IRCAS Standards

Transcription

IRCAS Standards

International Retirement Community
Accreditation Scheme (IRCAS)
IRCAS Standards
1st Edition
Standards for Retirement Villages
Disclaimer
The information set out in this publication is current at the
date of publication and is intended for use as a guide and
is of a general nature. It may or may not be relevant to
particular operators of retirement villages or their individual
circumstances.This publication is not exhaustive of the
subject matter.
Persons implementing any recommendations contained
in this publication must exercise their own independent
skill and judgement and seek appropriate professional
advice, where required, relevant to their own particular
circumstances and needs when doing so.
Compliance with any recommendations or standards cannot
of itself guarantee regulatory compliance or discharge of
duty of care owed to residents and others coming into
contact with village management and staff and the premises
from which the management and staff operate.
The subject matter is directed to retirement village
professionals possessing appropriate qualifications and skills
in ascertaining and discharging their professional (including
legal and regulatory) duties.
Accordingly the International Retirement Community
Accreditation Scheme Pty Ltd and its employees and agents
shall have no liability (including without limitation, liability
by reason of negligence) to any users of the information
contained in this publication for any loss or damage
(consequential or otherwise), cost or expense incurred or
arising by reason of any person using or relying on the
information contained in this publication and whether
caused by reason of any error, negligent act, omission or
misrepresentation in the information.
Acknowledgments
IRCAS acknowledges the staff from the Aged Care Association Australia (ACAA), Aged and Community Services Australia
(ACSA) and Quality in Practice Consulting whose work has assisted in the development of the International Retirement
Community Accreditation Scheme Standards.
International Retirement Community Accreditation Scheme (IRCAS) – Standards 1st Edition
Foreword
In August 2010 Aged Care Queensland joined with Australia’s
leading aged services peak bodies, Aged Care Association
Australia (ACAA) and Aged and Community Services
Australia (ACSA) to form the International Retirement
Community Accreditation Scheme – IRCAS.
The scheme will be independently operated by QIP
to demonstrate objectivity and lack of bias. QIP is
internationally accredited to deliver the scheme,
demonstrating rigor and reinforcing operators’ ability to meet
appropriate Australian corporate governance standards.
Over the past two years, IRCAS has worked closely with
Quality in Practice (QIP), a leading provider of accreditation
and quality improvement services, to develop a contemporary
accreditation scheme for Australian retirement villages.
Importantly, IRCAS accreditation will underscore resident
outcomes, protections and a level of industry self-regulation that
Government can defend and use to resist calls to introduce an
alternative government mandated accreditation scheme.
Retirement living is entering a high growth phase within
the aged services sector to better meet the needs of a
greater number of older Australians seeking affordable
and appropriate housing options for their retirement years.
Age services encompass accommodation, housekeeping,
maintenance, care and other supports to allow older
Australians the opportunity to live in their own retirement
village home for as long as possible.
I recommend IRCAS to you as the only professionally run
scheme supported by the key industry associations, dedicated
to our industry with robust standards and a high degree of
independence – a scheme that our industry can be proud of
and actively support to achieve national prominence.
To be of enduring value to retirement village operators,
IRCAS accreditation will become a respected badge to signify
quality retirement village services to consumers, key decision
makers and government regulators.
Barry Aschroft
Managing Director
IRCAS Standards
1st Edition
Standards for Retirement Villages
Governance Standards
4
Standard 1: Resident Entry
6
Standard 2: Quality Management
12
Standard 3: Human Resource Management
20
Standard 4: Information Management
24
Consumer Standards
28
Standard 5: Resident Services and Facilities
30
Standard 6: Communication and Consultation
32
Environmental and Safety Standards
40
Standard 7: Safety and Security
42
Standard 8: Fire Safety, Security and Emergency Management 52
Better Practice Standards 58
Standard 9: Innovation
60
Standard 10:Environmental Sustainability
62
Glossary of Terms
64
References64
Appendix 1
65
Appendix 2
66
Appendix 3
67
1
Preamble
The IRCAS Standards (the Standards) provide a framework
for quality and risk management in Australian retirement
villages. The Standards are designed to keep Australian
retirement villages at the forefront of retirement living
internationally.The Standards support continuous quality
improvement and the development of effective retirement
village teams and optimal service delivery.
It is important that the Standards reflect contemporary
retirement living and pave the way for quality improvement
and innovation. IRCAS has established an expert committee
to oversee the ongoing review and improvement of the
Standards: the IRCAS National Standards Council (INSC).
In developing the Standards, IRCAS was mindful of the
resources required by retirement villages to achieve the
Standards. IRCAS will continue to support villages to
implement the Standards through the provision of education
and other resources.
The IRCAS National Standards Council welcomes feedback
on the Standards. Comments may be forwarded to:
Chair, the IRCAS National Standards Council
PO Box 995
Indooroopilly, QLD 4068
Telephone: 07 3725 5514
Email: info@ircas.com.au
Website: www.ircas.com.au
2
Regulation of Retirement Villages in Australia
Retirement living is regulated in all Australian States and
Territories. To ensure that the Standards support, rather than
duplicate regulatory requirements, the IRCAS Standards
defer to the requirements of State/Territory regulatory
instruments in a number of Standards. It is important to
note that regulations cover a broader range of topics than
are covered in the Standards. It is vitally important that
village operators familiarise themselves with the regulatory
requirements and establish systems and processes that will
ensure that regulatory requirements are met.
These regulations are administered by the Queensland
Office of Fair Trading.
Australian Capital Territory
The primary legislative instrument that governs retirement
village operations in the Australian Capital Territory is the
Retirement Villages Industry Code of Practice 1999, which is
administered under the Fair Trading Act 1992.
Tasmania
The primary legislative instruments that govern
retirement village operations in Tasmania are the Retirement
Villages Act 2004 and Retirement Villages Regulations 2005.
These regulations are administered by the ACT Office of
Regulatory Services.
New South Wales
The primary legislative instruments that govern retirement
village operations in NSW are the Retirement Villages Act
1999 and the Retirement Villages Regulation 2009.
These regulations are administered by NSW Fair Trading.
Northern Territory
village operations in the Northern Territory are the
Retirement Villages Act 1995 and the Retirement Villages
Regulations 1995. These regulations also contain the
Retirement Villages Code of Practice 1995.
These regulations are administered by NT Consumer Affairs.
Queensland
village operations in Queensland are the Retirement Villages
Act 1999 and the Retirement Villages Regulation 2010.
South Australia
retirement village operations in South Australia are the
Retirement Villages Act 1987 and the Retirement Villages
Regulations 2006.
These regulations are administered by the SA Office for
the Ageing.
These regulations are administered by TAS Consumer Affairs
and Fair Trading.
Victoria
retirement village operations in Victoria are the Retirement
Villages Act 1986, Retirement Villages (Records and Notices)
Regulations 2005, the Retirement Villages (Contractual
Arrangements) Regulations 2006 and the Estate Agents
(Retirement Villages) Regulations 2006.
These regulations are administered by Consumer Affairs
Victoria.
Western Australia
retirement village operations in Western Australia are
the Retirement Villages Act 1992, the Retirement Villages
Regulation 1992 and the Fair Trading (Retirement Villages
Code) Regulations 2009.
These regulations are administered by Consumer
Affairs WA.
3
Corporate
Governance
Standards
Standard 1:
Resident Entry
Standard 2:
Quality Management
Standard 3:
Human Resource Management
Standard 4:
Information Management
4
Corporate governance, as a concept, has evolved
significantly over the past ten years. High profile
corporate failures, attributable to flawed systems
of accountability and control, have led to an
increasing focus on the mechanics of good corporate
governance. In the retirement living sector, the
importance of good corporate governance is
magnified by the size of our ageing population
and the high expectations of those now seeking
retirement living options.
Corporate governance is “the system of structural, procedural
and cultural safeguards designed to ensure that a company
is run in the best long-term interests of its shareholders”
(Fombrun, C. 2006, p267). It encompasses the mechanisms
(relationships, systems and processes) by which companies,
and those in control, are held to account. Corporate
governance influences how the objectives of the company
are set and achieved, how risk is monitored and assessed,
and how performance is optimised. Effective corporate
governance structures encourage companies to create
value, through entrepreneurialism, innovation, development
and exploration, and provide accountability and control
systems commensurate with the risks involved.
Key aspects of corporate governance are regulated under
the Corporations Act 2011(the Act), which is administered
by the Australian Securities and Investments Commission
(ASIC). Retirement village operators have a number of
reporting obligations under the Act. The IRCAS Standards
do not cover a retirement village’s obligations under the
Act, but rather seek to establish benchmarks for a number
of governance processes not specifically covered by the Act.
The Australian Stock Exchange Corporate Governance
Council has produced a guideline outlining the principles
of effective corporate governance, which is widely
regarded as a best practice guide. Village operators are
encouraged to review the guideline as part of their
preparation for accreditation.
