About Amana Living
Amana Living is one of the largest providers of accommodation, care and services to older Western Australians. We provide a full range of aged care including affordable housing for seniors, residential aged care, and home care services. Last year, we
served more than 4,800 older Western Australians, and we employ around 1,600 people.
As a not-for-profit organisation established by the Anglican Church in 1962, our aim is to provide the highest quality services in the communities we serve. Amana Living operates 13 residential aged care facilities, 17 retirement villages, 2 transition care facilities and 6 day clubs.
Our service locations can be found on this map:
Chairman & CEO
The past financial year has been characterised by change and adaption at Amana Living as we respond to a challenging operating environment.
An indexation freeze of the Aged Care Funding Instrument (ACFI) subsidies in 2017/18, increased costs, and a fall in retirement living unit sales due to the weak WA property market has put pressure on finances. This has seen the organisation experience its first operating loss in nine years. However, we have a business transformation plan in place to bring Amana Living back to surplus.
We are confident Amana Living has the right foundations, leadership and staff in place to guide the organisation forward, putting us in a strong position to consolidate our financial position and achieve our vision to become the provider of choice for older Western Australians and their families.
Our five-year strategic plan, approved by the Board in 2017, sets out a clear blueprint for how the organisation will evolve to meet the changing needs of our customers within the context of growing competition and funding challenges. Many of those initiatives are underway and already delivering results which we’ve outlined below under the five pillars of the strategic plan.In addition to our work to progress the strategic plan, Amana Living is taking an active role in the design of aged care policy. Two of our residential care centres are involved in the Residential Utilisation and Classification Study (RUCS) which is part of the Commonwealth Government’s long-term reforms to residential aged care funding. We’ve also contributed to the Government’s consultation on home care pricing transparency, and provided input to the Government’s Prudential Standards Review. Pillar 1- Customer
As a mission-driven Anglican organisation, our overwhelming focus is on the people we serve. To achieve our vision, our staff must meet and exceed our customers’ expectations.
To put an even greater focus on the customer at a site level, we introduced a new approach to staff rostering in 2017 called the ‘Dedicated Staffing Model’ which involves residential care staff being allocated to a core group of residents at each shift. The new approach helps staff to develop a deeper understanding of the resident, enables them to anticipate resident needs, and ultimately results in better care. The model was recognised for its innovation at the 2018 ACSA Aged Care Awards.
A new Customer Relationship Management (CRM) tool provides a better view of the customer, which also makes their transition between services easier and less stressful. Work is also underway to standardise and improve residents’ entry into our care centres and home 3 care services.
To provide a deeper understanding of people’s experiences with Amana Living, we’ve partnered with Curtin University to implement new customer satisfaction surveys for every Amana Living site and service. The surveys will help us to identify areas for improvement and understand our customers’ propensity to recommend Amana Living to others.Pillar 2 - Outstanding People and Culture
We’ve placed considerable emphasis on culture, training and development in order to attract and retain the best people in recognition of the role they play in creating a positive customer experience.
We’ve placed considerable emphasis on culture, training and development in order to attract and retain the best people in recognition of the role they play in creating a positive customer experience.
This year we introduced ‘Culture Optimisation Groups’ to our residential care centres. These groups consist of a cross-section of staff who are tasked with identifying initiatives that will improve their individual site’s culture. We’ve also refreshed our culture program, known as the 3Rs, so residents and their families can now nominate staff for recognition.
A new competency framework for direct care staff was created to ensure consistency of care across the organisation. We identified the need for new training modules to bolster the skills of direct care staff, and we invested in developing the leadership skills of our service managers and care coordinators.
The Amana Living Training Institute (ALTI) continues to provide our staff with access to high quality training and development, as well as offering training to external students and organisations. The success of ALTI has seen us open a branch in Kalgoorlie which will play a pivotal role in ensuring we continue to have access to high quality staff in the Goldfields.
The impact of our People and Culture plan is evidenced by the high level of satisfaction of our employees and lower than expected employee turnover for residential care, transition care and home care.Pillar 3 - Increase Scale and Breadth
To ensure the long-term sustainability of Amana Living, one of our goals is to increase the number of people we serve. In order to do this, we need to expand our services so we can meet the needs of our customers throughout their entire ageing journey.
Home care represents a large area of growth for Amana Living and this year has seen significant expansion of our home care client numbers. This includes assuming responsibility for delivering the Commonwealth Home Support Program in the Cities of Wanneroo and Fremantle to provide services to 700 more people.
Steve Scudamore - Chairman
Stephanie Buckland - CEO
We have also advanced the design of a new service concept which will see our sites become integrated service hubs offering a full continuum of care from independent living, to assisted living, to residential care, with care and support services appropriate for the individual.
