 11 Number of restraints that are self requested. 4 0 0 0 5 0 9
Bedrails 2 0 0 0 0 0 2 Chair 0 0 0 0 0 0 0 Table 0 0 0 0 0 0 0 Seat Belt 2 0 0 0 4 0 6 Wedges 0 0 0 0 2 0 2 Pillows 0 0 0 0 0 0 0 Concave Mattress 0 0 0 0 1 0 1 Foot Stool 0 0 0 0 0 0 0 Bed Against Wall 0 0 0 0 0 0 0 Removal Wheelchair 1 0 0 0 0 0 1 Removal Walking Aid 0 0 0 0 1 0 1 Bed Pole 0 0 0 0 1 0 1
Total 5 0 0 0 9 0 14 Percentage 8% 0% 0% 0% 15% 0% 5%
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Infections
Eunice Port Ron Infections Treated Seddon Gilgunya McLean Melbourne Conn Williamstown Total Total % Wounds 2 2 2 0 3 0 9 14% UTI 2 2 1 0 0 1 6 9% RTI 6 1 3 1 1 7 19 30% D&V 0 0 0 0 0 0 0 0% Eye / Ear 3 2 0 0 0 2 7 11% Fungal 1 2 0 2 4 1 10 16% Skin 4 1 0 0 2 1 8 13% Other 1 1 0 0 3 0 5 8% Total Infections 19 11 6 3 13 12 64 Incident Rate 1.09% 0.00% 1.01% 0.29% 0.72% 0.66% 0.75% Increase/Decrease 5.56% -26.67% 20.00% -25.00% 62.50% 9.09% 4.92%
No Residents treated for Infections 14 10 5 2 12 10 53
Eunice Port Ron Treatments Prescribed Seddon Gilgunya McLean Melbourne Conn Williamstown Total Total % Antibiotics Amoxicillin 1 1 0 0 0 3 5 9% Augmentin 5 0 1 0 1 2 9 16% Cefalexin 3 3 1 0 3 2 12 22% Ceftriaxone 0 1 0 0 1 0 2 4% Chloramphenicol 3 3 0 0 0 2 8 15% Ciprofloxacin 0 0 2 0 0 0 2 4% Clarithromycin 0 0 0 1 0 0 1 2% Clindamycin 0 0 0 0 0 0 0 0% Doxycycline 1 0 1 0 0 1 3 5% Flucloxacillin 0 0 1 0 1 0 2 4% Framycetin 0 0 0 0 0 0 0 0% Mupirocin 0 0 0 0 0 0 0 0% Other 2 0 0 0 1 0 3 5% Roxithromycin 2 0 0 1 0 2 5 9% Trimethoprim 1 0 0 0 2 0 3 5% Total 18 8 6 2 9 12 55 AntiFungal Amphotericin 0 1 0 1 0 0 2 15% Clotrimazole 3 1 0 0 4 0 8 62% Fluconazole 0 0 0 0 0 0 0 0% Miconazole 0 0 0 0 1 0 1 8% Nystatin 0 0 0 1 1 0 2 15% Total 3 2 0 2 6 0 13 Steriods Oral 0 0 1 0 0 1 2 40% Topical 1 0 0 0 1 0 2 40% Ocular 0 1 0 0 0 0 1 20% Otic 0 0 0 0 0 0 0 0% Total 1 1 1 0 1 1 5 Other Other Medication 1 1 0 2 3 0 7 Wound Care 0 0 0 0 0 0 0 Other Treatment 0 0 0 0 0 0 0
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Psychotropic drug use
Eunice Port Ron Seddon Gilgunya McLean Melbourne Conn Williamstown Total Total number of Residents on Regular Psychotropic Medication 38 27 16 19 45 37 182 Total percentage of Residents taking Regular Psychotropic Medication 61% 53% 76% 54% 75% 62% 63% Total number of Residents Prescribed PRN Psychotropic Medications 27 13 7 13 33 20 113 Total percentage of residents Prescribed PRN psychotropic medication 44% 25% 33% 37% 55% 33% 39%
No of regular psychotropic meds per Eunice Port Ron resident Seddon Gilgunya McLean Melbourne Conn Williamstown 0 24 24 5 16 15 23 107 1 15 15 7 4 15 19 75 2 11 7 7 12 13 8 58 3 10 4 1 2 11 4 32 4 1 1 1 1 5 1 10 5 1 0 0 0 0 2 3 6 0 0 0 0 1 3 4
Eunice Port Ron Seddon Gilgunya McLean Melbourne Conn Williamstown Total Residents with listed diagnosis and no psychotropic meds 12 20 4 8 8 15 67
Residents with no listed diagnosis on psychotropic meds 0 0 0 0 0 0 0
Eunice Port Ron % Seddon Gilgunya McLean Melbourne Conn Williamstown Total Diagnosis List of diagnosis used: ABI 4 3 0 4 4 7 22 5% Anxiety 10 16 3 9 8 16 62 13% ARBI 11 1 1 4 9 10 36 7% Autism 1 1 0 0 0 2 4 1% Bi-Polar 6 2 2 2 4 2 18 4% Dementia 21 7 2 3 15 8 56 11% Depression 21 30 11 11 18 26 117 24% Epilepsy 8 2 2 5 9 5 31 6% Insomnia 0 0 0 0 1 0 1 0% Intellectual Disability 5 12 0 1 2 3 23 5% Neuropathic Pain 6 1 0 1 2 0 10 2% Other 1 5 1 0 0 3 10 2% Parkinson's 0 0 0 0 4 3 7 1% Personality Disorder 1 2 1 0 0 0 4 1% Schizoaffective 4 3 3 0 0 1 11 2% Schizophrenia 5 16 9 8 15 16 69 14% Seizures 2 2 0 2 0 0 6 1% Total 106 103 35 50 91 102 487 Per Resident on Medication 2.79 3.81 2.19 2.63 2.02 2.76 2.68
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Transfers and Deaths
Eunice Port Ron DEATHS Seddon Gilgunya McLean Melbourne Conn Williamstown Total Palliative 0 0 0 0 0 0 0 Acute Illness 0 0 0 0 1 0 1 Chronic Illness 0 0 0 0 1 0 1 Sudden 0 0 0 0 0 0 0 Reported to Coroner 0 0 0 0 1 0 1
Eunice Port Ron Hospital Transfers Seddon Gilgunya McLean Melbourne Conn Williamstown Total Medical 13 5 3 2 5 5 33 Injury (or Potential) 4 0 1 0 0 2 7 Mental Health 0 0 1 0 0 1 2 Other 0 3 0 1 1 0 5 Total 17 8 5 3 6 8 47
Weight Loss/Gain
Eunice Port Ron Seddon Gilgunya McLean Melbourne Conn Williamstown Total 2kg Weight Loss- Unintentional 8 0 1 3 4 2 18 2kg Weight Loss- Intentional 0 0 0 0 1 0 1 Total 8 0 1 3 5 2 19
2kg Weight Gain 3 3 1 4 5 3 19
57
Wounds and Pressure Areas
Eunice Seddon Gilgunya McLean Port Melbourne Ron Conn Williamstown Total Total No. of wounds 42 15 4 4 28 11 104 Total No Pressure Wounds 18 3 1 1 15 5 43 Stage 1 7 1 0 0 0 2 10 Stage 2 7 2 1 1 11 3 25 Stage 3 1 0 0 0 0 0 1 Stage 4 0 0 0 0 0 0 0 Unstageable 2 0 0 0 4 0 6 Deep Tissue 0 0 0 0 0 0 0 N/A 0 0 0 0 0 0 0
Complex Care Needs
Eunice Seddon Gilgunya McLean Port Melbourne Ron Conn Williamstown Total Total No. Residents 36 37 18 19 41 34 185 Catheter 2 0 1 2 4 0 9 Chronic Wound 1 0 1 0 5 4 11 Compression Stockings 5 4 6 0 3 3 21 Compression Tubigrip 6 9 0 5 4 3 27 CPAP 5 1 1 1 2 1 11 Heat Packs 17 25 10 10 21 23 106 Infection 5 1 4 2 6 2 20 Insulin (Self Injecting) 0 2 0 0 0 2 4 Other 7 21 13 2 28 6 77 Oxygen 0 0 0 1 0 1 2 Palliative 0 0 0 0 0 2 2 PEG 0 0 0 0 0 0 0 Protective Bandaging 1 3 0 0 2 1 7 Skin Integrity 14 1 5 1 23 5 49 Splint 2 5 0 1 1 0 9 Stoma 2 0 0 0 1 0 3 Weight Monitoring 0 0 0 2 1 0 3
THE BELOW IS NOT UPDATED BY CSM
Average ACFI at Eunice Seddon Gilgunya McLean Port Melbourne Ron Conn Williamstown Total 30/09/2019 $ 152.31 $ 133.03 $ 128.18 $ 114.86 $ 174.33 $ 129.83 $ 141.97 No of residents in calculator 51 50 21 34 56 56 268 Total daily subsidy $ 7,768.02 $ 6,651.27 $ 2,691.69 $ 3,905.13 $ 9,762.63 $ 7,270.45 $ 38,049.19
Difference against QPS Benchmark Jan - Mar 19 -$ 24.91 -$ 44.19 -$ 49.04 -$ 62.36 -$ 2.89 -$ 47.39 -$ 35.25
ACFI Apr - Jun 18Jul - Sep 18Oct - Dec 18Jan - Mar 19 Average Industry Benchmark $ 166.73 $ 168.55 $ 169.79 $ 172.22 $ 169.32 Our Results $ 136.72 $ 137.07 $ 141.29 $ 141.61 $ 139.17
Difference over past year -$ 30.01 -$ 31.48 -$ 28.50 -$ 30.61 -$ 30.15
ADLs $ 78.64 $ 78.90 $ 79.24 $ 79.66 $ 59.75 $ 59.35 $ 60.54 $ 60.93
-$ 18.89 -$ 19.55 -$ 18.70 -$ 18.73 -$ 18.97
Behaviours $ 49.03 $ 49.17 $ 49.07 $ 49.42 Above $ 61.18 $ 60.37 $ 60.25 $ 60.84 benchmark Below $ 12.15 $ 11.20 $ 11.18 $ 11.42 benchmark
Complex Care $ 39.06 $ 40.48 $ 41.48 $ 43.14 $ 15.79 $ 17.35 $ 20.50 $ 19.84
-$ 23.27 -$ 23.13 -$ 20.98 -$ 23.30 -$ 22.67
58
Notes- August/ September 2019