Key aspects of corporate governance that are covered by the Standards include:
– Awareness of and compliance with regulatory obligations in relation to resident entry and
residence contracts
– Management of policy and procedure guidelines
– Responsibility and accountability for key critical operational processes
– Quality systems and improvement processes
– Human resource management processes, and
– Information management processes.
Other Resources
Corporate Governance Principles and Recommendations with 2010 Amendments by ASX Corporate
Governance Council. Refer to www.asxgroup.com.au.
Corporate Governance Standards
5
Standard 1
Resident Entry
Resident entry information
supports informed decision
making by prospective residents;
the entry process is managed
effectively.
Criteria 1.1
Residence contracts, disclosure documents and other
information provided to prospective residents (including
marketing and promotional material) comply with the
requirements of State/Territory legislation and are
managed effectively.
Indicators
A. A resident entry policy is in place that meets the requirements of
State/Territory regulatory requirements.
B. There is a single point of accountability for the management of the
residence contract, and other information provided to prospective
residents (including review, amendment and document control).
C. The residence contract, disclosure document(s) and other
information provided to prospective residents (including marketing
and promotional material) complies with the requirements of
State/Territory legislation.
D. Residents are actively encouraged to seek independent legal advice
about contractual and financial arrangements.
E.
6
The village conducts a pre-entry meeting with prospective
residents to discuss contractual and financial arrangements, which is
guided by a standard agenda or checklist.
Why is this important?
How can this be achieved?
The complexity of entry contracts, public information
documents and agreements has emerged as a major
concern for residents of retirement villages and is the
area around which many complaints are made. Ensuring
that residence contracts meet regulatory requirements,
and that prospective residents are provided with the
information they need to make an informed decision, is
a key way in which this Standard seeks to protect the
interests of older Australians entering a retirement village.
An effective resident entry policy is the cornerstone of a
quality system for the resident entry process. The resident
entry policy should cover at a minimum:
Legislative instruments in all Australian States and
Territories set out specific requirements in relation to
contractual and financial arrangements and, in some
cases, specify additional documents and information that
must be provided e.g. disclosure and public information
documents.
– The pre-entry meeting, including the topics to be
covered and how the pre-entry meeting will be
recorded, and
A single point of responsibility and accountability for the
management and on-going review of residence contracts
is a key requirement of the Standards. The person who
has responsibility for residence contracts should have a
good working knowledge of the regulatory requirements
relevant to the State or Territory in which the village
operates and have access to legal advice where changes
or amendments to contracts are considered.
A key principle of contract management is ‘full disclosure’.
Full disclosure is the obligation of a village operator to tell
the whole truth about any matter a prospective resident
needs to know about before entering into a residence
contract (www.law.com, 2012). Full disclosure enables a
prospective resident to make an informed decision before
entering into a residence contract. Full disclosure is a basic
consumer right, and also a statutory obligation for village
operators in all States and Territories of Australia.
Because of the complexity of contractual requirements,
the variation in requirements across States and Territories
and the significance to consumers, village operators
are required, as a part of their self-assessment process,
to seek legal certification of residence contract(s) and
related entry documents using the IRCAS approved
checklist for the State or Territory in which the
village operates.
Marketing/promotional information, brochures and other
materials are key ways in which consumers form an
initial opinion about a village and whether it can meet
their needs. It is important that marketing information
is informative and accurate. Marketing material
should support informed decision-making, meet any
regulatory requirements applicable to the material and
not include information or inferences that are false or
misleading. Village operators must assign a single point of
responsibility and accountability for marketing material,
including regular review of such material.
– Marketing activities and materials, including
responsibility for ensuring marketing activities and
materials are accurate, informative and up-to-date
– The residence contract, including responsibility for
ensuring contract(s) are accurate and meet regulatory
requirements
– The requirement for prospective residents to be
encouraged to seek independent legal advice before
entering into a residence contract.
Village operators are required to hold face-to-face
meetings with each prospective resident before
contracts are signed. The purpose of this meeting is to
explain the contract and to ensure that the prospective
resident is able to live relatively independently, with or
without support, and is therefore suited to the village
environment. The entry meeting also provides an
opportunity for prospective residents to ask questions
and seek clarification about any aspect of the information
provided. A standard pre-entry meeting agenda or
checklist is a useful way to ensure that all required
information is communicated to prospective residents
during the entry meeting.
Village operators must actively encourage prospective
residents to seek legal advice about the terms of the
residence contract and any other information provided.
7
Other Resources
State/Territory regulation administrators have information on each of their websites as to the
respective contractual requirements.
8
State/TerritoryAdministrator
Website
Office of Regulatory Services www.ors.act.gov.au
New South Wales
NSW Fair Trading
www.fairtrading.nsw.gov.au
Northern Territory
NT Government Consumer Affairs
www.nt.gov.au
Queensland
Queensland Government Office of Fair Trading www.fairtrading.qld.gov.au
South Australia
Department of Communities and Social Inclusion
www.dcsi.sa.gov.au
Tasmania
Consumer Affairs and Fair Trading
www.consumer.tas.gov.au
Victoria
Consumer Affairs Victoria
www.consumer.vic.gov.au
Western Australia
Department of Commerce www.commerce.wa.gov.au
9
Standard 1
Resident Entry
Resident entry information
supports informed decision
making by prospective residents;
the entry process is managed
effectively.
Criteria 1.2
Residents are supported in their transition to the retirement
village through an orientation program.
Indicators
A. The resident orientation program covers all items included in the
IRCAS Resident Orientation Checklist.
B. There is a single point of accountability for orientation of new
residents to the village.
C. The village monitors residents’ experience of the entry process and
uses data to improve the entry process.
10
Orientation is the process through which new residents
are familiarised with the village environment, facilities,
services, procedures and community. For many residents,
the decision to enter a retirement village will represent
a significant life change, which may be accompanied by
a range of additional stressors associated with ageing.
Orientation to the village environment is a key way in
which retirement village operators can facilitate a smooth
transition. Effective orientation of new residents can
reduce stress, enhance safety and facilitate integration into
the village community.
Orientation should be structured and paced to meet
the individual resident’s needs. However, there will be
some information that new residents will need to know
as soon as they take up residence, such as fire safety and
emergency procedures and emergency call procedures.
It is important that village operators appoint a single point
of responsibility and accountability for resident orientation,
including documenting the program, and ensuring each
resident receives the information they require.
Evaluating residents’ experience of their entry and
orientation will provide valuable feedback to enable
continual improvement of the program.
A documented orientation program overview or
checklist is a useful way to ensure that a comprehensive
orientation is provided to all residents and to monitor
the delivery of information, which it may be necessary to
provide over a period of time.
The orientation program must include, at a minimum,
information about:
– Fire safety and emergency procedures
– The village environment
– Maintenance procedures
– Services and facilities
(including any fees that may apply)
– Communication mechanisms
– Complaint mechanisms, and
– Introduction to a representative of the resident’s
forum or committee (if one exists).
Other Resources
IRCAS Resident Orentation Checklist (Refer to Appendix 1, p 65)
11
Standard 2
Quality Management
The village has effective
management and quality systems.
Criteria 2.1
The village’s operations are guided by documented policies
and procedures (or electronic equivalent). Policies and
procedures are managed effectively.
Indicators
A. Policies and procedures cover all aspects of these Standards and
are up-to-date and readily accessible to staff.
B. Policies and procedures are reviewed at least two-yearly
(or using a rolling program of review).
C. There is a single point of accountability for management of the
village’s policies and procedures, including review, amendment and
document control.
12
The aim of policy is to regulate, direct and control actions
and conduct; policies can range from broad philosophical
statements to specific rules. Policies typically set out
the ‘what’ and ‘where’ procedures and establish the
‘how’. Procedures should provide a specific and factual
description of the steps in a process and may include
timeframes, data capture and relevant documents
and records.
To ensure consistency, it is important that a single point
of responsibility is assigned to the ongoing management
of policy and procedures, including document control,
version control, change management and review. Changes
to policy and procedures should incorporate consultation
and communication with stakeholders, including residents
(where applicable). The designated person should have
the authority to review and amend policy and procedure
documents and be responsible for ensuring appropriate
consultation and change management.
Effective implementation of policy is vital – policy and
procedure guidelines that are not accessible to, nor
understood by staff are a liability rather than an asset.
Village operators are encouraged to consider how policy
implementation is undertaken across the lifecycle of
the policy or procedure and across the continuum of
employment for staff.
Documented policy and procedures are the foundation
of an effective management system and the basis
upon which a village’s operations should be directed.
Documented policy and procedures:
– Assist with the implementation of strategic objectives
– Document the commitment of senior management to
quality service provision
– Establish the parameters of acceptable staff behaviour
and actions
– Provide guidance for the village staff about operational
processes
– Enable village operators to implement and
communicate legislative requirements
The following considerations may be useful in assessing
the effectiveness of policy and procedure implementation:
– How are policy and procedures communicated to
new staff?
– How are new policy and procedures communicated
to staff?
