AMANA LIFE KEEPING YOU INFORMED OF AMANA LIVING NEWS, VIEWS AND EVENTS
NO 51 AUTUMN 2015
Contents Amana Living’s new ‘front door’ is open.....................2 Health care expertise vital...3 Changes shift focus to individual needs.................4 Congratulations to the Wii World Cup winners.............4 Couples reunite..................5 Volunteering opportunities...5 Treendale residents take pride in their village....................6 Fragrant flowers in the desert ..............................6 I Wanna B in aged care.......7 New appointments.............7 Staff profile.......................8 Staff awarded for dedication.........................9 Register now to become a volunteer pastoral carer.... 10 Signs and symbols .......... 10 Help make the world a better place.............................. 11 A publication of AMANA LIVING 541 Hay Street, Subiaco WA 6008 P 1300 26 26 26 F (08) 9388 3142 ABN 45 582 438 433 To unsubscribe from this newsletter, please email: jhammond@amanaliving.com.au
CEO Ray Glickman with the first of Amana Living’s freshly branded vehicles. The fluttering ribbons are derived from the Amana Living kite symbol, which represents activity, fulfilment and freedom. In line with our position as an environmentally conscious organisation, all our new vehicles are hybrids: i.e. they are powered by a combination of petrol and electricity, resulting in low fuel consumption and reduced gas emissions. Our customer service and maintenance teams are the first to drive these new vehicles.
Profit or service: why it matters The aged care sector is expanding quickly, and we are seeing more private operators and foreign investors wanting a slice of the cake. CEO Ray Glickman considers the implications for community benefit organisations such as Amana Living. As the aged care sector moves into an era of greater choice, the competition among service providers is hotting up, and investment is on the rise. This is a good thing for consumers – which includes all of us! A customer-led environment means products and services become more varied and accessible. More and better facilities and housing can only be beneficial. The risk is that players will move onto the field whose primary motivation is profit. There are those who predict the demise of not-for-profit aged care
organisations because the for-profits have easier access to capital and greater ability to compete on price. There’s no denying that the industry has great potential for savvy investors and businesses. But is this what we want? Should consumers of retirement housing, aged care and associated services not care terribly much about who is providing the service if the product itself seems good and well-priced? I contend that consumers of aged care ignore such things at their peril and may find their continued over...
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