Double Dose of Insulin- Staff member administered but administrating sign sheet was full and not replaced, they therefore did not sign leading to another staff member also administering. Residents remained stable. Bowel prep was administered to the wrong resident. Residents advised. Complex wounds in community- One client- resistive- VCAT advised no diagnosis for guardian application. 2nd reviewed in hospital ?discharged without real interventions due to client complexity. Also concerns with living environment ?VCAT Missing PRN medication- investigation continues Resident reported abdominal scratches caused by staff when administering Insulin. Reported- On review by GP resident stated she had caused them. Resident reporting continence care causing scrotal abrasions. Influenza- site isolated- cleared after negative results and approval of DH Residential sites increasing wounds since July- monitoring continues. Residential Detailed Medication Audits will be completed by end of September. Sites need 85% compliance over 25% of residents.
59
Finance Report to the Board
Summary
Management accounts for the two months ended 31 August 2019 are enclosed.
The 2020 financial year has commenced on a positive note with a surplus of $528k for the Wintringham entity, being $129k above budget. The year-to-date result for the two months can be summarised as follows:
Revenue of $9.4 million is $297k (3.3%) above budget Salary expense of $7.1 million is $311k (4.6%) over budget Non-salary expense of $1.7 million is $143k (7.6%) below budget Surplus before depreciation of $528k is $129k above budget Depreciation expense of $367k is $17k (4.9%) over budget Surplus after depreciation of $161k is $112k above budget
The consolidated Wintringham / Wintringham Housing result for the two-month period is a surplus before depreciation of $645k, some $133k better than budget and a surplus after depreciation of $116k being $108k better than budget.
The following tables summarise the financial performance including comparatives for the corresponding prior year. The main driver of the July / August above budget result being the reversal of the doubtful debt provision on the receipt of funding due for a resident at Eunice Seddon.
Wintringham entity - surplus before depreciation result
Actual Budget Var Prior Yr $’000 $’000 $’000 $’000 Jul to Aug 2019 period 528 399 129 552
Wintringham entity - surplus after depreciation result
Actual Budget Var Prior Yr $’000 $’000 $’000 $’000 Jul to Aug 2019 period 161 49 112 216
Program results
Whilst the company wide result is positive relative to budget, as can be noted on the following schedules, a number of our residential care sites are under budget YTD. This is offset by the backpayment of funding for a resident at Eunice Seddon. The reversal of the
60
Finance Report to the Board doubtful debt associated with this funding has been accounted for in the Administration cost centre where the debt was originally provided for.
Residential Care
The residential care programs remain under budget YTD with a surplus of $59k against a budget of $233k, predominately driven by lower than budgeted occupancy levels at our Eunice Seddon and Ron Conn facilities. The result has also been impacted by lower than budgeted ACFI at our Ron Conn facility including an unsuccessful appeal of ACFI downgrades for three residents.
CDC Home Care
The following table provides an overview of the HomeCare packages.
Package level Licensed * 2019/20 As at budget 31 Aug 2019 Level 1 27 15 18 Level 2 487 418 403 Level 3 80 78 110 Level 4 85 144 162 Total 679 655 693 Annualised funding ** $16.46 m $18.25 m Variation to funding +$1,787,000
* Packages held by Wintringham on 28 February 2017 when Australian government took back package ownership. ** Being funding received, not necessarily funding spent by the client.
The Home Care programs have generated a YTD surplus of $135k, $68k above budget. The increase in the number of high care packages managed in recent months continues to positively impact the result with additional income being generated from these packages.
Other Client support programs
Housing support programs are comfortably above budget year to date, in part due to salaries being under budget as recruitment of staff to new positions has been delayed. The higher than expected number of residents and clients in our NDIS service program is impacting processing of income and allocation direct care staff costs. Our work flows are currently being refined to correctly process income and costs to the NDIS program, as such the YTD result for NDIS does not accurately reflect the operations of the program. We expect this work to be completed in the coming month.
61
Finance Report to the Board
Risks identified post budget completion
As disclosed in the CEO report, SAVVI funding for Angus Martin SRS has not been secured for the current year. This will negatively impact the Angus Martin result by $100k, representing the SAVVI funding budgeted for Angus Martin. Whilst Angus Martin operates under Wintringham Housing, this will flow through to Wintringham as any deficit incurred by Angus Martin is covered by Wintringham.
Balance sheet, cashflow and cash position
Reports and commentary are attached with key movements documented. The opening cash balance was impacted by the DOH $1 million capital grant for Shepparton and the additional residential funding (circa $650k for temporary ACFI uplift and increase in supplements) received late in the 2019 financial year. Both these items were not included in the 2020 budget.
Other items
Year-end items - Transition from June management accounts to statutory accounts As with previous years, the June 2019 management accounts (which reflect underlying financial performance) are necessarily converted to statutory accounts. The conversion includes abnormal income items such as government and non-government capital grant income. The statutory results are also updated for additional creditors and accruals for supplier invoices received post close-off of the management accounts, along with other adjustments identified by either the finance team or the auditors.
Note 3 to the financial statements reconciles the statutory account surplus to the final underlying surplus before depreciation.
Year-end items – reconciliation of management accounts to underlying statutory accounts For the benefit of the Board, the following table notes the movement in the surplus for the year from the period 12 management accounts (presented at August board meeting 303) to the underlying result noted in the financial statements.