– How are changes and amendments to policy and
procedures communicated to staff?
– How do staff access policy and procedure guidelines?
– How are staff included in the review of policy and
procedures?
Some village operators will choose to manage policy
and procedures electronically, that is, to provide access
to guidelines via an intranet or other electronic means.
Where an electronic policy and procedure manual is
implemented, it is important to ensure that a computer
terminal is available to all members of the village team to
enable access to the guidelines.
– Reduce risk, and
– Capture organisational knowledge.
13
Standard 2
Quality Management
Criteria 2.2
The village has a planned approach to quality improvement
and can show improvements in service provision.
Indicators
A. A documented quality policy is in place.
B. The village has an active plan for continuous improvement
that identifies planned improvements, the rationale for the
improvement and the method of evaluation.
C. The village can provide examples of improvements in service
provision that have resulted from the quality improvement
program, including improvements that have resulted from
resident feedback.
14
Village operators face increasing expectations in the
marketplace in relation to the quality of the village
environment and services provided. Implementing effective
quality systems has become an essential component of
ensuring their viability in a competitive market.
Quality improvement is a systematic way of identifying
and acting on opportunities to improve service quality.
The International Organization for Standardization (ISO)
defines quality improvement as “…anything that enhances
an organisation’s ability to meet quality requirements” (www.
iso.org, 2011). The ISO quality management standard
states that quality improvement is an essential component
of a quality management system.
There are many definitions and perspectives on quality;
quality can be defined in terms of a process - doing what
we should be doing, or in terms of an outcome - achieving
what we should achieve. In the retirement village setting,
both perspectives are relevant. Monitoring the residents’
experience will identify the degree to which services are
meeting the customer’s needs.
Recognising and celebrating positive change and
success in quality improvement will engage staff in
the improvement process and assist in building an
improvement culture.
The IRCAS Standards do not prescribe any particular
approach to quality management or quality improvement.
Village operators should adopt quality systems and
processes that are most appropriate for their particular
size, structure and circumstances. Whatever approach
village operators choose to adopt, it should be described
in a quality policy, which is communicated to stakeholders.
There are many quality improvement models and
methods, however key elements of the quality
improvement process include:
1. Monitoring service quality
2. Identifying improvement opportunities
3. Implementing improvements, and
4. Evaluating the effectiveness of the improvement.
Examples of monitoring activities include:
– Resident and staff feedback processes
– Complaint management
– Incident management
– Internal audit programs, and
– Management and operational performance reporting.
Improvement opportunities should be logged on an
improvement plan. Village operators are encouraged
to focus on quality not quantity; a small number of
improvement activities, carefully implemented will be of
greater value. Consultation with stakeholders is important
to gain an accurate understanding of the issue and
determine the appropriate course of improvement action.
Improvements should be implemented carefully and
monitored closely to ensure that the desired outcome is
achieved and any unexpected effects or consequences are
identified. Ongoing dialogue with affected stakeholders
will provide valuable information about the change and
identify whether improvement in service quality or
efficiency has resulted.
In establishing a quality policy, village operators should
consider:
– What are the village’s quality objectives?
– How will those objectives be achieved?
– How will achievement be measured?
– How will policy and procedure guidelines be managed?
– How will improvement opportunities be identified
and acted on?
– How will the village team be engaged in the process?
– Do we have a quality culture?
– How will village residents and staff be engaged in
quality improvement?
15
Standard 2
Quality Management
Criteria 2.3
The village seeks feedback from residents using a valid and
reliable feedback method that ensures the anonymity of
respondents is maintained. Resident feedback informs quality
improvement.
Indicators
A. A documented resident feedback policy is in place.
B. There is a single point of accountability for quality improvement
and resident feedback.
C. The village seeks feedback from residents at least once every three
years using the IRCAS Resident Survey tool and methodology.
16
There is growing emphasis, both in Australia and
internationally, on meaningful collection of information
about consumer experiences of service quality. Service
quality is becoming increasingly important within the
Australian retirement village industry because of higher
expectations of older Australians and their families
(McMullen, 2006).
Unique information about the quality of service provision
in retirement villages can be gained from residents who
evaluate service quality in many different ways, dependent
on past experiences, needs, circumstances, individual
values and preferences, expectations and resources.
Once in each three-year accreditation cycle, accredited
villages are required to seek feedback from residents
using the IRCAS Resident Feedback Survey and have the
results analysed independently by an IRCAS approved
provider as listed on the IRCAS website. The IRCAS
Resident Feedback Survey has been carefully designed to
gather feedback in areas that are significant to a village’s
performance against the Standards and is a key input in
the accreditation assessment process.
The IRCAS resident survey process is not intended to
replace the resident feedback systems and processes
a village may already have in place, but rather to
complement them by providing feedback in key areas of
risk and quality aligned to the Standards and to provide
an independent measure of resident experience and
satisfaction in these areas.
The most critical aspect of the resident feedback process
is using the results to inform quality improvement
activities. It is not expected that village operators will act
on all aspects of feedback they receive; feedback should
be considered alongside other information about the
village, including safety, effectiveness, cost and other impact
considerations.
A resident feedback process is not only about doing
things better, it is also about discovering what the village
does well and which aspects of service provision are
viewed positively by residents.
Other Resources
IRCAS Resident Feedback Survey (Refer to Appendix 2, p 66)
17
Standard 2
Quality Management
Criteria 2.4
Resident complaints and disputes are managed effectively and
in accordance with State/Territory regulatory requirements.
Indicators
A. A documented resident complaint and dispute policy is in place
that meets the requirements of State/Territory legislation.
B. There is a single point of accountability for management of
resident complaints.
C. Comments and complaints received from residents or residents’
representatives are recorded on a complaints register, investigated
and acted on as appropriate. Complainants receive feedback about
the outcome of complaints.
D. Resident feedback indicates that residents are aware of the
procedure to follow if they wish to make a complaint.
18
While both residents and retirement village staff aspire
to a harmonious living environment, from time to time
disagreements or disputes may arise. It is important
disputes are resolved as quickly and amicably as possible.
Complaint management in retirement villages is regulated
under the State and Territory legislation that governs
retirement village operations in each State and Territory.
This legislation outlines the processes for managing
complaints and resolving disputes between retirement
villages and residents.
Village operators will need to be aware of the regulatory
requirements that apply and ensure that complaint
management policies and processes are compliant.
Complaint management policies and procedures
are an important foundation for effective complaints
management. In establishing an effective complaints
management system, village operators may wish to
consider the following five principles of effective
complaint management:
1.Culture
A complaint handling system must be modelled on
principles of fairness, accessibility, responsiveness and
efficiency. Complaint handling must also be integrated with
the day-to-day operations of the village. It is important for
village operators to assign a single point of responsibility
for the management of complaints. The person responsible
for complaint management must have a positive attitude
toward complaints, must understand how the complaint
management system works and be skilled in key complaint
management processes, such as investigation.
The foundation of effective complaint management is
clear, comprehensive, documented policy guidelines, which
describe the complaint management system and role of
each member of the village team in the system.
The complaint management system should incorporate
mechanisms for:
– Lodging of complaints (complaints should be
welcomed and be easily lodged)
– Logging and recording complaints on a
complaint register
– Acknowledging complaints, including providing the
complainant with information about how complaints
management works
2.Principles
– Investigating complaints to determine the cause and
related issues
3.People
– Acting on issues that arise from the investigation
4. Process, and
– Providing feedback to complainants about the
outcome of their complaint, and
5.Analysis.
Organisational culture is a key factor in effective complaint
management; the village team must view complaints as
opportunities to improve services and recognise that
effective complaint handling will benefit its reputation.
Good complaint handling will reassure residents that the
village operator is committed to resolving problems and
maintaining positive relationships with the village community.
– Facilitating escalation of the complaint if the
complainant is not satisfied with the outcome of the
complaint investigation process.
Other Resources
Better Practice Guide to Complaint Handling 2009. Commonwealth Ombudsman.
Australian Standard AS ISO 10002-2006, ‘Customer Satisfaction – guidelines for complaints handling in
organizations’.
19
Standard 3
Human Resource Management
A skilled and knowledgeable team
focussed on resident safety and
quality of life.
Criteria 3.1
Village employees are aware of their roles and
responsibilities.
Indicators
A. A documented human resource management policy is in place that
is aligned to legislative requirements.
B. Village employees are each provided with a documented position
description.
C. The village monitors and manages employee performance.
D. Staff are provided with relevant training and professional
development.
E.
Village management communicates regularly with staff and provides
opportunities for staff feedback.
F. Resident feedback indicates that employees communicate with
residents in a respectful manner.
G. All retirement village staff have a current first aid certificate.
20
An organisation’s people are widely regarded to be one
of its most valuable resources. The focus of this Standard
is on effective human resource management systems and
particularly, how the village provides role clarity for staff.
Employee relations is regulated in each Australian State
and Territory, some aspects of employee management
are regulated federally under the Fair Work Act 2009.
