At LASA’s National Integrated Seniors Housing conference, I had an opportunity to conduct a poll about the topics keeping village professionals up at night.
For over 50%, it was the best way to provide support for their residents.
This discussion led me to consider two things:
- Are we expecting too much from Village Professionals?
- What can be done to support them in their roles?
A Village Professional is expected to be a property manager, financial analyst, social worker, meditator, allied health advisor, lifestyle coordinator, social secretary, compliance manager, administrator, communications specialist, marketer, sales consultant and often hospitality manager of food and linen services.
More often than not those that succeed as great village managers are problem solvers, people that like people, doers, charmers, givers, forgivers, ideas people and those that have strong tenacity, integrity and a huge sense of humour!
But there’s also a troubling amount of churn in the sector today, whether this is through burn out, lack of support or finding the sector is just not for them.
So, what can leaders in the sector do to support these very important professionals?
Right systems, right knowledge, right support
Nadine White (pictured right), General Manager Retirement Villages and Sales at WA sector leader Bethanie, is using the DCM Institute Professional Development Program as a content platform.
To do this, Nadine has developed a One Time One Voice training calendar.
This calendar schedules dedicated time for team meetings, combined sales and operations meetings, Policy and Procedure discussions, and importantly ongoing professional development.
This calendar schedules dedicated time for team meetings, combined sales and operations meetings, Policy and Procedure discussions, and importantly ongoing professional development.
The Bethanie team uses the DCMI Knowledge Centre as the basis for their professional development. Nadine schedules a topic each month for the team to complete individually through the DCMI online portal.
This topic then forms the basis for the team’s professional development discussion, which assists to cement the learning and drive continuous improvement in the organisation.
Personally, I believe this kind of initiative and commitment will drive some very important outcomes for Bethanie and the sector as a whole:
- Increase knowledge of those serving residents at the front line
- Continue to develop trusted relationships with residents
- Increase retention of those within the sector
- Drive opportunity for individual and workforce growth
- Establish high standards amongst operators and their teams
- Establish village professional roles as desirable careers