Wint $ WHL $ Consol $ Surplus before depreciation June 2019 management accounts 2,530,645 531,726 3,062,372 Period 13 adjustments * -213,391 1,435 -211,957 June 2019 statutory accounts 2,317,254 533,161 2,850,415
2018/19 budget 1,473,138 353,783 1,826,921 Final variance to budget +844,116 +179,378 +1,023,494
62
Finance Report to the Board
* Typically late creditors and other accruals / adjustments processed after the presentation of the June management accounts
Year-end items - audit The financial statements have been forwarded to Directors separately for consideration and approval.
The Board Finance and Risk Committee met on 18 September to review the draft financial statements and the minutes of that meeting are noted in section 7 of the Board pack. The financial statements have been reviewed by our auditors with their required amendments incorporated into the final draft. John Phillips and Michael Flanigan from CW Stirling will attend the Board meeting and will be available for questions. I am available should Board members have any queries with respect to the accounts prior to the Board meeting.
The CEO / DCEO declaration and draft Representation Letter are included in the Board pack at Agenda Item 7.2 and 7.3 and signed copies will be tabled at the Board meeting.
The Board is required to pass a number of resolutions with respect to the financial statements. A copy of the proposed resolutions is noted in Agenda item 7.4.
PAYG and superannuation payment obligations As at 31 August 2019 PAYG payments have been made within permitted timelines.
It has been identified that there are outstanding superannuation payments due to a small number of staff, predominately in management roles. This is due to the ATO recently clarifying a determination they issued in 2009 regarding when super should be paid on annual leave loading payments and the ATO have acknowledged that there has been uncertainty around this matter. We are currently determining the quantum, with a sample calculation indicating an approx $42,000 exposure. We will provide an update and seek guidance through the Finance Committee once a final position is determined. All other superannuation liability payments have been made within permitted timelines.
Elizabeth Davis Head of Finance
63 Management reports - August 2019
Budgeted Actual Budgeted Actual Budgeted Actual Budgeted Actual Budgeted full year income YTD income YTD Surplus/(deficit) Surplus/(deficit) Surplus/(deficit) after Surplus/(deficit) after YTD full year income before depreciation before depreciation depreciation depreciation Capex Capex
Wintringham Total Residential Care 28,400,477 4,813,125 4,844,992 58,627 233,332 (183,318) (4,343) Total Southern Community Care 3,905,946 645,800 668,892 (82,080) (1,789) (84,808) (4,892) Total Western Community Care 4,891,876 827,579 838,754 40,745 46,170 38,313 43,572 Total Northern Community Care 3,780,069 740,203 647,856 68,209 23,104 65,492 16,926 Total Southern Peninsula Community Care 3,413,931 712,233 580,586 69,562 (17,345) 66,266 (21,119) Total Regional Community Care 5,041,800 892,938 852,222 140,842 33,484 135,881 28,680 Total Community Care 21,033,621 3,818,753 3,588,311 237,278 83,623 221,144 63,167 Total Other Services 872,470 147,290 147,331 (23,429) 4,973 (34,188) (5,632) Total SRS (64,784) (11,761) (11,008) (11,761) (11,008) (34,191) (29,663) Total Corporate Services 16,929,011 2,971,002 2,831,547 267,413 88,083 191,289 25,263 Sub total 67,170,796 11,738,410 11,401,171 Elimination internal income 13,882,363 2,358,570 2,318,700 Total Wintringham $ 53,288,433 $ 9,379,840 $ 9,082,472 $ 528,129 $ 399,003 $ 160,736 $ 48,792 $ 121,442 $ 2,765,000 Wintringham Housing Total Wintringham Housing 5,491,836 969,158 972,395 116,713 113,232 (44,314) (40,034) 65,325 250,000 Elimination of intercompany income 1,868,421 310,656 312,048 Total Wintringham Group $ 56,911,847 $ 10,038,343 $ 9,742,818 $ 644,843 $ 512,235 $ 116,422 $ 8,758 $ 186,767 $ 3,015,000
Current year capital grants not yet recognised as income 2019 / 20 financial year
Wintringham Wintringham Housing
Government capital grants
Philanthropic capital grants 365,200 500,000 W - Wicking - Digital Transformation Project WH - Ian Potter foundation - Shepparton development
365,200 500,000
64 1 2 3 4 5 6 7 8 9 10 Management reports - August 2019
Budgeted Actual Budgeted Actual Budgeted Actual Budgeted Actual Budgeted full year income YTD income YTD Surplus/(deficit) before Surplus/(deficit) before Surplus/(deficit) after Surplus/(deficit) after YTD full year income depreciation depreciation depreciation depreciation Capex Capex Wintringham McLean Lodge (21 beds) 2,090,571 339,090 334,804 2,932 10,606 (24,176) (17,875) - Williamstown (60 beds) 5,480,555 960,008 940,179 135,266 110,420 89,945 68,169 Eunice Seddon (60 beds) 6,216,507 1,047,772 1,065,090 (44,099) 65,279 (108,933) 1,985 Port Melbourne (35 beds) 3,121,628 533,168 535,901 42,909 50,000 17,717 25,329 Ron Conn (60 beds) 6,663,073 1,100,998 1,140,764 (109,587) (49,550) (145,400) (84,645) Gilgunya Aged Care (51 beds) 4,828,144 832,089 828,253 31,206 46,578 (12,471) 2,694 Total Residential Care 28,400,477 4,813,125 4,844,992 58,627 233,332 (183,318) (4,343) Home Care Southern 3,486,905 576,394 598,165 (79,851) (3,668) (82,576) (6,769) Southern Outreach 194,059 30,735 32,707 (6,445) 1,398 (6,445) 1,398 OPOP - Older Persons Outreach 224,983 38,670 38,020 4,215 481 4,213 478 Total Southern Community Care 3,905,946 645,800 668,892 (82,080) (1,789) (84,808) (4,892) Home Care Western 3,909,568 664,748 674,109 19,491 34,935 18,254 33,455 HACC & HS (CCB) - Lionsville 342,854 56,066 57,465 10,831 3,361 10,753 3,353 HACC & HS - Delahey 639,454 106,765 107,180 10,423 7,874 9,307 6,764 Total Western Community Care 4,891,876 827,579 838,754 40,745 46,170 38,313 43,572 Home Care Northern 3,016,807 614,725 518,870 42,516 22,244 40,357 20,324 HSA - City 396,021 