Village operators need to ensure that human resource
management systems align to regulatory requirements.
Human resource management is the function within an
organisation that focuses on recruitment, management
and direction of the people who work in the organisation.
It involves people related issues such as selection,
induction, performance management, training and
development, health and safety, employee motivation,
communication and administration.
Effective human resource management enables
employees to contribute effectively and productively to
the overall company direction and the accomplishment of
the village’s goals and objectives.
A key function of effective human resource management is
building effective teams. Teams are groups of individuals who
work together to accomplish an organisation’s objectives.
The success of teams is dependent upon effective
communication and the quality of the teams’ performance,
and to a large extent, depends upon the quality of the
information shared. Establishing a range of forums and
mechanisms that enable open two-way communication
between village management and staff is a key way in which
the effectiveness of village teams can be optimised.
Organisations with effective human resource management
systems are founded on clear human resource policy
and procedures which are readily available to staff
and consistently implemented by management. Village
operators may wish to consider the following aspects of
human resource management when establishing human
resource management policies and procedures:
The human resource policy should meet the relevant
legislative requirements, including applicable industrial
instruments, such as awards and enterprise agreements.
Clearly defined role expectations are the practical link
between policy and the behaviour of individual members
of the village team. Each member of the village team
should be provided with a clear and comprehensive
description of the roles and responsibilities associated
with their position. Position descriptions should be:
– Provided to staff upon employment
– Used as the basis for monitoring and developing staff
performance, and
– Reviewed regularly in consultation with the village
team to ensure they remain relevant.
The documented position description should be
accompanied by appropriate training and support that
assists staff to understand and achieve what is required
by their position description, both on commencement
in their role and throughout their employment.
Regular feedback about performance will facilitate the
development of staff in their roles and enable early
action to be taken should staff performance deviate
from requirements.
Communication is also a vital part of creating and
maintaining an efficient workplace environment. How
village management interacts with staff will affect how
well the organisation functions and how satisfying staff
find their jobs. Village management need to ensure
appropriate and regular mechanisms for communicating
with staff exist and that staff have an opportunity to
provide feedback.
A key consideration in recruiting and developing village
teams is to ensure staff have an understanding of the
village as a community and the critical importance of
interacting with residents in an appropriate and respectful
way. Whilst the village is a work environment for staff,
it is the home of the residents who live within it. Village
management should actively promote a culture of mutual
courtesy and respect between village teams and the
residents that comprise the village community.
– Recruitment and appointment
– Induction and professional development
– Code of conduct
– Anti-discrimination and workplace bullying
– Performance management, and
– Termination of employment.
21
Other Resources
General:
Queensland:
– Fair Work Australia: www.fwa.gov.au
– Industrial Relations Act 1999
– Fair Work Australia Information Line: 1300 799 675
– Holidays Act 1983
Commonwealth:
South Australia:
– Fair Work Act 2009
– Fair Work (Transitional Provisions and Consequential
Amendments) Act 2009
– Listening and Surveillance Devices Act 1972
– Independent Contractors Act 2006
– Privacy Act 1988
Australian Capital Territory:
– Long Service Leave Act 1976
– Workplace Privacy Act 2011
Tasmania:
Victoria:
– Fair Work (Commonwealth Powers) Act 2009
New South Wales:
– Public Holidays Act 1993
– Surveillance Devices Act 1999
– Restraints of Trade Act 1976
– Workplace Surveillance Act 2005
Northern Territory:
22
Western Australia:
– Minimum Conditions of Employment Act 1993
– Public and Bank Holidays Act 1972
23
Standard 4
Data and information are
managed effectively and in
accordance with regulatory
requirements.
Criteria 4.1
Information privacy is maintained in accordance with the
National Privacy Principles.
Indicators
A. A documented privacy policy is in place that meets the
requirements of the Privacy Act.
B. An individual file (electronic or paper-based) is maintained
for each resident, which includes all documents, records and
communications relevant to that resident.
C. Resident records and information is stored securely.
D. An individual file (electronic or paper-based) is maintained
for each employee, which includes all documents, records and
communications relevant to that employee.
E. Employee records and information is stored securely.
24
Privacy helps individuals maintain their autonomy and
individuality. In Australia the National Privacy Act 1988
exists to protect individuals from negative issues relating
to a breach of privacy. The collection, maintenance, and
storage of data and information for any organisation
requires strict adherence to the National Privacy Act
1988, which includes the National Privacy Principles.
The Principles provide base line privacy standards which
some private sector organisations need to comply with in
relation to personal information they hold.
providing access to personal information, providing
anonymity where possible and providing protection when
transferring personal information overseas.
National Privacy Principle 5.1 requires that “an
organisation must set out in a document clearly expressed
policies on its management of personal information…the
organisation must make the document available to anyone
who asks for it.”
To adhere to this Principle, village operators are required
to document their privacy policy detailing how personal
information will be handled, including health information.
The privacy policy should outline:
– The village’s contact details
For village operators, compliance to the National Privacy
Principles is mandatory.
– What information is collected
There are ten Privacy Principles. Village operators should
have a good understanding of these Principles and ensure
that information management systems and processes are
aligned with them.
– How the village maintains the security of information
held at the village
– Principle 1 – Collection
– How new residents are informed about privacy
arrangements, and
– Principle 2 – Use and disclosure
– Principle 3 – Data quality
– Principle 4 – Data security
– Principle 5 – Openness
– Principle 6 – Access and correction
– Principle 7 – Identifiers
– Principle 8 – Anonymity
– Principle 9 – Transborder data flows
– Principle 10 – Sensitive information.
The Principles provide information-handling standards for
processes such as collecting, using and disclosing personal
information as well as keeping information secure,
paying attention to data quality and accuracy, being open
about the collection and information handling practices,
– Why information is collected
– How residents gain access to their information, when
requested
– The process the village undergoes to address
complaints about privacy related matters.
The privacy policy must be available to anyone who
requests it.
You may consider making the village’s privacy policy
available to residents via a handbook, brochure, or the
village website.
Record keeping must ensure that accuracy, identification
and storage all meet the Privacy Principles in both
intent and practice (The Office of the Australian Privacy
Commissioner website, 2012).
Other Resources
The Office of the Australian Information Commissioner website: www.privacy.gov.au.
The National Privacy Principle Guidelines (2001) developed by the Office of the Federal Privacy
Commissioner.
25
Standard 4
Data and information are
managed effectively and in
accordance with regulatory
requirements.
Criteria 4.2
Information technology systems are managed effectively.
Indicators
A. A documented computer security policy is in place.
B. The village meets the requirements of the IRCAS Computer
Security Checklist.
C. There is a single point of responsibility for information technology.
26
Given the increasing reliance on information technology
(IT) systems to ensure the day-to-day smooth running
of a business, it is important the security and integrity
of data and information held in such systems are
managed effectively. A myriad of issues can arise as a
result of ineffective IT management including data loss,
breaches of information privacy and down-time resulting
in interruptions to the day-to-day running of business
operations.
It is a requirement of the IRCAS Standards that village
management conduct a self-assessment of their IT
systems against the IRCAS Computer Security Checklist.
This process will identify any risks or vulnerabilities in the
village’s IT systems and enable village management to
take the appropriate steps to improve the management
of their IT systems. It will then be necessary to determine
which actions require the assistance of an external IT
expert to remedy any issues identified.
Retirement village operators may choose to use
a combination of external information technology
support suppliers and employed personnel to manage
their IT systems. Whichever approach a village adopts
is appropriate, provided risks and vulnerabilities are
identified, acted upon and designated responsibility is
assigned for the management and maintenance of the
IT systems. The village staff member responsible should
be adequately skilled to manage the IT systems, have
clarity regarding their responsibilities and the appropriate
circumstances and processes for engaging external
IT suppliers.
To ensure the privacy and confidentiality of resident data,
computer security is paramount. The village staff member
responsible for IT systems and computer security should
document the village’s computer security policy and staff
should be educated on the importance of computer
security. Village staff should be provided with individual
computer passwords to ensure unauthorised access does
not occur and information amendments can be tracked
to individual staff members.
Loss of data can have a damaging impact on the
operations of a retirement village. Therefore, villages
should have a disaster recovery plan to ensure quick and
effective recovery with minimal disruption to operations.
A good disaster recovery plan is like an information
insurance policy for a small or large business. A disaster
recovery plan is a detailed, step-by-step course of action
for getting a business back on its feet quickly after an
IT failure. A disaster recovery plan should include the
process and procedures related to preparing for recovery
or continuation of technology infrastructure critical to a
village after a natural or human-induced disaster. Village
operators will need to consider how operations could
be affected as a result of IT issues, and develop a disaster
recovery plan accordingly.
It is crucial villages have a system for backing up their
data. Data loss can occur as a result of human error, IT
malfunction or natural disasters. It is recommended that
villages seek expert advice to ensure the backup of data
is encrypted, stored securely off-site, occurs on a daily
basis and that testing indicates the back-up system is
functioning effectively.
