Relocating Aged Care Residents Executive Summary: When not-for-profit aged care services provider Churches of Christ Care agreed to consider an unsolicited offer for its Gleneagles Retirement Village and Clive Burdeu Nursing Home in mid2006, the wellbeing of residents and staff was its first priority. Recognising that selling the property would have far-reaching ramifications for numerous stakeholders, Care appointed Synchronous Communication to prepare an issues management plan to inform stakeholders, address issues, ensure understanding of the change, and protect Care's reputation. The communication response was based on the principles of communicating openly, honestly and in person, conveying the organisation's empathy for those affected, and how Care was seeking to minimise the impact of its decision. The communication program addressed the wide range of stakeholders affected by the sale including residents, families, staff, volunteers and aged care regulatory authorities. The plan recognised and responded to their differing concerns and communication needs, with communication activities, messages and materials tailored to each group. While there was understandable shock at the news, the communication approach ensured that most major issues were resolved in a short period of time enabling Care to work collaboratively with its stakeholders in finding alternative accommodation/employment. Importantly, Care's good reputation with vital funding sources also remained untarnished.

Situation Analysis: In July 2006, Churches of Christ Care (Care), a not-for-profit community services provider, received an unsolicited offer from a developer for its Gleneagles Retirement Village (Gleneagles) and Clive Burdeu Nursing Home (Clive Burdeu) in New Farm, Brisbane. Although Care had rejected offers for the riverfront site in the past, this potential buyer was prepared to provide a long settlement period to assist with the relocation of nursing home residents and also undertook to continue to operate Gleneagles as a retirement complex. The offer also came at a time when Care was reviewing the long-term financial viability of the site, given the age of the buildings and the inability to expand the facilities at that location. Care recognised that a decision to sell the site would be highly sensitive, and could be met with anger and disbelief. A number of residents had recently purchased units in Gleneagles following its partial refurbishment, and many nursing home residents were extremely frail and had formed strong bonds with nursing home staff. The risk to Care's reputation was compounded by the fact that it did not have alternative accommodation or employment available for every resident or staff member at the time the sale would be announced. Synchronous identified a number of other potentially damaging issues including:

Concerns of Gleneagles residents about possible changes under new ownership and how their property would be affected by the redevelopment at Clive Burdeu Lack of comparable aged care facilities in New Farm or close by Possible perception that Care was 'cashing in' on the property boom in one of Brisbane's trendy hot-spots Uncertainty and extra pressures created for Clive Burdeu staff Uncertainty for staff and residents of other Care facilities ('will it happen here too?') Threat to government stakeholders' perceptions of Care's commitment to the aged care sector and future funding Concerns in the local community about what would replace Clive Burdeu at the very visible riverside site.

Research: Due to the sensitive and confidential nature of this project, Synchronous had to limit its research to information that could be obtained from the client or the public domain. Synchronous therefore devoted considerable time to interviewing Care's senior management to gather relevant facts and researching the rights of residents under legislation such as the Queensland Retirement Villages Act. Information collected included: Numbers of residents of Clive Burdeu and Gleneagles (and number of recent purchases) Marketing material for Gleneagles units to ascertain ‘promises’ made to recent buyers Reasons why alternative plans to retain the complex were impractical or not financially viable Number of husband - wife relationships between the two complexes (fortunately, there were none) Current staff morale throughout Care facilities and at Clive Burdeu Availability at other facilities for staff Nearest alternative Care facilities and potential to accept new residents Any other recent issues at Care that could impact on perceptions Care's detailed plans for the transition phase The skills of Care's senior management in handling face-to-face communication with residents and media.

This research significantly influenced our key messages and how we recommended the announcement be managed.

Target Policies: Target Audience

Relationship

Significance

Gleneagles residents and families

Care’s clients affected by change of ownership.

Possible anger that Care had not maintained its commitment to them.

Mentally and physically frail clients and their concerned relatives.

Possible anger and distress at the change.

The vital link in providing a high standard of care.

Concerned about the security of their jobs, convenience of alternatives, stresses on ‘their residents’, additional workload.

Another vital and valued resource in caring for clients.

Concern over loss of the facility and relationships. May question the value of their service.

Staff morale and confidence vital to maintaining a professional team.

Worry that Care is in financial trouble or changing its priorities and that other facilities could close. Could question whether Care is ‘living’ its values.

Confidence vital to continued funding.

May be concerned that Care is not meeting its responsibilities and/or making sound decisions. May question commitment to stated goal to expand its aged care interests.

Media/ wider community

Crucial link in managing community perceptions

Potential for negative stories about Care and/or airing local concerns about riverside site being sold for development and loss of aged care in the suburb.

Real estate agents

Promoters of Gleneagles units to prospective buyers.

Needed to know what was happening and how it affected potential buyers.

Clive Burdeu residents (30) and families

Clive Burdeu staff (47)

Clive Burdeu volunteers

Staff at other Care facilities

Government agencies including: Department of Health and Ageing; Standards and Accreditation Agency; Consumer Affairs; Office of Fair Trading

Needed to know about sale and People on waiting list for Clive Potential new clients for Care. whether Care could offer them Burdeu an alternative. Churches of Christ in Qld (Executive President’s Office and congregation)

Managing body of Care and source of donations.

Needed to be confident in how Care was managing the situation. Congregations need reassurance that Care was still committed to aged care, using donations wisely.

GP’s, suppliers and other

Practical considerations and

Needed to know about the sale

corporate contacts

link to community.

