Home' Australian Ageing Agenda : AAA Spt-Oct 2014 Contents SPONSORED FEATURE
point of difference in running an organisation geared to taking
an assertive approach to development. This has been achieved
by striving to balance the ideology of service provision as a
public benevolent institution with a proactive business acumen
that has enabled Goodwin to invest in top quality facilities. In
Levy's view "if we don't look after our business well, we can't
look after our clients well".
The lifestyle attraction plays an important role in company
strategy with its emphasis on 'apartments for life'. "We try in our
development to continually respond to our clients' needs and
the desire for quality of life." Goodwin's broad suite of aged care
services and accommodation options means it is able to cater to
people with varying needs and wants. "We are a large and complex
business but our focus on the community keeps us strong."
THE BUSINESS OF CARING
Goodwin's strategic direction has, for some time, included the
expansion of services that promote flexibility and adaptability,
crucial in attending to the growing needs of clients and their
families. From its earliest days, Goodwin held a progressive view
towards meeting community requirements beginning with George
Sautelle House in the 70s when few organisations were servicing
these communities or seeing the full potential of the area.
"Farrer and Monash sites proved to be the foresight of our
development back then, and are moving with us into a new era,"
says Board chairman Geoff Knuckey.
"Goodwin came from humble beginnings when a group of
concerned and community minded citizens recognised the need
for an organisation that could deliver care and accommodation
services to older people in a compassionate and practical way.
We've grown with Canberra and we see ourselves as an integral
part of the social fabric of the community," Knuckey says.
"We have looked after generations of older Canberrans
and I think the community holds deep affection for the
organisation. We always listen to our residents and their families
so as to deliver the best services possible."
He believes the aged care industry is being transformed -- not
just as a result of government initiated changes but also from the
evolving expectations of its residents and clients.
It is essential to move with the times, he says, and ensure
that Goodwin deliver services that meet those expectations with
staff and systems in place to keep up with technological change
and opportunity. Also, that staff are given all the training options
necessary and the organisation remains financially robust so it
can continue to innovate and grow. "Our governance has to be of
the very highest quality and we need to maintain an impeccable
reputation within the community."
NEW INITIATIVES, TRAINING PROGRAMS
Goodwin has done a lot of work to make certain it understands
its residents and clients as individuals and provides not just
the best, most suitable care but also develops more productive
relationships with its carers. Alongside the department's 'The
Key to Me' forms, Goodwin has developed its own additions that
incorporate a cultural and spiritual history for every resident. The
information collated is shared with the activity officers along with
an activity assessment evaluation that monitors residents' level of
participation in all activities from cognitive to personal, such as
visiting friends and family.
While Levy says at first these might seem like small things, add
them all up and you get deeper care and more engagement from
families with their loved one's care plan and ongoing lifestyle. She
says the information is regularly reviewed so it never becomes
"just another form to fill out" but is used to full advantage in
order to collect a true purpose -- that is to provide better care.
"We are now developing stronger strategies to ensure carers
get full access to this additional information. Another method
Goodwin plans to invite families of new care recipients to create
a collage that gives a visual snapshot of the things that are most
meaningful in their loved one's life."
When it comes to staff training a major focus for the
organisation involves an expansion to existing services. As well as
building on these Goodwin recently added
new guidelines to induction training within
a professional boundary setting. This has
been designed to help build healthier
relationships between staff and clients,
while preserving the emotional wellbeing
of carers. Levy acknowledges that
Workplace Health and Safety is one of the
biggest concerns for staff and residents,
including accidents and injury prevention.
"One of the great advantages from
working at Goodwin is the breadth of
work opportunities for both paid workers
and volunteers and our aim is to provide
career pathways, to build on and help
maintain staff. Our 2014 strategy includes
closer collaboration with education and
training providers to develop or conduct a
competency-based course on supervision
and mentoring skills for team leaders,
coordinators and managers as well as
expanding the mentoring program."
Levy qualifies this by saying: "in our
residential aged care villages, around half
the staff are from cultural backgrounds
other than Australia. This is wonderful
for our residents, who also come from
CEO Sue Levy
-- opening of the
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