66,610 67,057 5,417 1,951 4,858 (2,305) Northern Outreach 367,241 58,869 61,929 20,277 (1,092) 20,277 (1,092) Total Northern Community Care 3,780,069 740,203 647,856 68,209 23,104 65,492 16,926 Home Care Southern Peninsula 3,003,879 643,475 511,639 67,950 (18,575) 64,654 (22,349) HACC 410,052 68,758 68,947 1,612 1,230 1,612 1,230 Total Southern Peninsula Community Care 3,413,931 712,233 580,586 69,562 (17,345) 66,266 (21,119) Home Care Regional 2,814,790 516,273 480,281 84,662 31,744 79,701 26,940 HS - Regional 2,227,010 376,665 371,941 56,180 1,739 56,180 1,739 Total Regional Community Care 5,041,800 892,938 852,222 140,842 33,484 135,881 28,680 Total Residential & Community Care 49,434,098 8,631,878 8,433,302 295,905 316,955 37,826 58,824 Gilgunya ILU 141,361 26,054 25,479 6,181 5,801 (4,579) (4,804) NDIS 206,698 34,721 34,450 (40,500) (832) (40,500) (832) Older Prisoner Support 524,411 86,515 87,402 10,891 4 10,891 4 Total Other Services 872,470 147,290 147,331 (23,429) 4,973 (34,188) (5,632) Angus Martin SRS (64,784) (11,761) (11,008) (11,761) (11,008) (34,191) (29,663) Total SRS (64,784) (11,761) (11,008) (11,761) (11,008) (34,191) (29,663) Central Services Administration 5,297,585 969,193 887,351 339,497 111,361 287,616 64,890 Human Resources 1,525,424 254,237 254,237 765 (7,357) (497) (7,357) Information Technology 1,474,972 245,829 245,829 26,618 (3,387) 17,963 (3,491) Centralised Services - 21,912 - 1,398 - 1,398 - Operations Team 1,345,930 224,322 224,322 (14,217) (5,836) (14,217) (5,836) Rostering 610,978 101,830 101,830 (436) (4,196) (507) (4,196) Clinical Care 1,352,677 225,446 225,446 (14,928) (5,454) (16,749) (7,123) Maintenance 980,852 163,475 163,475 (27,591) (88) (31,098) (4,628) Advice and Information 357,955 59,659 59,659 (360) (1,986) (361) (1,987) Catering 2,058,500 345,083 348,708 15,354 10,660 7,741 2,254 Recreation 1,924,138 360,015 320,690 (58,688) (5,635) (60,000) (7,263) Total Corporate Services 16,929,011 2,971,002 2,831,547 267,413 88,083 191,289 25,263 Elimination internal income 13,882,363 2,358,570 2,318,700 -
Total Wintringham $ 53,288,433 $ 9,379,840 $ 9,082,472 $ 528,129 $ 399,003 $ 160,736 $ 48,792 $ 121,442 2,765,000 Wintringham Housing Total Wintringham Housing 5,491,836 969,158 972,395 116,713 113,232 (44,314) (40,034) 65,325 250,000
Elimination of intercompany income 1,868,421 310,656 312,048 Total Wintringham Group $ 56,911,847 $ 10,038,343 $ 9,742,818 $ 644,843 $ 512,235 $ 116,422 $ 8,758 $ 186,767 $ 3,015,000
65 Income and Expense Statement for the period 1 July 2019 to 31 August 2019
Current Month Year to Date Annual % var. from Variance comments Budget Actual Budget Variance Actual Budget Variance budget
Income Support recovery 461,248 38,437 38,437 - 76,874 76,875 (1) 0% Government Operating Subsidies 45,037,500 4,069,657 3,808,055 261,602 7,916,329 7,636,012 280,317 4% Resident fees 5,509,145 408,649 419,698 (11,049) 967,627 987,879 (20,252) -2% Ingoing fees earned 262,277 16,547 22,152 (5,605) 34,245 44,304 (10,059) -23% DAP/DAC income lower than budgeted due to increased Accommodation bonds Investment earnings 132,000 8,909 11,180 (2,271) 18,995 22,361 (3,366) -15% Lower than expected interest due to lower interest rates Other income 1,711,541 164,414 142,739 21,675 337,728 285,478 52,251 18% Variance driven by donations, recreation sundry income above budget Other resident fees (58,263) (17,612) (4,110) (13,501) (10,528) (9,904) (624) 6% Catering 232,986 20,356 19,734 622 38,569 39,468 (899) -2% Total Income 53,288,433 4,709,357 4,457,885 251,472 9,379,840 9,082,472 297,368 3.3%
Salary Expenses Salaries and wages 29,802,713 2,533,263 2,479,090 54,173 5,034,239 4,958,270 75,969 1.5% Staffing on-costs 10,248,828 928,166 854,040 74,126 2,075,646 1,840,230 235,416 13% Salaries higher than budget mainly driven by NDIS and increased leave entitlements Total Salary Expenses 40,051,541 3,461,430 3,333,130 128,300 7,109,885 6,798,500 311,384 4.6%
Non Salary Expenses Resident food and meal costs 1,586,521 133,557 133,893 (336) 264,997 267,786 (2,789) -1% Household requisites 346,550 31,806 28,702 3,104 55,203 57,403 (2,201) -4% Client Medical 677,145 73,580 56,249 17,332 123,112 112,497 10,615 9% Client Services 4,591,899 420,826 381,879 38,947 773,368 763,757 9,611 1% Insurance 61,798 5,539 5,117 422 11,078 10,235 843 8% Motor vehicle expenses 362,523 31,531 30,210 1,320 59,721 60,421 (700) -1% Property maintenance 915,629 97,795 76,070 21,725 154,682 152,141 2,541 2% Utilities 725,208 81,540 60,230 21,310 137,008 120,460 16,548 14% Gas higher than budgeted due to timing of spend Administration 36,915 3,076 3,076 (0) 6,152 6,153 (0) 0% Consultancy costs 132,294 33,800 11,024 22,776 34,350 22,049 12,301 56% Consultancy over budget due to timing of spend Financial and legal 219,097 10,872 18,443 (7,571) 29,693 36,886 (7,193) -20% Primarily driven by interest on reducing head office loan Information technology 474,000 28,169 39,500 (11,331) 62,867 79,000 (16,133) -20% IT under budget due to timing of spend Office expenses - other 1,203,589 (37,159) 97,099 (134,258) 29,595 194,199 (164,604) -85% Reduction in doubtful debts due to back payment of resident fees by the government Accreditation 11,891 - 991 (991) - 1,982 (1,982) 0% Total Non Salary Expenses 11,345,060 914,932 942,484 (27,553) 1,741,826 1,884,968 (143,142) -7.6%
Total Operating Costs 51,396,600 4,376,361 4,275,614 100,747 8,851,711 8,683,469 168,242 1.9%
Net Surplus / (Deficit) before depreciation 1,891,832 332,996 182,271 150,725 528,129 399,003 129,126
Depreciation Depreciation 2,080,375 183,848 175,106 8,742 367,394 350,211 17,183 4.9% Total Depreciation 2,080,375 183,848 175,106 8,742 367,394 350,211 17,183
Net Surplus / (Deficit) after depreciation (188,542) 149,148 7,165 141,983 160,735 48,792 111,943
Please note: This P&L summary (actual and budget) only reports the performance of the Wintringham entity.
