Sick of the system? Why this aged care provider decided to fix it themselves

Frustrated by years of red tape, staffing shortages and siloed services, Whiddon is flipping the script with a ground-up health initiative that’s already turning heads – and they didn’t ask for a cent.

A bold new provider-led initiative aimed at reshaping regional health and aged care outcomes is gaining traction, with strong Government and sector support – and early planning for pilot projects already underway.

Speaking with SATURDAY, Chris Mamarelis, CEO of Not For Profit aged care provider Whiddon, provided an update on its Collaborative Health Initiative. The project is designed to tackle long-standing challenges in the interface between aged care and the broader health system – particularly in regional Australia, an issue that he highlighted in his political wishlist for The Weekly SOURCE. The CEO warned in mid-2024 that aged care, hospitals and disability were ‘cannibalising’ each other for staff and argued that a more collaborative approach and strategy was needed for the sharing of resources.

A ground-up solution driven by real-world experience

“This initiative is really born out of our own frustrations and frontline experiences,” Chris said.

“We’ve listened to feedback from staff, residents, and families, and it’s clear the current system – especially in the regions – needs better coordination and integration.”

Unlike traditional reform efforts, this initiative is being led by providers themselves, with a firm focus on real, localised solutions. The CEO believes this bottom-up, experience-driven approach will allow for more practical – and impactful – outcomes.

Support across the board – from Government to academia

The initiative has received endorsements from the offices of both the Federal Minister for Aged Care Anika Wells and the NSW Minister for Health Ryan Park and has attracted a broad coalition of stakeholders. This includes Not For Profit and For Profit providers (UnitingCare, Estia Health, RFBI, IRT, Bupa and Three Tree Lodge), peak bodies Ageing Australia and the National Rural Health Alliance, NSW Health and the Federal Department of Health and Aged Care, as well as researchers from the University of Sydney and advisors from Nous Consulting.

“This isn’t just another roundtable,” Chris explained.

“We’ve built something with the right people in the room – decision-makers with the power and intent to act.”

Pilot programs on the horizon

Following a recent workshop hosted at the University of Sydney, four pilot projects have been identified as the initial focus areas. While full details remain under wraps as outcomes and action points are formalised, Chris confirmed that they centre on:

• Resource sharing (e.g. laundries, kitchens, staffing between health and aged care)
• Integrated workforce models (e.g. shared nursing staff across aged care and hospitals)
• Discharge pathways for long-stay hospital patients
• Wellbeing support from aged care providers for hospital inpatients

In regions like Narrabri, where staffing shortages threaten the viability of both aged care and hospital services, shared workforce models could be a game-changer. “We’re competing for the same limited resources,” Chris said.

“If we work together, maybe we can keep some services open that otherwise wouldn’t be.”

Breaking down silos – once and for all

A critical part of the initiative is the development of a collaborative governance model – a structure the CEO says has been sorely missing in past efforts. The proposed model would bring together representatives from providers, Government (State and Federal), consumers, and sectors like NDIS and veterans’ affairs to form regional, cooperative-style boards. These boards would be tasked with managing local health ecosystems in a more joined-up, responsive way. Chris recounted missed opportunities in places like Temora and Moree, where hospital upgrades were planned in close proximity to aged care homes with no collaboration or joint planning.

“There’s goodwill on all sides, but the structures just aren’t there to support coordination,” he said. “So, we’ve decided it’s time to lead.”

No funding ask – just solutions

One of the most striking features of the initiative is its self-funded, solution-first approach. Chris and his collaborators went to Government not to ask for money, but to propose a framework for action. A paper released over 12 months ago outlined the foundational elements: resource sharing, collaborative health models, and a new governance structure.

“We weren’t asking for a dollar,” the CEO underlined. “We were offering solutions.”

Next steps and optimism ahead

The next workshop is scheduled for early June, with the aim of confirming pilot locations and initiating programs shortly after. Chris hopes to build momentum quickly, leveraging the high level of goodwill and senior-level participation already in place.

“There’s a real commitment to action here,” he stated. “I think we’ll see some meaningful pilots off the ground within months. And if they’re successful, we can scale them up – fast.”

With the aged care sector continuing to face systemic challenges and reform fatigue, this initiative stands out for its practical, outcomes-focused approach. If successful, it could be the template for more collaborative, community-focused care models across the country.