Our acquisition of Meadow Springs Retirement Village in Mandurah is part of this plan. The site will be redeveloped to encompass a state-of-the-art nursing home and additional retirement living units, plus it will become the hub for home care services in the Peel region.
The redevelopment of Kinross Care Centre has progressed with the masterplan recently approved by the Board. The first stage includes a new 96-bed dementia specific residential care facility and development is scheduled to commence in 2019, subject to planning approval.Pillar 4 – Maximise Efficiency
With rising costs and tighter Government funding, the need to maximise efficiency is paramount. Towards that end, we have commenced a number of projects to improve business processes and drive down costs.
Our workforce optimisation project involves a number of initiatives including the return of casual staff rostering to each residential care site. This change, supported with technology, reduces the central resource needed to manage shift replacements. Plus, it will improve casual staff performance as they’ll have a single line manager, and they’ll become more familiar with their team and the needs of the residents.
The home care division has been restructured and we have moved the administrative, purchasing and finance functions back to our finance team who already handle the finances for our residential care sites.
Underpinning these changes has been a large technology project with the dual aims of improving our business intelligence capability to inform decision making, while improving the experience and productivity of our staff. We have optimised several technology applications, including payroll and rostering, and automated many of our processes so back-end costs can be reduced and funds reinvested in front-line service delivery.
We have reviewed and updated our Clinical Governance Framework ahead of the transition to the new Aged Care Quality Standards on 1 July 2019. The Framework has been embedded alongside enhanced incident reporting and clinical KPIs.
We have robust systems and processes for collecting, analysing and reporting clinical data. This data is provided in real-time to each individual site as well as our health care quality assurance team. It means we can continuously monitor and improve our performance, plus minimise clinical risk. It also helps us to identify skills gaps and build staff competency.
Our Board continues to provide excellent stewardship and robust governance and we thank all board members for their ongoing contribution to Amana Living. In particular, we’d like to acknowledge two departing board members, Ian Ludlow and Dr Robyn Lawrence, for their years of service.Strength, stability and staff
The pace of change is significant, so it is important to make sure our staff feel supported by a strong and stable organisation.
It’s gratifying to see the impact of our business improvement projects and our service plans progressing, however the biggest highlight of the last year has been the recognition of our staff at national and state awards. These awards have celebrated individual staff members but they are representative of an amazing team who are professional, resilient, caring and compassionate. It’s because of this team that we are in a good place to meet the challenges ahead, consolidating our position as one of the leading aged care providers in Western Australia.
Home Care Growth
The Commonwealth Home Support Program (CHSP) replaces Home and Community Care (HACC) in Western Australia, bringing WA into the national system and in line with all other states and territories. The CHSP helps older Western Australians to remain living at home through the provision of aged care services such as personal care, preparing meals, housework, shopping and transport.
The additional 700 clients from Wanneroo and Fremantle brings Amana Living’s total number of CHSP clients to 1,600 and is worth $8 million in funding per annum.Day clubs help retain cultural connections
Australia is a diverse nation with people from all corners of the globe calling this country home. Retaining cultural connection is an important part of identity, and having a strong sense of self has a positive impact on mental health and wellbeing as we age.
Amana Living Club Alexander Heights helps Italian and Vietnamese elders in the northern suburbs come together, providing a place that enables them to stay connected with their community while keeping socially active, whether that’s rekindling old friendships or meeting new people.
The Club, which also caters for people living with memory loss, provides a full program of events that is driven by the clients and is reflective of their culture and interests.
Volunteers at Club Alexander Heights play a special role too, helping with language plus any culturally significant customs. For example, tea drinking is an integral part of Vietnamese culture so the Club has the correct tea and teapot.
With more than 30 clients attending Club Alexander Heights during the week, a great community has developed and friendships have blossomed. The Club has helped tackle social isolation, as well as helping to preserve culture and heritage.
Evolving to meet customers needs
The purchase of Meadow Springs Retirement Village and an adjacent piece of land gives us the space to develop a state-of the-art nursing home, and expand the number of independent retirement living units. It will also provide us with a base to service home care customers.
The redevelopment and expansion of the Meadow Springs Retirement Village is a positive step and gives us the opportunity to enhance the support we provide to seniors in the Peel region for many years to come.
In the northern suburbs, Kinross Care Centre will be redeveloped to include a new 96-bed residential care facility alongside the existing 40-bed centre. Construction is expected to commence in late 2019 with the new facility operational by 2021. It will significantly increase the capacity of our dementia services, helping to meet the growing demand for acute dementia care.