All computer systems are subject to risks such as
viruses and malware – otherwise known as malicious
software designed to disrupt computer operation or gain
unauthorised access to computer systems. For this reason,
it is important that anti-virus and anti-malware software
is installed on all village computers and this software is
automatically updated.
Computer hackers can cause significant damage to
computer systems so it is also vital that villages have
installed network perimeter controls which are tested
periodically. Network perimeter controls are hardware
and software such as firewalls that will ensure your IT
system is protected by analysing information entering and
leaving your computer network.
The physical location of the server and the computer
network within the village should also be adequately
maintained to ensure data theft does not occur.
Other Resources
Retirement Village Computer Security Checklist (Appendix 3, p 67)
27
Consumer
Centred
Standards
Standard 5:
Services and Facilities
Standard 6:
Communication and Consultation
28
The purpose of consumer centred Standards is to
provide a framework for village operators to engage
with residents to improve the quality and safety of
the village’s operations through open and honest
communication and feedback. In any commercial
transaction, listening and learning from ‘consumers’
or ‘customers’ is a key part of establishing trust, and
improving service provision.
These consumer centred Standards place the focus onto
residents (i.e. the ‘consumer’) encouraging villages to
be ‘resident-centred’. This involves engaging customers
in dialogue and leveraging their insights to improve the
quality of services provided.
There are clear commercial benefits from adopting such
an approach; resident-centred villages are likely to have
higher levels of resident satisfaction and greater word-ofmouth promotion potentially resulting in village growth.
For the purpose of both resident satisfaction and legal
requirements, it is vital that residents’ experiences of
the village mirror the expectations established by the
information provided about resident services and facilities
in the resident contract.
Key areas covered by the consumer centred Standards
include:
– Provision of resident services and facilities in
accordance with residence contracts
– Adherence to safety and maintenance regulations
relevant to equipment, facilities, and services, and
– Effective communication of information between
village operators and residents, including feedback
mechanisms.
The Standards cover three specific types of
communication forums:
he annual meeting of residents that is required by law
1. T
in most States/Territories.
2. M
anagement initiated meetings with residents for the
purpose of communication and consultation about
operational matters relevant to residents.
esident initiated forums and committees established
3. R
for the purpose of resident advocacy, representation
or social purposes.
Consumer Centred Standards
29
Standard 5:
Resident Services and Facilities
Resident services and facilities
are provided as outlined in the
residence contract and are safe
and functional.
Criteria 5.1
Resident services and facilities, including care services where
available, are provided in accordance with the residence
contract.
Indicators
A. Where care services, including social/domestic support services,
are provided, an agreement is in place about the service that sets
out the nature of the service, the frequency that the service will
be provided, the qualification of the person who will provide the
service, and any costs associated with the service.
B. Resident feedback indicates that services and facilities are available
as outlined in the residence contract.
30
As a result of Australia’s burgeoning ageing population
and the increasing frailty of retirement village residents,
there is an increasing need for retirement villages to
provide additional support services such as domestic
support and care services.
There are three broad categories of support services that
a village may choose to provide:
– Domestic and social support such as cleaning, laundry
and transport services
– Personal care services, including assistance with
washing, dressing and grooming, and
– Clinical care services, including support with
medications, dressings or other clinical procedures.
It is important that residents understand which, if any, of
these services are provided as part of their tenure within
the village and which are provided on a fee-for-service
basis. Residents are under no obligation to use the care
and support services provided on a fee-for-service basis
by the village and may choose to utilise support services
provided externally to the village.
The retirement village should have policies and
procedures related to the range of care and support
services provided and the position descriptions must
outline the scope of each staff member’s responsibility/
practices related to the provision of such services.
Where village operators choose to provide clinical care
services provided by registered nurses or other health
care professionals required to be registered, credentialing
processes should be in place to ensure the staff have
the required qualifications, certifications, professional
registration, skills and experience to provide such services.
If care services and/or domestic support services are
outsourced, the village should have an agreement in place
with external suppliers outlining:
– The nature of the service
– The frequency that the service will be provided
– The qualification of the person who will provide the
service, and
– Any costs associated with the service.
It is essential that the relevant services and facilities
are provided in a manner which meets the residents’
reasonable expectations established by the information
provided in the resident contract.
As a guiding principle, information of a contractual
nature, such as village services and prices, should always
be provided to residents in writing to avoid confusion
or misinterpretation. Information provided to residents
should be written in plain English and include an accurate
description of the village’s services and facilities to ensure
that villages do not ‘overpromise and under deliver’.
Residents should receive reasonable, accurate and clear
information which enables them to make an informed
decision about any care and support services offered.
Resident feedback will provide useful feedback about care
and support services.
Standard 5: Resident Services and Facilities
31
Standard 6:
There is regular and effective
two way communication between
residents and village management,
including communications required
by State/Territory regulatory
requirements.
Criteria 6.1
Residents are provided with documented information about
all aspects of the village operations.
Indicators
A. A documented resident communication and consultation policy is
in place.
B. A Resident Handbook or other documented information source is
provided to all residents of the village and covers all aspects of the
village’s operations.
32
It is important that village residents are provided
with sufficient information about all aspects of village
operations in a form that is enduring and easily
understood. It is the responsibility of village operators
to ensure residents have access to accurate and timely
information that is consistent with their residence
contract and any legislative requirements.
A Resident Handbook is a useful way of providing
residents with an enduring source of information about
all aspects of village daily life. Information in the Resident
Handbook should be consistent with the information
provided in the residence contract, but be written in
plain English so that it can be easily understood. It is also
important to remember when developing a Resident
Handbook or other resident information that residents
may have impaired vision related to aging or specific
disease processes which are more prevalent with age.
Establishing a robust communication system and using
a variety of communication channels will assist village
operators to provide a range of mandatory information
to residents. The means and methods of communication
available to residents should be outlined in a
communication policy and communicated to residents.
Communication channels might include:
– Regular newsletters
– Feedback forums
– Scheduled meetings
– Websites, and
– Notice boards.
Residents should be partners in developing and improving
the village’s communication processes over time.
33
Standard 6:
requirements.
Criteria 6.2
Residents have timely access to village management when
required.
Indicators
A. Resident feedback indicates that village management is accessible
and responsive.
B. Village management hold meetings with residents of the village at
least quarterly.
C. Discussions held at resident meetings are minuted and acted on.
D. Resident feedback indicates that village management hold regular
meetings with residents.
34
A retirement village is a business, but is also a residential
community. Some business decisions related to the day
to day operations of a retirement village will impact
on residents of the village. It is important that a regular
forum exists that enables village management to consult
and communicate with residents about such decisions
and provide residents with the opportunity to provide
feedback. It is not expected that village residents approve
of all decisions made about a village’s operations, but
is essential that key information about the village’s
operations is communicated to residents and that
management consider resident’s views and response to
operational decisions.
– Dissemination of minutes to all residents (not just
attendees), and
– Clearly identified future actions as part of the minutes
including deadlines and respective responsibilities.
Beyond periodic management initiated meetings with
residents, village operators will also need to consider how
residents will be enabled to access and contact the village
management in between formal meetings. Some village
operators may choose to adopt an open-door policy,
whereby for a specified time period in each week, the
manager is available for individual meetings with residents.
Resident feedback will provide valuable information
about whether residents perceive the communication
channels between them and the management team to
be accessible and the communication process to be
constructive and positive.
The IRCAS Standards require that a management initiated
forum to inform residents about operational matters
occurs at least quarterly. Regular meetings between
village operators and residents will ensure essential
information is received by both parties. Management
initiated meetings with residents provide a forum for
management to share key operational information and
for residents to provide feedback, ask questions, and raise
concerns. Management initiated meetings should be open
to all residents of the village and all residents should have
reasonable notice of such meetings. Management initiated
resident meetings do not need to be managed as formally
as the annual meeting of residents that is required by law
(in most States/Territories) but should be managed in a
way that ensures transparency and effectiveness.
As a minimum, the business of meetings must be
recorded and disseminated to residents.
Other considerations for management initiated meetings
with residents include:
– Consideration of appropriate timing for residents to
ensure optimal attendance
– Adequate notice of meeting times and dates to
generate maximum participation and awareness
– A process to construct and advertise the agenda and
invite items from residents
– Formal meeting protocols such as a chairperson, etc.
– Accurate minute keeping and promulgation within an
appropriate and agreed timeframe
35
Standard 6:
requirements.
Criteria 6.3
Residents of the village are free to form and conduct a
Residents’ Committee.
Indicators
A. Resident feedback indicates that residents are free to form and
conduct a Residents’ Committee.
36
Legislation in most States/Territories affords residents
of retirement villages the right to form a Residents’
Committee or forum. A Residents’ Committee is a group
of residents who meet regularly to pursue common
objectives. Resident initiated committees may be formally
elected by fellow residents and provide an advocacy
function acting on behalf of other residents or may be
informally formed for social or recreational purposes.
