The retirement living sector may be reeling from the twin crises of Black Summer bushfires and Covid-19. But the Retirement Living Council has stepped up to build stronger relationships, says president ML MacDonald.
MacDonald, also the chief executive officer of Masonic Care WA, says many retirement living owners and operators were hit hard by the Black Summer bushfires – and then the Covid-19 crisis crashed on our shores.
“We have a very mobile group of over 70s who are socially active, living in a group setting, and who travel regularly. We have a high-risk population – but getting governments to understand the differences between retirement living and aged care has proved very difficult.”
MacDonald, who runs aged care facilities as well as retirement living villages, says governments have conflated the two sectors, despite their different regulatory frameworks, staffing capability and community expectations.
“People move into retirement living because they value an independent lifestyle – and that means every decision we make must be a joint decision. It’s like living in a movie where we have to co-create the script each day.”
The challenges have been enormous: upskilling staff on infection control, sourcing personal protective gear, introducing new modes of communication and innovating with technology. Village managers have “stepped up” in the most difficult circumstances and are performing roles and functions far beyond their job descriptions, MacDonald explains.
“We’ve had staff lining up at their local supermarket at 7am to buy items for older residents who need basic supplies, and village managers performing the role of concierge.”
The Retirement Living Council has established weekly debriefs in each state with all industry participants – members and non-members – sharing learnings and practical ideas. This has created a collegial support network, MacDonald adds.
The RLC is also convening calls with residents’ associations in each state and territory to share concerns and work through issues.
“We’ve had overwhelming support from residents. They want leadership and they are looking to their provider and the Retirement Living Council for guidance.”
Ben Myers, executive director of the Retirement Living Council, says the groundwork laid by the Code of Conduct and Eight Point Plan have been invaluable.
“Big operators and small, regional and urban, have problem-solved together, sharing experiences and lessons to make sure everyone has the resources to support residents.”
Myers says the RLC implemented a four-phase response. The first was to mitigate risks and introduce infection control “so we didn’t end up like the cruise industry”. The second was to develop new procedures to support residents’ health and wellbeing during lockdown.
The third phase – “where we are now” – is to represent the sector’s concerns to governments, “especially as our members grapple with business implications like financial buy-back challenges and the inability to access JobKeeper”. Stage four will look at future opportunities.
“The retirement industry has shown great leadership and has demonstrated its value and commitment to residents. We took the initiative in the absence of guidance from government, and we’ve generated a lot of good will,” Myers explains.
“But the industry has to chart its way through a very difficult economy and residential property market.” Developments are on hold and sales have stalled, but both leaders believe the crisis will change the way older people think about housing.
“This crisis has frightened a lot of people who are living alone. That fear will lead them to rethink their housing – and to look at retirement living more seriously,” MacDonald says.
MacDonald is confident that the relationships strengthened during these tough times will deliver long-term dividends.
“We have all been to war together. We have established a camaraderie that is only possible through adversity – and we are seeing the beginning of a much more equal and giving relationship on both sides. We are on the eve of a new era.”