McCuskers Continue Generous Support
of Dementia Nurse Service
The free service was established in 2011 after Amana Living recognised the desperate lack of support for carers of people living with dementia, from the time of their love of one’s diagnosis through to the time they can no longer live at home.
In less than 8 years, the McCusker Nurses have helped more than 2,000 families - located from Mandurah to Two Rocks - access vital counselling, information, guidance and support services.
With increasing numbers of people with dementia living in the community, the demand for this type of service will continue to grow. This is evidenced by admissions to the McCusker Nurse service jumping by more than 20 per cent in the last year alone.
The demand is also fuelled by gaps in Government support, leaving people either waiting at least 12 months to receive home care or not able to access Government- funded services at all.
McCusker Nurse Karen Malone said the carers of people living with dementia are faced with a complex aged care system, leaving them stressed and in dire need of support.
Karen explains, “People realise there is some sort of help out there but they don’t know what form that help takes, how to access it or when it is appropriate to access it. The move to a national gateway and changes to home care have made the process very confusing.
“Our role is to work with carers to identify priorities, and then help them access practical support. Over time these priorities can change quite dramatically, at one stage they might need financial assistance while at another stage it might be respite. We make sure our clients understand the wide range of services available and help guide them through what is most appropriate at the time.”
Karen adds: “Stress affects 60% of carers of people living with dementia, which is higher than any other terminal illness. Often the people we meet are anxious and agitated, so we become a resource for them. We spend a lot of time on the phone and visiting our clients, making sure they know how to access the right support at the right time.
“It’s also about being a shoulder to lean on, often a cup of tea and a good conversation is what they really need. We understand how they feel and they can talk to us in ways they might not being able to talk to family or friends due to the stigma of dementia.”
According to Karen, a major benefit of the McCusker Nurse service is its holistic, community-based approach.
Karen says: “We’ve got a broad knowledge base and we cover a wide range of issues and topics from the support available at initial diagnosis through to palliative care. Carers find that really helpful because they don’t have to speak to lots of different people to get the information they need.
“What’s more, if it’s early on in the dementia diagnosis, the person and their carers can still be in a state of shock and don’t take in everything provided by their doctor or social worker. We see carers and their loved ones in the home environment which is a lot less stressful and they find it easier to absorb the information.”
The impact of the service is best summed up by the response from clients.
Home Care Growth
This innovative Festival took place over six weeks with events at more than 50 locations including Amana Living sites and iconic venues such as the State Theatre Centre of WA, Art Gallery of WA and WA Maritime Museum.
The Festival is part of our enrichment program and builds on our commitment to give every one of our customers, whatever their age, health or ability, the opportunity to enjoy creative and meaningful experiences.
To make sure the Festival had something for everyone, we brought together artists, musicians, performers, writers, dancers, sculptors and art therapists to deliver bespoke sessions for Amana Living residents and clients. ‘Handpicked highlights’ were also curated from the Perth summer arts calendar, with exclusive events designed for Amana Living customers.
- Music Through the Ages: Musicians from the West Australian Symphony Orchestra performed well- known and popular music for chamber ensembles at Amana Living locations.
- Wu Tao dance classes: similar to Tai Qi and yoga, Wu Tao is a set of choreographed movements done to music and is designed for people living with dementia.
- Hands-onworkshops: funandinteractiveexperiences over a variety of sessions where participants learnt different techniques to create one-of-a-kind artworks, jewellery, textiles and bath bombs!
- Sculpture by the Sea ‘Tactile Tours’: Sculpture by the Sea offered special Tactile Tours for Amana Living clients with dementia. The tour provided a unique insight into the 70+ sculptures and their creators who come from WA, interstate and overseas.
- Creative writing workshops: participants learnt how to use different types of imagery (sound, smell, sight, taste, touch, and movement) in their writing to create enjoyment for the writer and the reader.
- Bedside Harp Sessions – harp solos were delivered in intimate settings, providing a calming and soothing experience for residents with high care needs.
“Engaging with the arts is incredibly therapeutic, with health and wellbeing benefits ranging from combating loneliness and isolation through to alleviating depression, and improving communication and relationships,” says Emily Lees, Amana Living’s Enrichment and Volunteer Manager. “What’s more, the arts have a wonderful role to play in helping older people to have fun, try different things, and meet new people.
“Residents and clients enjoyed taking part in Festival events, exploring new interests, rediscovering old passions and making new friends. They loved the diversity of the programme and our staff had a fantastic time too.”
Planning for the 2019 Amana Living Arts Festival is already well underway with exciting partnerships in development.