Village operators should advise residents of their right
to form a resident initiated committee or forum, and
provide reasonable support for the formation of such a
committee, if formed.
Village management should be available to attend
meetings and provide information when requested by the
committee. Attendance at resident initiated committee
meetings by village management will usually be at the
discretion of the committee.
37
Standard 6:
requirements.
Criteria 6.4
Village management conducts an annual meeting of residents
in accordance with State/Territory regulatory requirements.
Indicators
A. A documented policy about management of the annual meeting of
residents is in place.
B. The annual meeting of residents is conducted in accordance with
C. There is a single point of accountability for management of the
annual meeting of residents.
D. Resident feedback indicates that they are satisfied with the way the
annual meeting of residents is conducted.
38
State/Territory regulations require that residents are
provided with the opportunity to attend an annual
meeting coordinated by village management regarding
the village’s performance for the past financial year and
planning for the following year (Note: this applies to all
States but does not apply to the Northern Territory
where no meetings are prescribed) (Minter Ellison, 2009).
The purpose of the annual meeting is to provide residents
with access to financial and other information and a
forum to question village operations and finances, which
allows residents to protect their investment in the village.
Village management must arrange and communicate an
annual meeting for the non-mandatory attendance of
residents and record all business tabled and discussed
within the meeting. There are specific requirements
about how the annual meeting of residents is managed,
set out in most State/ Territory regulations.
Although village management is responsible for budgets
and expenditure, residents should be able to comment on
financial matters, and their feedback should be considered
by village management. This reflects the residents’ position
as both stakeholders and investors in the village and
builds connections and a sense of community that will
have a positive impact on operations throughout the
entire year.
The following aspects of the annual meeting of residents
are regulated under State/Territory legislation:
– Timing of the meeting
– The amount of prior notice which residents must
be provided
– What is to occur at the meeting, and
– The documentation required to be provided at
the meeting.
Other Resources
Minter Ellison’s Australian and New Zealand Retirement Villages Legislation Compendium details
State/Territory annual general meeting requirements.
39
Environmental
Safety
Standards
Standard 7:
Safety and Security
Standard 8:
Fire Safety and Emergency
Management
40
The Environmental Safety Standards focus on key
aspects of environmental safety that are relevant
in the retirement living setting, including aspects of
environmental safety that are regulated under
State/Territory law. Environmental risks can result in
injury, loss of life, psychological impact of injury/illness,
poor corporate image and loss of property. Physical
changes associated with ageing, places residents of
retirement villages at increased risk of harm from
environmental risks.
In the retirement living sector, which is both a work
and home environment, it is the responsibility of village
operators to provide a safe environment for residents,
staff, contractors and visitors. It is also their responsibility
to develop and raise awareness of workplace health and
safety policies that encourage resident and staff feedback
to identify hazards, mitigate risks, and promote safety and
well-being.
Key aspects covered under the Environmental Safety
Standards include:
– Workplace health and safety
– Preventative and corrective maintenance programs,
and
– Fire safety and emergency management procedures.
Environmental Safety Standards
41
Standard 7:
Safety and Security
The village environment supports
the health, safety and well-being
of residents.
Criteria 7.1
Workplace health and safety is managed in accordance with
Indicators
A. A documented workplace health and safety policy is in place
aligned to the requirements of State/Territory regulatory
requirements.
B. A single point of responsibility has been allocated for workplace
health and safety.
C. A comprehensive environmental safety audit is undertaken at least
quarterly.
D. Risks and hazards are identified and managed effectively.
42
Occupational health and safety encompasses the social,
mental and physical well-being of village residents, staff,
visitors and contractors. It includes the:
–
Promotion and maintenance of physical, mental and
social well-being of staff and contractors
–
Prevention among staff and contractors of adverse
health effects caused by working conditions, and
–
Protection of staff, third parties and contractors from
risks which may adversely affect their health.
Creating a safe work environment is critical to the success
of any business, including retirement villages as it assists
in the retention of staff and productivity maximisation.
Village operators, like other business owners, have
regulatory responsibilities regarding health and safety in
the workplace.
Workplace health and safety is currently regulated
under State/Territory regulation. However, a process of
national harmonisation is currently underway, led by Safe
Work Australia.
Village operators must establish a health and safety policy
which sets out the village’s approach and procedures for
protecting residents, employees, visitors and contractors
from harm and outlines the responsibilities of both
management and employees. This policy must be
supported by written procedures so that everyone in the
organisation is aware of their responsibilities.
Each village environment is unique, so a risk management
approach is key to identifying and managing the risks specific
to each village. Regular workplace inspections must be
conducted to identify risks and hazards in the environment,
including implementing corrective action where required.The
retirement village should have a process for the identification
of hazards, and the assessment and control of risks to health
and safety in the workplace.
Training is important to ensure that village management,
employees and residents are aware of their health and
safety responsibilities and understand the arrangements in
place to protect employees.
Successful occupational health and safety practice requires
the collaboration and participation of both employers and
workers in health and safety programs.
Retirement village management must be committed
to and accountable for providing a healthy and safe
workplace. To achieve this, management needs to
understand their responsibilities under health and safety
State/Territory regulation and be aware of hazards
specific to their organisation.
Supervisors should be assigned responsibility and
accountability for ensuring the health and safety of
employees and contractors under their supervision.
The responsibility for the health and safety of employees
under their supervision should be promoted as an
integral part of a supervisor’s job. To ensure the health
and safety of employees, supervisors need to be aware
of their responsibilities and will require training to ensure
they have a good understanding of these responsibilities.
43
Other Resources
General:
Queensland:
Australian legal Information Institute: www.austlii.edu.au.
Safe Work Australia: www.safeworkaustralia.gov.au.
Work Health and Safety Act 2011 and Workplace Health
and Safety Regulation 2011.
Workplace health and safety is regulated in each Australian
State/ Territory as follows:
This legislation is managed by Workplace Health and Safety
Queensland (www.deir.qld.gov.au).
Commonwealth
Tasmania
Work Health and Safety Act 2011 and the Work Health and
Safety Regulations 2011.
Workplace Health and Safety Act 1995 and Workplace
Health and Safety Regulations 1998.
This legislation is managed by Comcare
(www.comcare.gov.au).
Work Health and Safety Act 2012 and Work Health and
Safety Regulations 2012 (commence on 1 January 2013).
This legislation is managed by Workplace Standards Tasmania
(www.wst.tas.gov.au).
Safety Regulation 2011.
This legislation is managed by WorkSafe Australian Capital
Territory (www.worksafe.act.gov.au).
Occupational Health, Safety and Welfare Act 1986 and
Occupational Health, Safety and Welfare Regulations 2010.
New South Wales
This legislation is managed by SafeWork South Australia
(www.safework.sa.gov.au).
Safety Regulation 2011.
Victoria
This legislation is managed by the WorkCover Authority of
New South Wales (www.workcover.nsw.gov.au).
Occupational Health and Safety Act 2004 and the
Occupational Health and Safety Regulations 2007.
Northern Territory
This legislation is managed by WorkSafe Victoria
(www.worksafe.vic.gov.au).
Work Health and Safety (National Uniform Legislation) Act
2011 and the Work Health and Safety (National Uniform
Legislation) Regulation 2011.
This legislation is managed by WorkSafe Northern Territory
(www.worksafe.nt.gov.au).
44
South Australia
Western Australia
Occupation Safety and Health Act 1984 and Occupational
Safety and Health Regulations 1996.
This legislation is managed by WorkSafe Western Australia
(www.safetyline.wa.gov.au).
45
Standard 7:
Safety and Security
of residents.
Criteria 7.2
Security procedures are adequate to ensure that
unauthorised access to the village precinct is prevented.
Indicators
A. The village takes a risk management approach to village security.
B. A documented security policy is in place that responds to
identified risks.
C. Security measures are determined in consultation with residents.
D. Resident feedback indicates that security measures are adequate.
46
One of the perceived advantages of retirement village
community living is a sense of greater personal security.
It is, therefore, important village operators implement
appropriate security measures to ensure a secure
environment for residents and protect village and resident
assets from theft, damage or destruction.
A risk management approach to village security involves
identifying, assessing, and prioritising security risks and
then determining appropriate systems and processes
to minimise the probability of unfortunate events
from occurring.
Village operators should provide security at least to
the level detailed in the residence contract. The village’s
documented security policy should include:
– Statement of primacy of security in residents’ rights
– Recognition of locality specific risks and issues, and
– Security protocols and systems.
Security measures should be determined in consultation
with residents. Residents are the ‘eyes’ and ‘ears’ of the
village and will be able to provide information which will
assist in the assessment and management of security risks.
Resident comments will provide useful feedback about
the resident’s perceptions of the adequacy of village
security arrangements.
47
Standard 7:
Safety and Security
of residents.
Criteria 7.3
Village plant and equipment is safe, functional, fit for purpose
and maintained in accordance with the manufacturer’s
recommendations.
