The Whiddon CEO penned this Op-Ed, saying the sad reality of anchoring quality care to prescribed blocks of time is that we lose sight of what good care is about.

The following Op-Ed appeared in The Australian this Tuesday.

The federal government has mandated that residential aged-care homes provide 200 care minutes per resident a day, but on what basis does a predetermined allocation of time equate to better care? A life well lived in an aged-care home is based first and foremost on relationships, specifically the relationships forged between residents, their families and loved ones and the people providing care along with the myriad support roles in our homes.

In turn, and by virtue of these often beautiful personal connections that develop over time, employees (our people) develop a greater understanding of the needs, wants, likes and dislikes of those for whom they are caring.

The relationships that evolve between people working in aged care and the residents are created through the hundreds of personal interactions that occur daily and weekly to support their needs.

This is an intimate journey a carer and resident take together. Whether it is helping someone to finish their breakfast, assistance in showering and dressing or accompanying someone on an outing, it’s close, personal and involves an emotional investment (wanted or not).

Let’s also consider the needs of those living with dementia. Again, these close relationships can tap into the sometimes-unmet needs of our residents by our staff simply spending more time with them.

So why 200 minutes? And why restrict this to clinical care support? We could easily argue for 300 or 400 minutes. Talk to the seniors living in our homes or employees and they will tell you 200 minutes is a low bar.

I’m not suggesting every other critical position involved in supporting the operation of a care home should be included in some form of blended ratio of time, but these vital non-clinical roles are relevant and valuable. Rosa in hospitality knows Mary and William want lobster thermidor as a special meal on their anniversary; Allan in maintenance didn’t need to be asked to build raised planter beds in the courtyard for Tony so he could start his vegetable garden; and Katie on the front desk always remembers Alice’s birthday and brings in her favourite hydrangeas on the special day.

This is what makes a home, and it extends well beyond the legislated, regulated and often convoluted frameworks used to enforce – and, in some cases, coerce providers down a pathway to – best practice.

When we do reach a time when the labour market allows for these targets to be achieved, it needs to be much more than a box-ticking exercise, demonstrating compliance by exceeding the 200-minute threshold in our rostering system.

We know from our experience pioneering relationship-based care that to achieve richer and more meaningful outcomes we require dedicated rostering (that is, people caring for the same people) and employees need to be given licence to engage on a personal level with residents while working towards common goals and be committed to fostering a true partnership model.

This is not the sort of thing that can be mandated. When we focus on the things that can be measured – minutes, hours, roles – we find ourselves focusing on the “what” rather than the “why”. As for what needs to be mandated, what about resident wellbeing and leisure (proven to play a part in enhancing quality of life and positive health outcomes)? I would argue it’s just as important that someone living in our home can participate in art classes or woodwork as it is to ensure that wounds are dressed and medication dispensed.

The sad reality of anchoring quality care to prescribed blocks of time is that we lose sight of what good care is about (individuals and relationships), end up with a one-size-fits-all approach and continue the paternalistic journey that exists between government and providers.

We would better serve our seniors and communities by developing plans collaboratively with government, using our collective skill and experience to map out a truly enriching experience rather than scrambling to meet a numeric target to satisfy regulators.

Chris Mamarelis is chief executive of Whiddon, a provider of residential care, community care and retirement villages in NSW and Queensland.