The 2018 Amana Living Arts Festival was made possible thanks to the generous donations from the following sponsors: Anglican Community Fund, Jasol, JLT, Unicharm, Synergy, WA Museum, The League Agency and Western Biomedical.
Training Hits New Highs
Our staff have access to training at ALTI free of charge and students are trained by experts who are all practicing health care professionals. Training is also available to other aged care and disability service providers, public students and individual employees, plus all programs are compliant with Registered Training Organisation (RTO) standards and regulations.
As the only aged care provider who is also a public RTO, we are in the unique position to offer students hands- on training at our residential care centres or within our home care division. This delivers tremendous benefit to the student as they can put into practice the lessons they’ve learnt in the classroom, as well as work alongside experienced professionals. To date, more than 220 students have studied with ALTI since it first commenced operations.Launch of ALTI in Kalgoorlie
The success of the Amana Living Training Institute has seen us expand operations and open a training centre in Kalgoorlie in July.
The Amana Living Training Institute operates from GIFSA Kalgoorlie’s premises and provides Goldfields locals with access to specialist aged and disability care training.
It’s an important part of our strategy of building a strong talent pool, as well as supporting skills development in the human services sector in Western Australia.
Kyran O’Donnell MLA, Member for Kalgoorlie
Innovative Staffing Model Celebrated by ASCA
Amana Living’s Dedicated Staffing Model was named the winner of the Innovation in Service or Design category at the 2018 ACSA Aged Care Awards. The model won both both the national and state awards.
The Dedicated Staffing Model, which is an important part of our vision ‘to be the provider of choice’, has been implemented across all Amana Living residential care sites.
Dedicated Staffing involves directly assigning particular staff to a small group of residents. This reduces the number of staff who care for each resident, significantly improving staff members’ understanding of and responsiveness to residents’ needs. The feedback from Amana Living residents, family members and staff has been overwhelmingly positive.
At the Western Australian ACSA awards, Emily Lees received a High Commendation for the Employee of the Year. As our Manager of Enrichment and Volunteers, Emily is passionate about developing and implementing programs to help our clients and residents enjoy their lives with Amana Living. Emily is also the architect of the Amana Living Arts Festival, which was an outstanding success in its inaugural year.
Congratulations also goes to our three other Amana Living finalists at the 2018 ACSA Aged Care Awards (WA). They were:
- Nicole Gardiner - Employee of the Year
- Terry Walsh - Lifetime Achievement Award
- Kevin Knott - Volunteer of the Year
Long Service Awards
|Tina Walsh (Nee Taylor)||10|
3Rtists Awards - Winners
Right People Award – Elaine Tasker, Home Care
Elaine was nominated for her outstanding work with a client who was addicted to alcohol and a compulsive hoarder. She gained the client’s trust, organised a group to declutter his home, got him new clothes and bedding through his home care package, and assisted him in seeking treatment.
Right Things Award – Jo Sullivan, Wearne House
Jo was nominated by resident Margaret McDonald for initiating a flower arranging activity at Wearne House. Jo helped the residents make Christmas door wreaths, volunteering out of hours to facilitate the group and collect flowers from the markets on her days off.
Right Way Award – Laura Kelsey, Customer Service Centre
Laura was nominated for her actions when a client expressed suicidal ideas over the phone. Laura intervened over a 36 hour period, tracking down family, arranging professional support, all the while providing emotional support and reassurance to the client.
We had 9 finalists for the awards who all exemplify our 3Rs. Our other worthy finalists were:
- Rebecca Pullin, Home Care
- Evelyn Crommelin, Chaplaincy Services
- Marija Milostic, Home Care
- Charmaine Greenslade, Wearne House
- Sue Boyes, Thomas Scott Hostel
- Leigh Sinclair, Hale Hostel
Embedding Clinical Governance
This past year we have worked to further entrench the Clinical Governance Framework across our residential and home care services. A piece of work has involved establishing and refining clinical Key Performance Indicators (KPIs), moving towards automation of the clinical KPI reporting as part of our enhanced business intelligence capability.
The clinical risk management focus of the Amana Living Clinical Governance Committee has been strengthened, and risk review processes are now well embedded with KPIs, incidents and clinical projects being addressed at monthly meetings.
Making sure our workforce has the right qualifications and skills is essential to providing high quality care. To this end, we’ve introduced a new Capability Framework and induction program for all direct care workers. Plus, our incident management investigation expertise has been improved through training more than 150 key staff in incident investigation and management processes.
The introduction of the Dedicated Staffing Model across all our residential care centres has promoted greater consistency of care for our customers and supports a relationship-driven and person-centred care approach.