Indicators
A. A documented equipment maintenance policy is in place.
B. All village equipment is recorded on an equipment maintenance
register and maintained in accordance with manufacturer’s
recommendations.
C. There is a single point of responsibility for equipment maintenance.
D. Resident feedback indicates that equipment and facilities for the
use of residents are functional and in reasonable repair.
48
Plant and equipment within a retirement village can be
hazardous if not managed and maintained effectively.
Accidents can result in injury, illness, legal disputes,
resident and staff dissatisfaction and loss of reputation.
Both planned preventative maintenance and corrective
maintenance are required in order to keep a village’s
equipment in good working order. Maintenance must be
provided to at least the level outlined in the residence
contract and in a manner conducive to resident safety
and quality of life.
A retirement village should have an equipment
maintenance policy which details the importance of
plant and equipment maintenance, why it is carried out,
who is responsible, a register of equipment requiring
maintenance, the process for maintaining relevant plant
and equipment and the expected results.
The maintenance policy should include systems for
assessment and ongoing review of equipment as well
as protocols for record keeping. Village operators
should undertake assessment of all village equipment to
determine the level and type of maintenance required.
Maintenance should occur as per the maintenance
schedule recommended by the manufacturer or as
required by law.
Where relevant, maintenance must be undertaken
by suitably qualified tradespeople/licensed technicians.
A single point of responsibility for maintenance will
provide an important control and accountability for safety.
49
Standard 7:
Safety and Security
of residents.
Criteria 7.4
A maintenance program is in place including planned
preventative maintenance and corrective maintenance
activities.
Indicators
A. A single point of responsibility has been allocated for maintenance
of the village environment.
B. A documented schedule of planned preventative maintenance is
in place.
C. Resident feedback indicates that the village environment is safe and
well maintained.
D. Resident feedback indicates that corrective maintenance is
undertaken in response to resident requests.
50
A key reason that people choose to live in a retirement
community is to reduce the burden of home
maintenance. Effective maintenance systems are therefore
vitally important to resident safety and satisfaction.
The most important maintenance, and usually the easiest
and least expensive occurs before problems become
evident. Of course if an unforeseen issue arises, speedy
rectification is necessary to ensure safety, customer
satisfaction and minimisation of equipment ‘downtime’. Village maintenance programs must also include
preventative and corrective maintenance initiatives for the
identification and effective mitigation of hazards and risks
within the village environment to comply with workplace
health and safety legislation.
A single point of responsibility must be assigned to
monitor, control, and update the village maintenance
programs.
A documented schedule of preventative maintenance will
assist retirement village staff to ensure that the village is
adequately maintained.
Resident feedback will provide valuable insight about
residents’ perceptions of the village environment. Ideally,
residents should report that maintenance is in line with
their expectations and the village environment is safe and
without hazard. Resident feedback should also indicate
that corrective maintenance occurs in a timely manner
following their requests.
51
Standard 8:
Fire Safety and Emergency Management
Village management has
appropriate fire safety and
emergency procedures in place to
ensure resident safety.
Criteria 8.1
Fire safety systems are installed, managed and maintained in
accordance with State/Territory regulatory requirements.
Indicators
A. A fire safety policy is in place that meets the requirements of State/
Territory regulatory requirements.
B. A fire warden is appointed, including arrangements for transfer of
fire warden responsibilities when the designated person is absent.
C. A certificate of maintenance for fire safety installations and
equipment.
D. Records of annual training in relation to evacuation and use of fire
equipment.
E.
52
Resident feedback indicates that residents are aware of the
procedure to follow in the event of a fire.
The damaging effects of a fire, especially one which
has not been effectively responded to, can be tragic
and include: injury, loss of human life, loss of property,
legal disputes/liability and damage to an organisation’s
reputation. The installation, management and maintenance
of fire safety systems are a legislative requirement to
ensure the safety of all village occupants.
Village operators are required by law to safeguard
the lives of village residents, staff, and visitors against
fire by implementing fire safety systems that meet the
requirements of State/Territory legislation. Thus, village
operators must develop a fire safety policy in line with
their respective State/Territory regulatory requirements.
Village operators are required to appoint a fire warden
which is a volunteer position with responsibility to
effectively fulfil their warden duties in the event of
an emergency. An alternate person should also be
appointed in case the appointed fire warden is not
available in the event of an emergency. Fire warden duties
include activities such as managing building evacuations,
using correct fire extinguishing and safety equipment,
undertaking fire prevention drills, activating fire alarm
systems and emergency management procedures,
briefing emergency management procedures and briefing
emergency personnel. The fire warden and any potential
replacement must be thoroughly informed as to the
village’s fire safety policy and trained on what they are
required to do in the event of a fire. Regular evacuation
drills will familiarise village staff and residents with the
evacuation process, and also ensure the fire safety plan is
a practised and practical method. Village operators must
be able to provide records of annual training in relation to
evacuation and use of fire equipment.
Fire alarms and extinguishers require ongoing
maintenance to make sure they will function correctly
in the event of a fire. Village operators must have fire
equipment independently tested by a suitably qualified
person in accordance with the specific requirements of
State/Territory legislation. Village operators are required
to be able to provide evidence of this maintenance
occurring by manner of fire maintenance certificates for
any fire safety equipment.
Standard 8: Fire Safety and Emergency Management
53
Other Resources
Fire Safety is regulated in each State/Territory as follows:
Australian Capital Territory:
Tasmania:
Fire safety in the Australian Capital Territory is regulated
under The Emergencies Act 2004. This legislation is managed
by the ACT Emergency Services Agency (www.esa.act.gov.au).
Fire safety in Tasmania is regulated under the General
Fire Regulations 2000. This legislation is managed by the
Tasmania Fire Service (www.fire.tas.gov.au)
New South Wales:
Fire safety in New South Wales is regulated under the
Environmental Planning & Assessment Regulations 2000.
This legislation is managed by Fire Safety NSW
(www.fire.nsw.gov.au).
Fire Safety NSW has produced several publications to assist
people aged 55 and beyond to understand fire risks and
implement mitigating strategies. See Fact Sheet No 28 –
Seniors Fire Safety
Northern Territory:
Fire safety in the Northern Territory is regulated under the
Fire and Emergency Act 2012. This legislation is managed by
the Northern Territory Fire and Rescue Service
(www.pfes.nt.gov.au/Fire-and-Rescue.aspx) and the brochure
titled, Fire Safety and Prevention for Seniors.
Queensland:
Fire safety in Queensland is regulated under the Fire and
Rescue Service Act 1990 and the Building Fire Safety
Regulation 2008. This legislation is managed by the
Queensland Fire and Rescue Service (QFRS)
(www.fire.qld.gov.au).
The Queensland Fire and Rescue Service has produced a
guideline titled, Fire Safety Management Tool for Owner/
Occupiers, which is designed to assist owners and occupiers in
managing their compliance with the Queensland regulations.
54
The Tasmania Fire Service has produced a publication
titled, Fire Safety in Buildings – Obligations of Owners and
Occupiers to assist owners and occupiers in managing their
compliance with the Tasmanian legislation.
Victoria:
Fire safety in Victoria is regulated under the Building Regulations
2006. This legislation is managed by The Metropolitan Fire and
Emergency Services Board (MFB) (www.mfb.vic.gov.au) and
The Community Fire Authority (CFA) (www.cfa.vic.gov.au)
The CFA has produced a Workplace Emergency
Management Manual online tool that assists small to
medium workplaces to create plans for emergencies.
Western Australia:
Fire safety in Western Australia is regulated under the
Building Fire Safety Regulations 2008. This legislation is
managed by the Fire and Emergency Services Authority of
Western Australia (FESA) (www.fesa.wa.gov.au).
South Australia:
Fire safety in South Australia is regulated under the Fire and
Emergency Services Act 2005. This legislation is managed by
the South Australian Metropolitan Fire Service
(www.mfs.sa.gov.au) and the Community Fire Service.
55
Standard 8:
Fire Safety and Emergency Management
Village management has
appropriate fire safety and
emergency procedures in place to
ensure resident safety.
Criteria 8.2
Emergency procedures are in place in accordance with
Australian Standard 3745-2010 - Planning for emergencies in
facilities.
Indicators
A. Emergency management procedures as per Australian Standard
3745-2010 - Planning for emergencies in facilities.
56
An emergency is an event, actual or imminent, which
endangers or threatens to endanger health and safety,
property or the environment. Emergencies include natural
events such as earthquake, flood and wind-storms, fires,
explosions, road accidents, plague or epidemic, acts of
war, hi-jacks, siege or riot, and disruption to essential
services. Emergencies by nature have no defined pattern
or preferred location. Generally their onset is sudden
and unforeseen.
With retirement village residents potentially being more
vulnerable than many sectors of society, retirement village
operators have greater reasons to ensure that adequate
and effective emergency response systems and processes
are in place.
The Standard focuses on:
–Training
– Identification of wardens
– Emergency management plans
– Evacuation diagrams, and
– Emergency colour codes.