66 Key Performance Indicators Year to date - period ending 31 August 2019
Residential Surplus before Depreciation Occupancy Level Daily ACFI Income to Salary Ratio* 2019 2020 2020 2019 2020 2020 Actual $ Budget $ Actual Budget Actual Actual Budget Actual Actual Budget
McLean 2,932 10,606 99.7% 100.0% 99.6% 127.81 129.18 127.91 102.3% 95.9% Williamstown 135,266 110,420 99.3% 99.2% 97.7% 123.39 130.59 131.07 68.8% 72.2% Port Melbourne 42,909 50,000 98.9% 97.7% 99.3% 112.06 115.68 114.68 85.2% 83.6% Ron Conn (109,587) (49,550) 98.2% 96.8% 98.5% 172.52 173.92 181.68 105.6% 99.2% Eunice Seddon (44,099) 65,279 94.6% 90.6% 97.2% 149.26 152.59 151.52 95.9% 85.3% Gilgunya 31,206 46,578 99.9% 99.6% 99.8% 130.00 133.60 133.10 86.3% 85.1%
Total 58,627 233,332 Ave 98.1% 96.8% 98.5% Ave 139.08 144.58 144.11 Ave 90.6% 86.8%
*Income from ACFI, Viability & Homeless Supplements as a % of total salary expenses. Act < Bud = positive
Client Unspent Funds Level 1&2 Level 3&4 Surplus before Depreciation CDC Home Care movement (Month only) Packages Packages Prior Current Prior Current Actual $ Budget $ Actual Budget Budget Budget Month Month Month Month Northern HC 42,516 22,244 6.0% 2.2% 106 106 107 47 51 33 Southern HC (79,851) (3,668) 10.5% 2.2% 87 84 92 58 57 50 Western HC 19,491 34,935 11.8% 0.8% 101 101 102 60 64 52 Southern Pen HC 67,950 (18,575) -0.4% 2.1% 77 79 79 51 51 40 Regional HC 84,662 31,744 1.2% 1.0% 46 48 53 57 58 47
Total 134,768 66,680 Ave 6.2% 1.7% Total 416 418 433 Total 273 281 222
Carer - Carer - Case Manager - Case Manager - Hours Billed Utilisation Hours Billed Utilisation YTD YTD YTD YTD YTD YTD YTD YTD Actual Budget Actual Budget Actual Budget Actual Budget
Northern HC 2,508 2,232 73% 75% 500 369 25% 20% Southern HC 2,036 2,124 60% 71% 222 389 13% 20% Western HC 3,277 3,464 78% 74% 303 418 19% 20% Southern Pen HC 1,865 1,139 74% 84% 322 332 26% 20% Regional HC 1,358 1,493 96% 81% 158 291 11% 20%
Total 11,044 10,453 Ave 73% 76% Total 1,504 1,799 Ave 19% 20%
67 WINTRINGHAM GROUP
Balance Sheet as at 31 August 2019 Prior Prior Prior Month Current Month PM / CM Comments Year Year Variance
Jun 18 Jun 19 Jul 19 Aug 19 ASSETS CURRENT ASSETS Cash available to Wintringham 11,841,322 21,208,786 20,557,774 20,931,465 373,691 WG - Receipt of capital grants and increase in accommodation bonds partially offset by payment of Work Cover premium Cash held on behalf of others 757,934 887,324 897,419 886,643 (10,776) Accommodation bonds receivable 26,476 26,476 26,476 26,476 - Trade and other receivables 489,186 249,243 506,461 597,572 91,110
TOTAL CURRENT ASSETS 13,114,918 22,371,829 21,988,131 22,442,156 454,025
NON-CURRENT ASSETS Investment property 497,143 488,093 488,093 488,093 - Property, plant and equipment 95,888,896 100,822,179 100,788,356 100,846,482 58,127
TOTAL NON-CURRENT ASSETS 96,386,039 101,310,272 101,276,449 101,334,575 58,127
TOTAL ASSETS 109,500,957 123,682,101 123,264,580 123,776,731 512,151
LIABILITIES CURRENT Trade and other payables 5,071,849 5,182,699 5,040,399 4,111,729 (928,670) W - Payment of annual Work Cover premium Employee Entitlements 6,960,871 7,458,865 7,626,224 7,679,915 53,691 Bank loans secured 191,988 191,988 191,988 191,988 - Hire purchase liability 303,900 269,372 266,679 264,012 (2,667) Accommodation bond liability 7,524,938 7,943,596 7,866,692 8,265,083 398,392 W - New residents paying higher bonds ILU ingoing contributions liability 116,500 82,000 82,000 82,000 - Home Care Funding Liability 3,601,577 4,329,399 4,456,153 4,528,339 72,186
TOTAL CURRENT LIABILITIES 23,771,623 25,457,919 25,530,134 25,123,067 (407,068)
NON-CURRENT Employee Entitlements 347,341 486,635 486,635 486,635 - Bank loans secured 347,203 1,769,951 1,263,322 1,256,659 (6,663) Hire purchase liability 194,111 277,513 245,075 238,665 (6,410)
TOTAL NON-CURRENT LIABILITIES 888,655 2,534,099 1,995,033 1,981,959 (13,074)
TOTAL LIABILITIES 24,660,278 27,992,018 27,525,167 27,105,026 (420,141)
NET ASSETS 84,840,680 95,690,084 95,739,413 96,671,705 932,293
EQUITY Reserves 3,507,554 3,507,554 3,507,554 3,507,554 Accumulated funds 81,333,126 92,182,530 92,231,859 92,298,952 Current year capital grants - - - 865,200 Refer management reports summary page for breakdown
TOTAL EQUITY 84,840,680 95,690,084 95,739,413 96,671,705
68 WINTRINGHAM ENTITY ONLY
Balance Sheet as at 31 August 2019 Prior Year Prior Year Prior Month Current Month PM / CM Comments Variance Jun 18 Jun 19 Jul 19 Aug 19
ASSETS CURRENT ASSETS Receipt of capital grant and increase in accommodation bonds partially offset by 9,690,175 16,156,922 15,549,400 15,777,563 228,163 Cash available to Wintringham payment of Work Cover premium Cash held on behalf of others 725,708 849,796 860,310 855,560 (4,751) Accommodation bonds receivable 26,476 26,476 26,476 26,476 - Trade and other receivables 858,250 554,527 904,679 743,572 (161,107)
TOTAL CURRENT ASSETS 11,300,609 17,587,721 17,340,866 17,403,172 62,306
NON-CURRENT ASSETS Investment property 497,143 488,093 488,093 488,093 - Property, plant and equipment 51,696,507 56,785,767 56,784,246 56,848,781 64,535
TOTAL NON-CURRENT ASSETS 52,193,650 57,273,860 57,272,339 57,336,874 64,535
TOTAL ASSETS 63,494,259 74,861,581 74,613,205 74,740,046 126,841
LIABILITIES CURRENT Trade and other payables 4,357,523 4,784,689 4,853,467 3,954,730 (898,737) Payment of annual Work Cover premuim Employee Entitlements 6,693,392 7,177,275 7,339,790 7,395,527 55,738 Bank loans secured 184,992 184,992 184,992 184,992 - Hire purchase liability 303,900 269,372 266,679 264,012 (2,667) Accommodation bond liability 7,524,938 7,943,596 7,866,692 8,265,083 398,392 New residents paying higher bonds ILU ingoing contributions liability 116,500 82,000 82,000 82,000 - Home Care Funding Liability 3,601,577 4,329,399 4,456,153 4,528,339 72,186
TOTAL CURRENT LIABILITIES 22,782,821 24,771,322 25,049,772 24,674,683 (375,089)
NON-CURRENT Employee Entitlements 340,419 474,878 474,878 474,878 - Bank loans secured 99,196 1,529,792 1,023,816 1,017,808 (6,008) Hire purchase liability 194,111 277,513 245,075 238,665 (6,410)
TOTAL NON-CURRENT LIABILITIES 633,726 2,282,183 1,743,769 1,731,351 (12,418)
TOTAL LIABILITIES 23,416,547 27,053,506 26,793,541 26,406,034 (387,507)
NET ASSETS 40,077,712 47,808,076 47,819,663 48,334,011 514,348
EQUITY Reserves 3,507,554 3,507,554 3,507,554 3,507,554 Accumulated funds 36,570,158 44,300,522 44,312,110 44,461,258 Current year capital grants - - - 365,200 Refer management reports summary page for breakdown
TOTAL EQUITY 40,077,712 47,808,076 47,819,663 48,334,011
69 Cash Flow as at 31 August 2019 Prior Year CURRENT YEAR
2019 Jul-19 Aug-19 Actual Budget Variance Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Actual Actual Actual YTD YTD YTD Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 OPERATING BANK ACCOUNT