This work has been supported by the roll-out of new 15 Clinical and Infection Control policies and procedures.
In 2018/19, further work will be undertaken to embed Amana Living’s Quality Assurance Framework. In addition, the Clinical Governance Action Plan for 2018/2019 includes projects which support compliance with the Clinical Governance Framework.
A large focus will be applying the requirements of the new Aged Care Quality Standards which come into effect from July 2019 across residential and home care services. In tune with this, we’ll be introducing a refreshed organisation-wide customer feedback process.
In recognition of the growing numbers of our residents and clients living with dementia both in residential care and community settings, we will be consolidating our approach to caring for people living with dementia.
Other activities include completing the Falls Risk Assessment and Management Plan project to help reduce the risk of resident and client injury from falls, as well as implementing the new Amana Living Enrichment Model. This model provides a broad range of activities and programs that have been created to enrich the mind, body and soul of Amana Living residents and clients.
We are confident we have a strong Clinical Governance Framework and the supporting systems in place to deliver safe and high-quality care and continuously improve our services.
The Board Overview
FCA, SF Fin, FAICD
Steve Scudamore was appointed to the Amana Living Board in September 2010 and became Chairman of the Board in July 2011. Steve is the Chair of the Governance Sub-Committee.
FCA, SF Fin, FAICD
Deputy Chairman, Treasurer
(Completed tenure 30 June 2018)
Ian Ludlow was appointed to the Amana Living Board in 2003. Ian was the Deputy Chairman, Treasurer, and Chair of the Finance & Audit Sub-Committee.
Dr Robyn Lawrence
MBBS, MBA, FRACMA, GAICD
(Completed tenure 30 June 2018)
Dr Robyn Lawrence was appointed to the Amana Living Board in 2013. Robyn was a member of the Governance Sub Committee.
Rev Nick Freeland
DipHE, FCIM, MAICD
The Reverend Nick Freeland was appointed to the Amana Living Board in July 2017. Nick is a Member of the Finance & Audit Sub-Committee.
FCA, SF Fin, MAICD
Damian Gordon was appointed to the Amana Living Board in August 2013. Damian was appointed Chair of the Finance & Audit Sub-Committee and Treasurer following Ian Ludlow’s departure.
Dr Peter Rudolph
MBBS, DipGerMed, MHSM, AFRACMA
Dr Peter Rudolph was appointed to the Amana Living Board in February 2010. Peter is a Member of the Governance Sub-Committee.
Bachelor Architecture (Honors)
Tim Urquhart was appointed to the Amana Living Board in November 2016. Tim is a Member of the Finance & Audit Sub-Committee.
B JURIS LLB, FGIA, FICSA, FAICD
Sue Wilson was appointed to the Amana Living Board in 2017. Sue is a Member of the Governance Sub-Committee.
Dr Aresh Anwar
MBBS, MD, FRACP
Dr Aresh Anwar was appointed to the Amana Living board in July 2018 and is a member of the Governance Sub-Committee.
Summary of Consolidated Statement of Comprehensive Income for the financial year ended 30 June 2018
Giving Back to Amana Living
Amana Living is fortunate to receive bequests from generous Western Australians who have a connection with the organisation, often through personal experience as a resident or as a family member.
These gifts help us to continue to provide high quality care and expand our services to Amana Living residents and clients across the State.
This year we gratefully received a substantial donation from the estate of well-known Western Australian artist, Miriam Stannage. Miriam’s mother Helen was a resident at Riley House and Lady McCusker Care Centre, and her father James was an Anglican priest.
We were delighted to invest part of Miriam’s contribution in the inaugural Amana Living Arts Festival, an event that honoured her own approach to life and belief systems. Miriam was known for trying new things, celebrating individuality, and exploring what makes life meaningful. These themes were a focus of the Arts Festival which enabled more than 1,000 older people take part in a vast array of arts and cultural activities.
Thanks to Mariam’s donation, as well as the support of our sponsors, we’ll be able to run the Arts Festival for several years to come.
Every gift left to Amana Living is invested directly into the care and services we provide to older Western Australians. Just like Miriam, you can make a significant contribution to the health and wellbeing of our elders by making a charitable bequest to our organisation.
The bequest doesn’t need to be large, and it can be either be a specific amount in your will or a percentage of your total estate. Alternatively, you might prefer to leave assets such as property or shares.
If you are leaving a bequest to Amana Living, the correct entity to name is Amana Living Anglican Foundation (Incorporated).
We will acknowledge your thoughtful contribution in a way that is suitable for you and your family.
To find out more about how your bequest could make a difference, please contact us on 1300 262 626 or email@example.com.
How You Can Help
Download the form here.