Home' Community Care Review : CCR MAY 2016 Contents As a non-approved provider, Kylie
Lambert says the home care
business she started 18 years ago,
Daughterly Care, is "the exact opposite" of
most in the sector because it does around 90
per cent of its work in the private space and
only 10 per cent in government-subsidised
care, which is contracted to it.
"In the past, you only became an approved
provider to get the government funding. That
was not our focus. Our focus was higher net
wealth clients and private clients who weren't
eligible for government funds by and large,"
Lambert tells Community Care Review.
With consumer directed care (CDC) and
other policy shifts that give consumers
more choice and control, Lambert says
government-funded clients will in essence
become private clients.
"Once they control the budget, they are a
private client and they have the same power
that private clients have always enjoyed.
We're already seeing that play out, and it's
really exciting," says Lambert, who is on the
board of the Association of Private Nursing
While many look to the February 2017
changes that will allow consumers to choose
their provider as empowering, Lambert says
her organisation is already helping its clients
get the most out of their packages.
"Over the last nine months we have been
helping our clients negotiate with approved
providers and we have been getting them
Lambert, who has a Bachelor of
Economics and a Graduate Diploma of
Applied Finance and Investment, worked
in financial services for many years. After
selling and retiring from the finance
business she built with her parents,
Lambert co-founded Daughterly Care with
the organisation's managing director Verlie
Hall, a registered nurse, to help older
people remain in their homes.
"When I was in financial services, I was
driven by giving people good advice that was
going to help give them a self-determined
life. To me, aged care is no different. The
theme is the same. We are looking after
elders in their own home giving them good
advice -- both case management and financial
advice to do with their CDC statements --
so that they can continue to lead a self-
determined life and live their way."
She and Hall are passionate about
keeping people in their own home because
it allows them to remain the boss, she says.
"You still retain that power and control.
The minute you step into an institution -- it
doesn't matter how hard they try or what
they say -- the bottom line is you lose a hell
of a lot of power."
From its early beginnings, Daughterly
Care has specialised in dementia, and
Lambert is currently undertaking a Bachelor
of Dementia at the University of Tasmania.
"There is still such a lack of understanding
about dementia and this concept that the
person is not there or they are a shell of
a person. I hate to hear people say that
because we know that's not the case."
Palliative and complex care are among
the other specialities of the organisation,
which mostly operates on Sydney's north
shore, northern beaches and in the Hills
district. Live-in home care, however, is
the most popular service and is offered
throughout New South Wales and south-
"For many elders they do not need care
every minute of the 24-hour period. With
our live-in care service they get a minimum
of eight hours of direct care assistance but
we are there the whole 24 hours and are
helping them whenever they need it."
As CEO, Lambert's day-to-day role
involves overseeing the operations, looking
at the direction the organisation is going
and continually making sure it's easy for
people to do business with it, she says.
With the ongoing reforms in the sector, she
has also been involved in the marketing and
education sides of the business, which has
included over 25 public seminars in Sydney
to help older people become aware of their
rights and negotiate for themselves.
Looking to the future, Lambert expects
Daughterly Care will do well in the new
environment because it mirrors the client-
focussed model it has been practicing for
nearly 20 years.
"We are looking forward to becoming
much more of an educator and an advocate
for elders." n
Empowering clients to live a self-determined life
is the common thread in the career of former
financial planning deputy managing director
turned home care chief executive, KYLIE
LAMBERT. She speaks to NATASHA EGAN.
36 | MAY 2016
Community care from all angles
Links Archive CCR Jan Feb 2016 CCR Aug 2016 Navigation Previous Page Next Page