Cash from operating activities Cash receipts in the course of operations 54,145 4,755 5,327 10,082 9,033 1,049 4,263 4,595 4,433 7,410 1,281 4,247 4,366 4,453 4,556 4,264 Interest received 119 2 1 4 (0) 4 (0) (0) (0) (0) (0) (1) (0) (0) (0) (0) Cash payments - salaries (32,699) (3,804) (2,722) (6,526) (6,496) (30) (2,524) (2,556) (2,556) (3,787) (2,648) (2,522) (2,555) (2,651) (2,555) (2,631) Cash payments - creditors (16,673) (1,120) (2,509) (3,629) (3,580) (49) (1,298) (1,318) (1,298) (1,363) (1,318) (1,362) (1,326) (1,306) (1,326) (1,306) Capital Purchases - from operating (1,193) (182) (46) (228) (367) 139 (183) (183) (263) (183) (183) (183) (285) (285) (285) (183) Repmt of lease liability - motor vehicles (349) (37) (11) (48) (17) (31) (9) 15 10 (9) (9) (9) (9) (9) (9) (9) Proceeds from disposal of assets 955 - 11 11 24 (13) - - - - 15 15 - - - - Repmt of Gilgunya bonds & ILU ingoing cont. (35) ------(71) - - - - - (153) Repayment of borrowings - loans (69) (6) (6) (12) (12) (0) (6) (6) (6) (6) (6) (6) (6) (6) (5) (4) Head office development - payments (600) ------Head office development - loan repayments 1,500 (500) - (500) (500) - - (500) - - (500) - - - - - Mooltan St development - DSS grant 500 ------260 - - - - - Mooltan St development - payments (590) - (212) (212) (271) 59 (136) (136) (136) (136) ------Shepparton development - payments - - - - (30) 30 (30) (45) (30) (30) - - (40) (30) - (15) Interest paid (75) (5) (4) (9) - (9) ------Proceeds from grants & donations 1,080 365 - 365 - 365 ------Lyndell White House - grant 3,504 ------Lyndell White House - acquisition (3,504) ------
Net operating cashflow 6,017 (532) (170) (702) (2,216) 1,514 77 (133) 153 1,826 (3,107) 180 145 166 376 (37)
Misc transfers between Operating & Capital accts (13) 0 0 0 - 0 ------
Cash bought forward 7,150 13,154 12,622 13,154 11,336 1,817 12,452 12,529 12,396 12,549 14,375 11,267 11,447 11,592 11,758 12,134
Closing Cash Balance - operating account 13,154 12,622 12,452 12,452 9,120 3,332 12,529 12,396 12,549 14,375 11,267 11,447 11,592 11,758 12,134 12,097
Reconciliation of operating surplus / (deficit) to net operating cashflow:
Operating surplus / (deficit) 7,113 12 149 161 40 120 1 188 (13) (93) (144) 57 (41) 53 (1) (234) Less: interest income on Capital account (12) (1) (0) (1) - (1) ------Add: cash items not in operating profit Mooltan St development - capital grants ------260 - - - - - Add: non cash items in operating profit Depreciation and amortisation 2,106 184 184 367 347 21 173 173 173 173 173 173 173 173 173 173 Accomodation Bond charges (6) (0) 0 (0) - (0) ------(Profit)/loss on sale of property, plant & equipment (823) - 1 1 - 1 ------
Operating result cash flow gain / (loss) 8,379 194 334 528 387 141 174 361 160 81 289 230 132 226 172 (60) Add: change in assets & liabilities (Increase) / decrease in trade & other receivables 276 (322) 186 (136) (768) 632 32 33 181 32 32 77 24 25 173 143 (Increase) / decrease in prepayments (4) 22 (6) 16 - 16 ------(Increase) / decrease in inventories (2) (7) (0) (7) - (7) ------(Increase) / decrease in other current assets 39 (49) (77) (125) - (125) ------(Increase) / decrease in non current assets (5,952) (182) (246) (428) (644) 215 (349) (364) (429) (349) (168) (168) (325) (315) (285) (198) Increase / (decrease) in current liabilities 49 (35) (9) (44) 45 (90) 23 23 23 23 23 23 24 24 24 24 Increase / (decrease) in non current liabilities - - - - (17) 17 (9) 15 10 (9) (9) (9) (9) (9) (9) (9) Increase / (decrease) in bank loans 1,431 (506) (6) (512) (512) (0) (6) (506) (6) (6) (506) (6) (6) (6) (5) (4) Increase / (decrease) in provisions 618 163 56 218 62 157 31 31 31 31 32 32 32 32 32 32 Increase / (decrease) in trade & other payables 989 1,158 (657) 501 - 501 ------Increase / (decrease) in wage accrual 229 (966) 255 (711) (769) 58 180 274 183 (992) 284 - 274 189 274 188 Increase / (decrease) in bond & ingong cont. liabilty (35) ------(71) - - - - - (153) Increase / (decrease) in income received in advance ------3,085 (3,085) - - - - -
Cashflow from operating activities 6,017 (532) (170) (702) (2,216) 1,514 77 (133) 153 1,826 (3,107) 180 145 166 376 (37)
CAPITAL (BONDS) BANK ACCOUNT Cash from investing activities Interest received from Capital account 12 1 0 1 - 1 ------Net investing cashflow 12 1 0 1 - 1 ------Net receipt of accommodation bonds 438 (77) 398 322 - 322 ------Net financing cashflow 438 (77) 398 322 - 322 ------Net cashflow 450 (76) 398 322 - 322 ------Misc transfers between Operating & Capital accts 13 (0) (0) (0) - (0)
Cash brought forward 2,541 3,003 2,927 3,003 2,250 753 3,325 3,325 3,325 3,325 3,325 3,325 3,325 3,325 3,325 3,325
Closing cash balance - capital account 3,003 2,927 3,325 3,325 2,250 1,075 3,325 3,325 3,325 3,325 3,325 3,325 3,325 3,325 3,325 3,325 70 Schedule of cash on hand and investments as at 30 Sep 2019
Balance at Balance at Balance at Nature of cash Institution: 30 Sep 2019 31 August 2019 31 July 2019 $ $ $
Operating Petty Cash 37,758 37,578 37,578 CBA Main a/c 83,527 472,495 495,787 Higher interest rate a/c's 11,999,095 11,942,096 12,089,116
Accommodation bond Accommodation bond a/c 3,325,614 3,325,394 2,926,919 (Minimum liquidity required of $1,450K from 1 July 2019)
Cash available to Wintringham 15,445,994 15,777,563 15,549,400
Cash held on behalf of others Resident trust accounts 692,488 697,632 701,267 HEF accounts 0 0 3,668 Staff Emergency Fund 159,632 157,928 155,376
Cash held on behalf of others 852,119 855,560 860,310
Wintringham TOTAL 16,298,113 16,633,123 16,409,710
Petty Cash 1,800 1,800 1,800 WHL - Main a/c 103,775 106,383 167,224 Cash at bank - Real Estate 22,475 16,713 11,012 WHL - Higher interest rate a/c 4,689,416 5,029,005 4,828,338
Cash available to Wintringham Housing 4,817,466 5,153,901 5,008,374
Cash held on behalf of others Resident trust accounts 29,713 31,083 37,109
Cash held on behalf of others 29,713 31,083 37,109
Wintringham Housing TOTAL 4,847,179 5,184,985 5,045,483
TOTAL 21,145,292 21,818,108 21,455,193
Liabilities in the form of refundable accommodation bonds & ILU ingoings 31 August 2019
Paid
Location No. $
Eunice Seddon Home 3 359,100 McLean Lodge Hostel 2 375,600.00 Port Melbourne Hostel 1 232,480 Ron Conn Nursing Home 7 627,659 Williamstown Hostel 18 5,792,816 Gilgunya Aged Care 9 877,428 Gilgunya ILU 1 82,000
Sub-total 41 8,347,083
Bonds awaiting repayment (probate) 0 0
Total at 31 August 2019 41 8,347,083
Total at 30 June 2019 43 8,025,596
Total at 30 June 2018 46 7,641,438
71
Board meeting 304 – October 2019
AGENDA ITEM 12.1 : Review of Auditor engagement
RECOMMENDATION For Approval That the Board resolve to change auditors for the For Noting 2019/20 financial year and beyond. Seeking Committee Advice
1. Introduction
At the February 2019 Board meeting, the Directors discussed the merit of audit rotation and requested that management undertake a detailed review of our auditor engagement and provide the Board with a paper and recommendation as to whether CW Stirling should continue as auditor, noting that notwithstanding their high quality service, CW Stirling have been provided audit services since Wintringham’s inception in 1989.
An extract from the Board meeting minutes is as follows:
10.0 Finance DCEO advised under Board polices there is the requirement to consider the Report reappointment of auditors C W Stirling and Co. The FARC conducted this exercise and the Committee recommended their reappointment.
Directors discussed the longevity of the current relationship and cost
benchmark noting the Board had considered in detail the risks and benefits
of changing auditors three years ago and concluded at that time that their service and fee structure was competitive and to remain with the current auditors
Ian Winter advised it is good practice to change auditors on a five year basis as means of good governance, the DCEO noted that this often meant the audit partner changed but the audit firm remained the same. This option was not available to our auditor but for quality control they had introduced a second review manager to their engagement.
