The five stages of occupancy grief

There are many articles, studies and direct conversations regarding the state of the aged care industry today. One of the biggest pain points for providers is financial. Regular surveys such at the StewartBrown Benchmarking Reports highlight the significant fiscal impacts particularly as they relate to the cost of staffing, often to achieve compliance rather than impact direct resident care, and the loss of revenue when occupancy takes a hit.

We regularly work with clients across a range of projects and one such issue that commonly crops up is occupancy. Overall there is a preference to stay at home and in some areas intense competition results in significant oversupply of stock. That said, there is a market for everyone.

Throughout many of our occupancy projects we work with clients going through the well documented stages of grief.

Our take on occupancy stages of grief, with apologies to Elisabeth Kubler Ross and David Kessler, are outlined below.

Denial

“It’s just been a bad few months.” Yes it has.

“We have had a lot of deaths.” Agreed, but in residential aged care there …

Read More

residential aged care occupancy

introduction

In 2017 there were 902 organisations operating 2,672 services in residential aged care, with an average occupancy rate of 92%. The financial impact of ongoing low occupancy for any provider is not sustainable. Providers are potentially foregoing considerable revenue. In the following scenario the modeled difference between 52 occupied beds and 60 occupied beds is $2,455 per day; equating to close to $900,000 in lost revenue per year.

Revenue type Daily revenue per resident Daily revenue

52 residents Daily revenue 60 residents Difference (LOST) per day Difference (LOST) per Annum ACFI[1] $172.54 $10,352 $12,007 $1,654.60 $603,929 Daily Fee $50.16 $3,010 $3,511 $501.40 $183,011 RAD / DAP / Supported payment[2] $29.91 $1,795 $2,094 $299.40 $109,281 Total $252.61 $15,157 $17,612 $2,455.40 $896,221

Our approach

The Ideal Consultancy consistently demonstrates that the occupancy and financial position of a facility can be improved through the Ideal Occupancy Program. This is achieved by:

Developing and implementing a robust market engagement strategy Improving facility presentation Improving staff skills in customer engagement Improving key staff skills in sales and marketing Providing …

Read More