The Better Life Choice

Over 70 years of valued experience that brings the needs of seniors front and centre

Goodwin, Canberra’s leading not-for-profit provider of senior living services, has recently celebrated a remarkable milestone—70 years of continuous service. Established in 1954, the organisation’s roots reach back to the late 1940s, when a gap in age-appropriate housing for older Australians in the national capital became increasingly evident.

Back then, Canberra was a young city, newly named Australia’s national capital and still carving out its identity. As public servants were being relocated to the region, the federal government provided housing support for incoming workers—but older Australians were left out of the equation. With few options available outside of living with family, the needs of seniors were starkly unmet.

Enter the National Council of Women. Stephen Holmes, Chief Executive Officer of Goodwin, credits this civic-minded group as the catalyst for the organisation’s formation. “They brought the issue to light and then came up with a solution,” he explains. “It was an organisation formed by the community, for the community.”

What followed was a massive grassroots fundraising effort across Canberra. Holmes notes that the “Buy a Brick” sticker drive was one of the most memorable campaigns. “You weren’t buying a brick per se—you were buying a sticker—but it symbolised your contribution to the construction of the first buildings,” he says. The campaign earned the support of Dame Pattie Menzies, wife of then-Prime Minister Robert Menzies, adding significant momentum to the cause.

Eventually, the Australian government matched the funds raised and granted a parcel of land for development. By 1959, Her Excellency Lady Slim erected and opened the first buildings. Just two years later, in 1961, the first nursing home in Canberra followed, inaugurated by Prime Minister Menzies himself.

From this humble beginning, Goodwin has become a keystone of aged care in the ACT and southern New South Wales. Its commitment to seniors has never wavered, but its methods have evolved significantly. Today, the organisation offers a comprehensive suite of services, including six retirement villages in Canberra and one in NSW, 400 residential aged care beds, and a rapidly growing home care program—all supported by a diverse workforce of around 750 people.

“In the last 20 years, we’ve grown tremendously,” Holmes shares. “We now have approximately 900 retirement living properties, either operational or under construction.” Simple accommodation solutions have become a full-service ecosystem for seniors—housing, medical care, home services, and end-of-life support under one banner.

Modern tools for meaningful care

With seven decades of experience behind it, Goodwin continues to look forward—embracing innovation to stay ahead in a rapidly evolving sector. Through thoughtful and strategic technology adoption, the organisation is positioning itself at the forefront of senior care, enhancing service delivery and operational efficiency.

“Our sector has been very segregated regarding technology use,” Holmes admits. “We’re quite immature compared to other sectors—but that is changing, which is good.”

Three technology-driven initiatives currently define Goodwin’s approach to innovation. First is Best Med, an electronic medication management system. “It’s an end-to-end platform that links directly to GPs and pharmacies,” Holmes explains. “It reduces clinical risks and improves transparency by automating communication and documentation around medication management.”

Second is a powerful artificial intelligence application called PainChek, which uses smartphone cameras and facial recognition to assess pain. This is particularly useful for residents who may struggle to communicate discomfort verbally. “It automatically recognises and records facial muscle movements indicative of pain,” Holmes says. “That enables us to respond more appropriately and more quickly.”

The third initiative collaborates with the Violet Initiative, a digital platform designed to help clients and their families navigate the complex, often emotional terrain of end-of-life planning. The app provides legal and financial planning tools, funeral arrangements, legacy documentation, and emotional support. “It’s about helping people plan for what we often avoid talking about—until we’re in the thick of it,” Holmes says.

Purpose over profit

Holmes believes that what truly sets Goodwin apart is the scale of sophistication of its services and its unyielding commitment to purpose.

“We’re a not-for-profit,” he says. “Any investments we make are for the benefit of our residents and clients.” Strategic decisions, whether they involve land acquisition, service expansion, or new technology, are assessed through a singular lens: will this improve the lives of those we serve?

This mission-first philosophy is deeply embedded in the culture. “We don’t say yes to every opportunity,” Holmes notes. “Some things just aren’t in the best interest of our community, and we’re okay walking away from those.”