Colleen Pearce recommended that C W Stirling be reappointed this year with a detailed review to be undertaken for the following year. The Board resolved to reappoint C W Stirling as external auditor for the 2019 financial year.
72 This paper provides the Board with information and a recommendation with respect to this matter. The Finance and Risk Committee have reviewed the paper and support management’s recommendation.
2. Audit rotation – current legislative requirement
Under the Corporations Act, entities legally required to rotate auditors are ASX listed companies and listed registered schemes. Therefore, there is no legal requirement for Wintringham to rotate auditors.
For entities where rotation is legally required, it relates to the lead auditor (i.e. audit partner as an individual) not the audit firm that undertakes the engagement. The audit rotation rule means that after 5 years as lead auditor, the audit partner must step away for 2 years before they can again act as lead auditor for a further 5 years. This 5 + 2 cycle can continue indefinitely. Furthermore, if Directors approve, the 5-year term can be extended to 7 years for the lead auditor.
Apart from the lead auditor who must step away for 2 years, other professional staff can continue to work on the engagement on a continuous on-going basis without restriction.
3. Audit rotation – history and professional opinion
Mandatory audit rotation for ASX listed entities was legislated in 2004. As disclosed in section 4, this was combined with restrictions on other professional services that audit firms could provide to their clients. These changes were introduced on the recommendation of regulators and other interested parties to counter a perception that long-term audit tenure and a reliance on non-audit fees may reduce the quality of an audit and this may contribute to company collapses. These requirements have remained in place since that date, although it has never been expanded to cover companies beyond the big end of town.
Since the introduction of the rotation rule, there has been a contrary view as to whether rotation is effective.
The Australian Institute of Company Directors (AICD) does not have a public position on this matter, with their most recent publication “Managing relationships with auditors” (issued 2016) recommending the Board consider the impact on audit quality and auditor independence when deciding if the audit term can extend beyond the initial 5 years but was silent on whether audit rotation is effective in ensuring audit quality. The AICD make reference to the Global Network of Director Institutes (GNDI) who does not believe that mandatory rotation is the best approach for achieving auditor independence, objectivity and professional scepticism. (refer Mandatory Audit Firm Rotation: GNDI Perspective http://gndi.weebly.com/mandatory-audit-firm-rotation-gndi-perspective.html). The two peak accounting bodies, CPA Australia and Chartered Accountants Australia and New Zealand established an independent body the Accounting Professional and Ethical Standards Board (APESB) in 2006 with their role being to develop and issue professional and ethical standards in the public interest that apply to members of Australian accounting bodies. CPA Australia and Chartered Accountants Australia and New Zealand issued an Independence Guide in 2013 which was designed to assist their members with the interpretation of Accounting Professional and Ethical Standards (APES) 110 Code of Ethics for Professional Accountants. It is interesting to note that APES 110 has a more relaxed 7 year audit rotation rule.
73 Furthermore, Chartered Accountants Australia and New Zealand, in a 2011 submission (refer http://www.charteredaccountants.com.au/Industry-Topics/Audit-and-assurance/Exposure- drafts-and-submissions/Submissions/Auditing-Standards-Bodies/PCAOB- submissions/PCAOB-auditor-rotation.aspx) concluded that “mandating firm rotation is not the solution to reducing audit failures and improving auditor independence”. The Institute continues “In our view, audit firm rotation is likely to lead to an increase in costs associated with an audit without the expected benefits.
4. Audit quality – other legislative requirements
There was also an opinion that audit quality was compromised due to audit firms undertaking significant non-audit services for their audit clients. Their reliance on non-audit fees compromised their willingness to have ‘tough’ audit discussions with their clients.
Rules now also exist to restrict non-audit services that can be undertaken by audit firms for their listed company clients.
It is worth noting that this is not an issue for Wintringham as our auditor generally provides no other services for us. The most recent example of CW Stirling providing a non-statutory audit service, was assistance they provided with an acquittal audit for our Eunice Seddon capital grant in 2012.
5. Audit regulation - current climate
The APESB revised their Code of Ethics (APES 110) in December 2017 to strengthen requirements regarding the number of years an audit partner must step away from an audit. As noted in section 2 above, the Corporations Act requires audit partners to step away from an audit for two years, however the new requirements from the APESB will require audit partners to step away for a period of five years. Whilst these requirements which come into effect this year will only impact listed entities, the changes do highlight the emerging focus on auditor independence.
In August 2019, it was announced that the Parliamentary Joint Committee on Corporations and Financial Services will conduct an inquiry covering almost every aspect of auditing in Australia. Whilst the terms of reference do not specifically mention auditor rotation, the committee will review the regulation of auditing and the review is a result of concerns about the provision of consulting services to audit clients and poor ASIC inspection findings. Whilst it is expected that the review will focus on listed companies it again highlights the growing focus on audit independence in recent years.
6. Wintringham context
To date, Wintringham has benefited from the organisational and industry knowledge held by the auditors. History has shown that our long-term relationship has not compromised the quality of the audit (i.e. at no point has a material issue or failure occurred as a result of the audit). We have always considered their work of high quality and appropriate in respect to our industry and the nature of risk presented in our business.
74 It is accepted however that a key risk in the relationship with CW Stirling is that as a small practice, John Phillips is the sole audit partner. Should he not be available, the audit may be compromised. Furthermore, as our organisation continues to grow and we will soon commence services interstate, reliance on a single partner practice may become more challenging.
With respect to good corporate governance, whilst we are not a listed entity and are not required to follow the audit rotation rules, we have referred to the ASX Corporate Governance Principles to establish best practice Board governance policies.
Consideration should also be given to engaging an audit firm who are fit-for-purpose for our current organisational size and future growth. In recent years Wintringham has encountered significant growth with revenue of $51.6 million for the 2019 financial year compared with revenue of $32.7 million in 2014.
In the current climate where a spotlight is being shone on audit regulation, whilst we acknowledge that there is no evidence that rotation improves audit quality, management believes the corporate governance perception of independence outweighs the benefits of retaining our long standing auditors. Engaging a larger audit firm with multiple partners would provide the flexibility to rotate audit partners, potentially removing the need to change audit firms as a tool to maintain the perception of independence. Management also acknowledges that the concept of whether perception of independence is satisfied through audit partner rotation rather than audit firm rotation is a matter for management and the Board to determine at a future date.
7. Management recommendation
Management recommend that the Board resolve to change auditors for Wintringham for the 2019/20 financial year and beyond.
As part of this process management recommend that a select tender be prepared to engage auditors for the 2019/20 financial year and that CW Stirling be excluded from the tender. Management further recommended that three second-tier audit firms are approached to tender with the following two firms identified and a third to be identified prior to the tender process commencing:
ShineWing (previously called Moore Stephens)
Grant Thornton
ShineWing and Grant Thornton are both second-tier audit firms who have not-for-profit and aged care sector experience. These firms have been identified through a review of auditors of similarly sized organisations within the aged care sector.
Management recognise that the recommendation is no reflection on the service provided by CW Stirling and this will be communicated to John Phillips should the recommendation be approved by the Board.
75
Board meeting 304 – October 2019
AGENDA ITEM 12.2 : Resource Utilisation Classification Study (RUCS) and the Australian National Aged Care Classification (AN-ACC) system Overview
RECOMMENDATION: For Approval That the Board note this RUCS & AN-ACC system overview Document. For Noting
Seeking Board Advice
Purpose of this paper
To Provide the Board information on the proposed Aged Care Model of Funding - the Australian National Aged Care Classification (AN-ACC) system.
Brief History
In 2017 & 2018, the Australian Health Services Research Institute (ASRI) at the University of Wollongong was engaged to undertake a Resource Utilisation and Classification Study (RUCS).
The RUCS was designed to provide critical information for the design of future funding models for residential aged care.
The major outcome of the RUCS study was the development and testing of an alternative funding model. Given the complexity of RUCS, it has been written up in a series of reports which are readily available on the Department of Health WWW Resource Utilisation and Classification Study – RUCS Overview and Reports .