Communicating emergency response procedures to staff
and residents is an important way to raise awareness
within the village environment regarding the action to be
taken in the event of an emergency situation.
The IRCAS Standards require village operators to
establish emergency response systems to at least the
level set out in Australian Standard 3745-2010. Australian
Standard 3745-2010 is the industry benchmark for
implementing emergency procedures and training within
an organisation.
Other Resources
AS 3745-2010: Planning for emergencies in facilities.
57
Better Practice
Standards
Standard 9:
Innovation
Standard 10:
Environmental Sustainability
58
Better Practice Standards
59
Standard 9:
Innovation
Leadership and better practice in
retirement living.
Criteria 9.1
The village has implemented an innovation that represents
excellence in retirement living.
Indicators
A. A planned process including research, consultation with residents
and other stakeholders, implementation and evaluation.
B. An innovative outcome that represents excellence in
retirement living.
60
Innovation generally refers to renewing, changing or
creating more effective processes, products or ways of
doing things. For villages, this could mean implementing
new ideas, creating dynamic products or improving
existing services.
Innovation is about reaching beyond the expected
and required to make improvements to services and
workplaces. In a retirement living setting, innovation
can inspire staff and/or improve lifestyle for residents.
Innovations can be small or large but must be new.
Innovation therefore drives industry improvement in
much the same way that quality improvement drives
organisational improvement.
Innovation stems from entrepreneurial thinking where
business leaders challenge existing assumptions and look
to generate value in more creative ways.
This Standard is deliberately open in its style so as to
encourage free-thought on innovation and not stifle
new thinking.
To satisfy this Standard village operators will need to have
developed and delivered an innovation. For an innovative
solution to be recognised under this Standard it must
have been through a thorough process of implementation
that has been evaluated and shown to have added
significant value.
Implementing innovation involves:
–Vision
–Research
–Consultation
–Planning
– Resourcing, and
–Monitoring.
Standard 9: Innovation
61
Standard 10:
Environmental Sustainability
Preserving and protecting natural
resources.
Criteria 10.1
The village has established effective environmental
sustainability strategies or activities.
Indicators
A. Evidence of strategies or activities aimed at the preservation
and/or protection of natural resources.
62
There is growing awareness nationally and internationally
of the importance of preserving our natural resources.
Effective management of natural resources improves the
conditions of our life and lifestyle while degradation of
natural resources may threaten life-sustaining processes.
Preservation of natural resources can be achieved
through limiting impacts to the natural environment and/
or maintenance and restoration of natural resources that
will lead to improving the natural environment.
Environmental sustainability strategies and activities offer
many benefits to a retirement village, the residents, staff,
the wider community and the environment. In many
cases they also offer inspiration and satisfaction to those
involved by building a sense of community spirit through
working toward a greater good.
Many organisations measure sustainability by the “triple
bottom line” of people, planet and profits. Under this
approach, the aim is to develop strategies that remain
profitable while empowering and inspiring our people
and preserving precious natural resources. By measuring
and reporting financial, social and environmental
performance, organisations provide a solid foundation for
measuring progress in these areas. Achieving this is seen
by many organisations as best practice as a responsible
corporate entity as it demonstrates to the community an
organisation’s commitment to performance against the
triple bottom line.
The list of possible strategies and activities is almost
endless and therefore identifying the most appropriate
targets may require research and planning to ensure
projects will deliver appropriate and effective outcomes.
Environmental sustainability strategies and activities
should, where appropriate, be undertaken following
sound research and extensive consultation.
To satisfy this Standard the retirement village should be
able to demonstrate appropriate planning, implementation
and assessment of the effectiveness, and sustainability of
the strategy or activity.
While initial costs may be incurred, environmental
sustainability strategies and activities often present
opportunities for longer term savings. Other benefits
include lower staff turnover through greater workplace
satisfaction, the creation of a more naturally attuned and
pleasant environment and greater staff and resident pride
in the facility.
Other Resources
Australian Government guidance on sustainability:
www.australia.gov.au/topics/environment-and-natural-resources/environmental-sustainability.
Standard 10: Environmental Sustainability
63
Glossary of Terms
Term
Definition
Annual meeting of residents
Annual meeting between village management and residents as required by legislation in all
States and Territories (except NT).
Corporate governance
The system of structural, procedural and cultural safeguards designed to ensure that a
company is run in the best long-term interests of its shareholders.
Disaster Recovery Plan
A detailed, step-by-step course of action for getting a business back on its feet quickly after
an IT failure or a natural disaster.
Full disclosure
The obligation of a village operator to tell the whole truth about any matter a prospective
resident needs to know about before entering into a residence contract.
Human resource management
The function within an organisation that focuses on recruitment, management and direction
of the people who work in the organisation.
Malware
Otherwise known as malicious software - designed to disrupt computer operation or gain
unauthorised access to computer systems.
Network perimeter controls
Hardware and software such as firewalls that will ensure your IT system is protected.
Quality improvement
A systematic way of identifying and acting on opportunities to improve service quality.
Residents’ Committee
A group of residents elected by fellow residents to represent their interests and carry out
certain functions.
References
Fombrun, Charles J. Corporate Reputation Review 8. 4 (Winter 2006): 267-271,265.
Hill, G & K. Law.com (2012) Full Disclosure May 01 from International Organization for Standardization (2011).
The ISO 9000 family – core standards. April 01, 2012: from http:www.iso.org.
McMullen, P. (2006) Retirement Villages: Will current supply satisfy Baby Boomer needs.
The National Privacy Principle Guidelines (2001) developed by the Office of the Federal Privacy Commissioner.
Minter Ellison (2009) Australian and New Zealand Retirement Villages Legislation Compendium.
64
Appendix 1:
IRCAS Resident Orientation
Checklist
#
Orientation Activity Completed Date
1
The resident’s unit and facilities
/
/
2
Emergency call system
/
/
3
Maintenance arrangements
/
/
4
Fire safety and emergency procedures
/
/
5
The village environment, equipment and facilities
/
/
6
Healthcare and domestic support services (if provided)
/
/
7
How to access village management
/
/
8
Introduction to the Residents’ Committee (if one exists)
/
/
9
The annual meeting of residents (if applicable)
/
/
/
/
10 Complaint and dispute mechanisms
Completed
Date
Appendices
65
Appendix 2:
Resident Feedback Survey
How long have you been a resident of the retirement village?
1
I was provided with adequate and appropriate information when entering the
village to enable me to make an informed decision.
2
I was invited to attend a pre-entry meeting with village management to discuss
contractual and financial arrangements before entering the village.
3
I was actively encouraged by village management to seek independent financial
advice about contractual and financial arrangements.
4
The orientation program I received assisted me to become familiar with the village.
5
I was provided with the information about fire safety and emergency procedures
after taking up residence in the village.
6
I am aware of the procedure to follow should I wish to make a complaint.
7
Village staff always communicate and interact with me in a polite and
respectful manner.
8
Care services provided by the village are in accordance with the residence contract.
9
Services and facilities provided by the village are in accordance with the
residence contract.
10 Facilities and equipment provided by the village are functional and well maintained.
11 The village environment is safe and well maintained.
12 My maintenance requests are addressed promptly.
13 I feel secure in the village; security measures are adequate.
14 I am aware that I can form and conduct a Residents’ Committee.
15 Village management is accessible and responsive.
16 I am aware that village management hold regular meetings with residents.
17 I am advised about the annual meeting of residents and invited to attend.
66
NOT
APPLICABLE
STRONGLY
DISAGREE
DISAGREE
NEUTRAL
Statement
AGREE
Instruction: rate the degree to which you agree with the following statements
by ticking the appropriate response.
STRONGLY
AGREE
Less than 1 year
More than 1 year, but less than 3 years
More than 3 years
Appendix 3:
Retirement Village Computer
Security Checklist
IRCAS Security Task or Process
Designated responsibility for IT security
IT Coordinator has a documented role description
IT Coordinator has appropriate IT knowledge and skills
Documented computer security policy and procedures in place
Staff have individual passwords that enable them to access appropriate levels of information
A documented business continuity plan incorporating a disaster recovery plan is in place
Backup of data performed daily, with weekly, monthly and yearly copies retained
Backup data is encrypted
Backup data is stored securely off-site
Backup procedure has been tested by performing a restoration of data
Antivirus and antimalware software is installed on all computers
Automatic updating of virus definitions is enabled on all computers/server
Staff are aware of antimalware procedures
Automatic weekly scans of hardware enabled
Hardware and/or software network perimeter controls installed
Hardware and/or software network perimeter controls tested periodically
Physical security of the server and network maintained
NOTES
Appendices
67
NOTES
68
NOTES
Notes
69
NOTES
70
International Retirement Community Accreditation Scheme
PO Box 995 Indooroopilly Qld 4068
P 07 3725 5514 E info@ircas.com.au www.ircas.com.au

IRCAS Standards

Transcription

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