Part of that community focus means continually reinvesting in infrastructure and programs. “We’re proud of our redevelopment program,” he adds. “Our residents live in these spaces. This is their home. We want them to feel that.”

People caring for people

Goodwin’s emphasis on community is equally evident in how it treats its staff. With 750 employees spread across different service lines, workforce development is a priority—and a challenge.

“The aged care sector has always struggled with workforce attraction, and we’re not alone,” Holmes acknowledges. “Labor shortages are a global issue.” Despite this, Goodwin has built a strong reputation as a fulfilling workplace.

“Many people come to us purely because of our reputation,” he explains. “We invest significantly in training and development. Ultimately, we’re a people business—people helping people.”

The recruitment strategy is values-first. Holmes says personal attributes and compassion weigh more heavily than experience or qualifications. “Many of our residents don’t have family close by anymore. For them, our staff becomes like family.”

Creating a supportive and empowering work environment is key. “We want our staff to feel they are a significant part of our residents’ lives,” he says. “Because they are.”

Regulatory reform

The aged care sector in Australia is transforming—one that Holmes believes is necessary and ultimately beneficial. The Royal Commission into Aged Care Quality and Safety, a key catalyst for this shift, concluded in 2021. The Commission delivered a sobering assessment of the sector, exposing widespread shortcomings in governance, service delivery, and care standards. “It was fairly scathing,” Holmes says bluntly. “But I think the outcome is positive—it’s forced us to improve daily.”

In the wake of the Commission’s findings, the federal government began implementing sweeping regulatory and legislative reforms to raise the standard of care, improve oversight, and ensure greater accountability across the board. Providers must adopt more robust operational systems, establish more precise risk management protocols, and strengthen governance frameworks to meet heightened expectations. In return, the government has significantly increased its funding to the sector—though this comes with strings attached. Providers are now held to a higher standard, emphasising measurable outcomes, including quality of care, resident satisfaction, and operational transparency.

“This is driving a lot of consolidation in the industry,” Holmes explains. “Smaller organisations can’t keep up with the compliance demands, so we’re seeing a lot of mergers and acquisitions.” While this wave of consolidation may be daunting for some, Holmes views it as a critical step toward long-term sustainability. In his view, aged care is no longer viable as a “cottage industry” characterised by fragmented services and limited scalability. The new regulatory landscape demands scale, sophistication, and higher organisational maturity.

“For those who can evolve, there’s a real opportunity to raise the bar for everyone,” Holmes says. “It’s the right direction. It means better care, accountability, and lives for the people we support.”

Next chapter of senior living

As Goodwin approaches its eighth decade, the focus remains firmly on the future. Holmes reveals the organisation is in the midst of a strategic planning refresh to align with the evolving needs of an aging population.

“We don’t feel we need to change who we are,” he says. “We’re very clear on our mission and values. But we are looking at elevating our services to the next level—becoming a more holistic, integrated one-stop-shop for our region’s seniors’ needs.”

That could mean expanding into new service areas currently outsourced or not traditionally associated with aged care. But for Holmes, it’s about being responsive. “The wants and needs of seniors today are different from ten years ago,” he notes. “We need to meet those expectations.”

This includes improving everyday experiences in meaningful ways. “We’re focused on the small things that improve daily life—whether it’s safety, social connections, or just making the day more enjoyable,” Holmes says. “If their involvement with us improves their life, we’re here for that.”

70 years of impact

As the CEO of a 70-year-old organisation steeped in community spirit, Holmes is not content with simply honoring Goodwin’s legacy. He is committed to evolving it, ensuring the next chapter is even more impactful.

Whether through advanced technology, compassionate care, or values-driven leadership, Goodwin stands as a testament to what’s possible when an organisation never loses sight of why it exists.

“We were formed by the community, for the community,” Holmes says. “And that’s still what drives us—every single day.”

At a Glance

Who: Goodwin Aged Care Services

What: The largest locally based not-for-profit aged care provider in the Australian Capital Territory (ACT), offering a comprehensive range of services—including retirement living, residential care, home care, and allied health services.

Where: Multiple facilities across the Australian Capital Territory (ACT) and New South Wales (NSW).

Website: www.goodwin.org.au

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