CEO of Bethanie: “The line between NFPS and private entities is getting thinner and thinner”

CEO of Bethanie, Chris How, had a unique start to his career.

Unlike the traditional model, How started with COOWA (precursor of Bethanie) as a care worker when he was just 17. How did meal runs, cared for residents and worked his way up the rank. After a few managerial positions within the company, How got offered the position of General Manager which eventually lead to his appointment as CEO.

How says it is because of this unique start to his career that he has a intricate understanding of his staff and company at large.

Bethanie is Western Australia’s largest not for profit aged care and retirement village provider.

Third Sector interviewed How to discuss the success of Bethanie, struggles of being a CEO, and the role of social media within the NFP sector.

TS: What makes Bethanie WA’s largest NFP aged-care organisation and what strategies are put in place to maintain that?

CH: What makes us the largest is the fact that we are sticking to our strategy of being able to provide aged-care services across the whole spectrum of aged care. We provide different ranges of accommodation, home care and dementia care. We do everything, which is unusual in the industry as more and more professionals are just focusing on one model of aged care. That is what really makes us the biggest and that is probably the reason why I am still doing the job – I am challenged every single day.

TS: What is the state of aged care in Australia?

CH: The state of aged care in Australia is in a period of large reform. We have had massive changes in legislation. There is rapid consolidation in the industry and massive innovation in IT. It really is a rapidly evolving industry.

TS: Bethanie has a new website and utilises social media platforms such as YouTube, do you think social media is changing the way NFPs market themselves?

CH: Absolutely, I think the line between NFPs and private entities is getting thinner and thinner. As a NFP you need to be as innovative and as commercially astute as a private company. [Otherwise], you can really run the risk of not being viable.

TS: Do you think the government needs to do more to help the NFP sector?

CH: I don’t know if they need to do more but they need to continue to support NFPs, because the NFP sector – their whole purpose is to put money back into the community. Supporting your community is key to Australian society. There needs to be caution with the government reducing any support of the NFP sector as it will have a direct impact on the community and the way Australians live.

TS: What are your biggest challenges being a CEO for a NFP?

CH: As with any service industry, people are your best asset. Managing culture and managing people is your biggest challenge and your biggest asset at the same time.

TS: What advice would you give to new NFPs?

CH: Ensure that you’ve got multiple options for revenue so that gives you long-term viability.

 TS: What are your hopes for Bethanie in the future?

CH: We are a mission-based organisation; we are all about making sure we can provide more accommodation for the state of WA. Our mission says we have to do that and in order to do that we have to grow.