Retirement Care Australia
Issues Management

The Challenge and Our Role:

Retirement Care Australia (RCA) contracted BWH to manage all communication relating to its highly sensitive acquisition of 14 aged care centres in five states from The Salvation Army (TSA). The transaction constituted the largest of its kind in Australia’s aged care sector, affecting 3,500 residents and 1,600 staff. The overriding objective of the program was to promote the sale as a partnership between RCA and TSA, to reduce negative perceptions and anxiety about the change from a “not for profit” owner.

Communication Initiatives:

Political volatility around aged care, the potential for industrial relations conflict, a constant media focus on aged care, and the impact on residents of an ownership change from a respected charity to an unknown private sector owner, created a cocktail of issues that demanded sensitive management.

BWH's communication program embraced the needs of both RCA and TSA. To manage geographic hurdles, BWH engaged its interstate offices to assist.

Implementation followed a four-phase process:

• Phase 1: Pre-public announcement. A detailed issues management plan was developed to guide implementation across all phases. Working closely with RCA and TSA, agreement was reached on timing, methodology and activities. Other activities included the development of a corporate identity for RCA, a website and development of a Core Principles document.
• Phase 2: Utilising interstate offices in Victoria, South Australia, Tasmania, Western Australia and the Northern Territory, all information on the transaction was delivered to residents and staff of 14 centres across 5 states at exactly the same time. Communication tools included: Resident and staff information kits, activation of a 1800 number, active media engagement and distribution of email to 200 external stakeholders
• Phase 3: Representatives of RCA and RCA partner Queensland-based aged care provider, TriCare, were actively involved with residents and staff as they undertook operational and clinical reviews. Communication tools included: resident and staff Q&As, scripting of TriCare information video and correspondence regarding a change in the way residents paid fees.
• Phase 4: Resident and staff newsletter, resident and staff gift pack, welcome posters, centre-specific information leaflets, a signage strategy and much more.

Evaluation and Outcomes:

• From 9 March to 30 June 2005, 309 stakeholder contacts were recorded. 96% of queries were dealt with in a 48-hour period.
• RCA was able to retain 95% of the 1,400 former TSA staff who had been offered positions with RCA.
• Of the 52 media articles about the acquisition, only three (2 in Victoria, 1 in Tasmania) were considered negative. None contained negative comments from existing residents.
• The programs implemented by BWH received the 2006 National and State PRIA Gold Awards for issue, crisis and reputation management.