advertorial
subsequent) to a new building project on
site. The very process of undertaking a
new building project can stimulate closer
inspection of how well an existing building
is actually supporting the residents. The
Case Study outlined below highlights how
a review of the layout of an existing high
care unit was much better suited for the
needs of people with dementia – and the
existing unit for people with a diagnosis
of dementia was highly suited for high
care. In other words, the two units were
reversed in terms of their functionality.
LOW HANGING FRUIT
Higher Accommodation Supplements for
a significantly refurbished service achieves
a direct benefit for residents, particularly
those who qualify for assistance with their
accommodation costs. Any refurbishment
conversations should include the eligibility
criteria and ensure that the scope of
work is developed accordingly. Most
providers are aware that seeking eligibility
to receive the higher accommodation
supplement can be accessed either
through the ‘Standard Approval’ once the
refurbishment is complete or through a
‘Pre-approval’ process. Providers who
have been progressively upgrading
their facilities since the release of the
Significant Refurbishment funding
(2014) should have reviewed the criteria,
applied the formula to their particular
situation and submitted for eligibility
for the Accommodation Supplement.
The revenue uplift from the Higher
Accommodation Supplement (once the
additional income generated pays down
the capital outlay for the refurbishment
works) enhances the bottom line and in
turn supports initiatives to enhance care
and services.
IMPACT OF REFURBISHMENT ON
EXISTING OPERATIONS
A key consideration is the impact of any
refurbishment works on an occupied
site where residents and visitors, the care
team, food and laundry services, and other
back of house services may all experience
varying levels of disruption. Staging the
works may be possible to minimise the
impact, but at the end of the day, it is
the proximity of the building works to
resident areas and the actual extent of
the refurbishment (inevitably generating
noise and dust), that determines the
level of impact. A clear Refurbishment
Management Plan that includes a
Communication Plan is essential. This will
Case Study 1: Refurbishing a Building For Improved Resident Outcomes
Existing building: 12 year old building, 64 single bedrooms involving two units
(30 beds, High Care Unit. 34 beds Memory Support Unit). Both units presented
challenges and ultimately were deemed unsuitable for purpose.
Original building
Refurbishment
Refurbishment Response: Using Evidence Based Research, the existing high care unit
was converted to a Memory Support house and the existing Memory Support Unit
converted to a High Care Unit. The ambience of the new environment has meant that
it looks and feels like a home. Staff and families say that residents appear to be more
relaxed and comfortable and the discreet working area for the care team means that
the home like feeling is preserved.
Case Study 2: Repurposing an Existing Building For Alternative Funding Sources
A Residential Aged Care Facility in regional Qld planned to develop a stand alone
Wellness Hub adjacent to a 50 bed building. After a review of the Site Master Plan,
it was decided to re route the entry roadway, and relocate the Main Entrance, Foyer
and Administration to better align with current and proposed capital development
projects. The (existing) Foyer and Administration Building, rather than becoming
redundant could then be re purposed as a Wellness Centre with excellent
connectedness to the broader community, as well as the aged care facility.
Existing Building
Repurposed Building
address such items as revised Evacuation
Plans, Safety Plans, Team Communication,
Emergency Contact Details etc and is your
safe guard should external scrutiny occur.
A single staged refurbishment project
may be a more attractive proposition
from a cost perspective, but it may not
be possible to relocate larger numbers of
residents simultaneously. To undertake the
building upgrade in two or three stages will
depend on your appetite for disruption over
a longer period. ■
Take Home Messages
• Plan a refurbishment within the context of your longer term business planning and
against the backdrop of other buildings and services on your sites.
• Just because your building is an older structure, don’t discount it. But make
sure it is structurally sound and worth the investment. Invest in a comprehensive
cost – benefit analysis.
• While refurbishment projects inevitably involve compromise, and throw up various
options, at some point you have to back your judgement, order your priorities, and
be ready to justify your decisions with evidence based data where possible.
• Consider the impact of the building works on the day to day operations.
Communicate consistently with staff, residents and visitors prior to and during the
refurbishment project.
• Make sure you engage with a design and construction team who understand your
requirements and have experience in aged care refurbishment projects.
Laila Chalustowski (0459 900211) and Erica Lambert (0407 227795),
Paynter Dixon Queensland Pty Ltd.
agedcareinsite.com.au 27