In summary, RUCS comprised four separate but closely related studies. Each study included separate data collection and analysis elements that have been synthesised to produce a classification and associated funding model that is suitable for implementation across the Australian residential aged care sector.
Wintringham participated in three of the four studies.
The new assessment and funding model has been termed the Australian National Aged Care Classification (AN-ACC) system.
76 The AN-ACC assessment and funding model is based on six key design elements:
1 Resident assessment for funding to be separate from resident assessment for care planning purposes. 2 Assessment for funding purposes to be undertaken by external assessors capturing the information necessary to assign a resident to a payment class. 3 Assessment related to care planning to be undertaken by the residential aged care facility based on resident needs and underpinned by consumer directed care (CDC) principles. 4 Provision of a one-off adjustment payment for each new resident that recognises additional, but time-limited, resource requirements when someone initially enters residential care. 5 A fixed price per day for the costs of care that are shared equally by all residents. This may vary by location and other factors. 6 A variable price per day for the costs of individualised care for each resident based on their AN-ACC casemix class.
The primary aim of the AN-ACC system is to develop a fit-for-purpose casemix classification for the Australian residential aged care sector. A key finding of the AN-ACC study is that residential aged care costs are driven by care burden associated with: • end of life needs, • frailty, • functional decline, • cognition, • behaviour; • and technical nursing needs.
The AN-ACC classification developed in the study is regarded as AN-ACC Version 1.0 and consists of 13 classes. Each class is relatively homogenous and consists of residents with similar needs.
A primary role of the AN-ACC classification is in routine use, it will be possible to define staffing requirements by AN-ACC class. The second key role of the AN-ACC is as an information tool to measure and fund the outputs of the aged care sector. The third key role of the AN-ACC classification is as an information tool that can be used to turn crude outcome measures into meaningful comparisons for benchmarking and other purposes. Because each of the 13 AN-ACC classes contain residents with similar needs, they can be used to measure quality and outcomes in meaningful ways. The national quality indicator program is an example of a current approach to measuring resident outcomes.
AN-ACC Version 1.0 funding model There are three key elements in the new AN-ACC funding model. The first two of these form the ongoing payment paid to a Residential Aged Care Facility for each resident. Daily payments are a combination of a base care tariff and an AN-ACC class payment
Base care tariff The base care tariff is a fixed price per day for the costs of care that are shared equally by all residents. The RUCS costing study found that fixed care costs vary by location, whether or not the facility is designated for indigenous residents and other factors. Based on the results of the RUCS costing study, the AN-ACC funding model has six base care tariffs that are summarised in Table 1.
77 AN-ACC class payment The AN-ACC class payment is a standardised price per day for the costs of care for each resident based on their AN-ACC casemix class. As previously mentioned there are 13 AN-ACC classes in Version 1.0 and each has its own price.
Table 1 presents the base care tariffs and the AN-ACC individualised care funding with each calibrated as a National Weighted Activity Unit (NWAU) for residential aged care.
The one-off adjustment payment (also calibrated as an NWAU) and any approved subsidies are added to these to form the total care payments for an individual resident.
The concept is best illustrated by example. Imagine that the Commonwealth determined that the Commonwealth subsidy for an NWAU of 1.00 would be $100 per day. In this example, the following rates would be payable:
Resident in a Wintringham (Specialised Homeless) Facility is assigned to Class 8. That is, the resident has assisted mobility, low cognition and with other compounding factors Base care tariff = 0.92 x $100 = $92 per day AN-ACC funding = 0.51 x $100 = $51 per day Total NWAU = 0.92 + 0.51 = 1.43 Total funding = $143 per day The same resident in a “standard” aged care facility would receive Base care tariff = 0.49 x $100 = $49 per day AN-ACC funding = 0.51 x $100 = $51 per day Total NWAU = 0.49 + 0.51 = 1.00 Total funding = $100 per day
Adjustment payment on entry into residential aged care Another feature of the proposed AN-ACC funding model is the inclusion of a one-off adjustment payment for each resident when they first enter residential aged care. This one-off adjustment payment recognises that there are additional, but time-limited, resource requirements when someone initially enters residential care and relates only to an initial admission into residential aged care. An adjustment payment is not payable if a resident transfers between homes.
This adjustment payment is based on an average adjustment period of 16 weeks. However, the 16 weeks is an average and it is not expected that the adjustment period for each resident would be 16 weeks. This is a one-off lump sum adjustment payment to cover the initial adjustment period after the resident first enters care.
78 Table 1 Base care tariff and AN-ACC Version 1.0 NWAUs
Base care tariff Facility description Base care tariff NWAU
Tariff 1 Indigenous, MMM=7 1.80
Tariff 2 Indigenous, MMM=6 0.78
Tariff 3 Non-indigenous, MMM=6-7, < 30 beds 0.68
Tariff 4 Non-indigenous, MMM=6-7, 30+ beds 0.52
Tariff 5 Specialised homeless 0.92
Tariff 6 All other RACFs 0.49
AN-ACC class Resident description AN-ACC NWAU
Class 1 Admit for palliative care 0.96
Class 2 Independent without CF 0.18
Class 3 Independent with CF 0.30
Class 4 Assisted mobility, high cognition, without CF 0.20
Class 5 Assisted mobility, high cognition, with CF 0.36
Class 6 Assisted mobility, medium cognition, without 0.34 CF Class 7 Assisted mobility, medium cognition, with CF 0.47
Class 8 Assisted mobility, low cognition 0.51
Class 9 Not mobile, higher function, without CF 0.52
Class 10 Not mobile, higher function, with CF 0.83
Class 11 Not mobile, lower function, lower pressure 0.80 sore risk Class 12 Not mobile, lower function, higher pressure 0.78 sore risk, without CF Class 13 Not mobile, lower function, higher pressure 0.96 sore risk, with CF Other payments Payment description One-off NWAU
Adjustment Payment on entry into residential aged care 5.28 payment CF = Compounding Factors (see Report 1) MMM = Modified Monash Model. A measure of geographic remoteness where 7=most remote and 1=major metropolitan
79 How will the introduction of the new AN-ACC affect Wintringham?
Thus far, the Commonwealth and members of the Australian Health Services Research Institute have indicated Wintringham will benefit from the new AN-ACC funding model. Having said that, a complete assessment on the introduction of the AN-ACC will not be possible until the Commonwealth sets a NWAU price. The following points are provided on how the AN-ACC model may affect Wintringham.
Potential positives As external assessors will assess a resident’s AN-ACC class, ACFI related staff time would be redirected from assessments for funding purposes to assessment and support of client’s behavioural needs. (We are concerned that the external assessment will not provide sufficient time to understand the real needs of our clients.) With the introduction the AN-ACC funding model, the homeless and viability supplements will be removed altogether. Given the AN-ACC clearly identifies Specialised Homeless (0.92) and provide for a NWAU weighting almost double to that of “regular” aged care facilities (0.49); it is believed Wintringham will be net better off in the longer term, as Wintringham will benefit from industry wide NWAU price advocacy. Wintringham has advocated to the Commonwealth for many years regarding losses associated with the introduction of the ACFI, mainly related to poor behavioural payments. The AN-ACC seems to address this concern as Cognition / Behaviour appear to be reasonably weighted in the initial AN-ACC Version 1.0. – see table 1 Class 8 and class 7.
For further consideration The one off adjustment payment is for first admissions into RACs. If Wintringham were to accept a transfer of a client from another provider, it appears this payment will not be available. As Wintringham often accepts referral from other facilities, we will need to assess the impact of this “rule” as we may have to negotiate with a referring RAC for transfer of the adjustment payments. Wintringham have requested for our facilities to participate in the next AN-ACC study so we may gain insight into how the funding model aligns to our client’s needs so we can better understand how the specific sites funding is affected by the AN-ACC funding model and the removal of the homeless supplement.
80