Their support helps retain stable workforce

Unions

and how it would affect them and/or their clients. Needed to be briefed on arrangements for staff redeployment and assured that employment agreements would be honoured.

Communication Strategy: The communication strategy was developed around two scenarios: 1. Reactive: news of the prospective sale was leaked before the contract was signed and/or before Care had fully developed plans for transition arrangements 2. Proactive: Care would be able to retain control over the announcement.

The underlying philosophy of both strategies was that Care would be honest and open with its clients and stakeholders. Actions, messages and materials were developed for each scenario. The 'emergency' reactive scenario with its support media component was not needed as confidentiality was maintained until the contract was signed (Appendix A.1). The proactive communication program was designed to address the wide range of stakeholder groups affected by the sale, including residents and their families, staff, volunteers and aged care regulatory authorities. The plan recognised and responded to the differing concerns and communication needs of each stakeholder group, with tailored communication activities, messages and materials. The communication approach involved: Maintaining control of Care's messages by communicating directly and proactively with all key stakeholders Proactively and openly acknowledging and responding to the particular issues and concerns of each group in all communication Communicating that Care was genuinely regretful of the impact of its decision on residents, families, and staff, and explaining what Care had done or was doing to minimise the impact of its decision on residents, staff etc Embracing a personal, empathetic tone in all communication and explaining the factors contributing to Care's decision to minimise perceptions of financial opportunism Focusing on personalised, face-to-face communication with priority stakeholders so that Care was seen to be accepting responsibility for its decision and was prepared "to face the music" Demonstrating Care's commitment to the wellbeing of staff and residents by developing personalised solutions to meet the specific needs and preferences of each resident or staff member

Providing stakeholders with an on-site contact after the announcement so that any issues could be resolved quickly, minimising the likelihood that stakeholders would go to the media with their complaints.

Communication principles (Appendix A.2.1) were also developed to guide all written and verbally-presented information and to assist in responding to questions.

Implementation: As confidentiality was maintained until the contract signing, Care was able to take a proactive position and the communication strategy was implemented to a tight timetable (Appendix A.2.2) to ensure agreed messages reached stakeholders before 'unofficial information' could spread. Key elements of the announcement on 6 December 2006 included: A comprehensive issues kit containing timetables, communication principles, spokesperson protocols, key messages, Q&As (by stakeholder) for both scenarios An invitation to residents, families and staff to attend an important briefing by Care's Executive Director (ED) The announcement of Care's plans by its ED at separate meetings for Gleneagles and Clive Burdeu residents (Appendix A.2.3) An information pack containing a letter from the ED and Q&As was given to all residents and families (Appendix A.2.4) Staff and volunteers were briefed immediately prior to the residents' meetings (Appendix A.2.5) and given a letter and Q&As confirming the facts and reassuring they would be offered alternative employment (Appendix A.2.6) Follow-up meetings were held for residents, families and staff a week after the announcement to give further transition details, answer emerging questions, and respond to residual issues/concerns Staff at Care's other 130 facilities were briefed within a day of the announcement at special team meetings Letters were faxed and calls were made to government and other major stakeholders Churches of Christ EPO was briefed Articles appeared in Care's staff and external newsletters A dedicated Liaison Officer was located at Clive Burdeu for the first few weeks following the announcement and then available via a helpline Counselling and pastoral care was offered to all residents, families and staff.

Following the announcement, a communication program was implemented to ensure ongoing information for all stakeholders.

Results: As expected, Care's announcement was met with shock and disbelief by many of the residents, families and staff. At all briefings there was considerable debate and questioning, and in some cases, outrage at the organisation's decision. However, the considerable preparation spent in

anticipating the likely issues ensured that Care's ED was able to capably respond to all matters raised. The availability of an on-site Liaison Officer, provision of written materials, the one-on-one meetings after the announcement, and a second group meeting a week after, all helped to diffuse and resolve most of the major issues in a short period of time. Once the shock of the announcement had waned, many families and staff acknowledged Care's professional management of the announcement, the value of the written material available, and the support they were receiving in finding alternative accommodation/employment. There was some criticism by staff about the timing of the announcement so close to Christmas. While Synchronous had forewarned this, Care made the decision to progress with the announcement as soon as the contract was signed, fearing the news would be leaked if they delayed until 2007. In the ensuing period, morale at Clive Burdeu remained high with more than 98% of staff requesting to stay until the home's closure in late September, before taking up their new roles.

Evaluation: Objective

#1

#2

Assessment and Feedback

Success

All nursing home residents have accepted the alternative accommodation offered by Care. Of these, 62% went to Careowned facilities demonstrating the continued trust they placed in Care. For many of the others, their decisions were largely influenced by facilities' locations. 85% With the exception of one staff member who opted to relocate immediately to another Care facility, all staff have committed to remain at Clive Burdeu until its closure, with the majority indicating they wish to remain with Care. While most families were not happy with the decision, many commented on the "great job and support" they received from the communication team and Liaison Officer, with several expressing appreciation for "not being left alone to manage the change". (Appendix A.3) Many staff expressed appreciation for the personalised attention/focus and the value of the written communication provided. (Appendix A.3) No issues or concerns were raised by stakeholders that had not been anticipated. There was strong support from industry peak bodies and unions for Care's focus on developing personalised solutions for staff and residents.

100%

There was no media coverage on the issue.

#3

Care received funding for more than 200 new residential aged care places in the Federal Government's Aged Care Approvals 100% Round in late December 2006, demonstrating its continued high standing with regulatory authorities.