Tim Chia | The CEO Magazine

There’s something that gets lost in the constant talk about housing prices and affordability and that is the care factor. Housing, inherently, is about care and giving people a chance to live well, something Lutheran Homes Group has championed since its inception.

An amalgamation of Fullarton Lutheran Homes and LHI Retirement Services, Lutheran Homes Group is a fusion of both groups’ desire to provide quality aged care. Fullarton Lutheran Homes was a pioneer in this regard, the first Lutheran Home dedicated to elderly care.

When the two merged in 2022, it was under the supervision of Lutheran Homes Group CEO Tim Chia, who channeled his prior experience in the professional services sector to strengthen this renewed force for good.

“What excited me most was the opportunity to bring two respected organizations together and create something stronger for the future,” Chia tells The CEO Magazine. “From the outset, my focus was on modernizing the brand, building a more contemporary culture and creating a workplace where people felt connected to a shared purpose.”

A stronger foundation

From retirement living to residential care and support at home and throughout the communities in which it operates, Lutheran Homes Group has a sizable remit. Tougher still is succeeding in a sector facing workforce pressure, reform and rising expectations. Chia says having the right culture makes all the difference.

“If people feel connected, supported and valued, they’re more likely to stay, grow and deliver the standard of care our residents and clients deserve,” he says.

“This is a sector where the workforce can be transient, so we’re incredibly proud of our above-average staff retention figures.”

Lutheran Homes Group’s culture emphasizes that the team understands the purpose of the organization and can see how their work contributes to something bigger. It also backs people practically through their careers through scholarships, training opportunities and professional development.

“When people feel engaged and supported, there’s greater consistency, better communication and stronger relationships across teams,” Chia says.

“Great care depends on trust, continuity and attention to detail. A strong culture helps create the conditions for that by giving employees the confidence and clarity to do their best work, which ultimately benefits our residents, clients and families.”

Culture drives care

For Chia, who has sat on boards including End Homelessness SA, Lincoln College and Saint Ignatius’ College, providing a new generation of quality aged care accommodation for South Australians perfectly aligned with his interest in social improvement.

“My background has shaped the way I lead. It’s given me both the commercial discipline to understand the levers that drive performance and the sector experience to understand the impact our decisions have on people’s lives,” he reflects.

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In a purpose-driven organization such as Lutheran Homes Group, these perspectives must work together.

“Strong governance, financial sustainability and strategic asset management are not separate from the mission,” Chia reveals. “They’re what enable us to invest, innovate and keep delivering better outcomes over the long-term.”

Partnerships are an essential piece of the puzzle.

No organization can meet the present and future needs of aging Australians alone, so Lutheran Homes Group has partnered with a number of top-tier industry players to deliver the best possible service to its clients.

“The right partnerships give us access to expertise, strengthen our capability and ultimately support better outcomes for residents and clients,” Chia says.

“A great example is our relationship with Green Edge, a commercial furniture supplier that has supported us across a number of major projects. They’ve helped us create environments that feel modern, practical and cohesive while establishing a more consistent look and feel.”

The future of care

Chia has a grand vision for the Group’s work in aged care.

“The biggest opportunity is to move aged care from being seen as a system of support at the end of life to being part of a broader continuum of wellbeing, independence and community,” he says.

“Aging Australians rightly expect more choice, more personalization, better environments and services that are easier to navigate. The organizations that will lead the next decade will be those that combine compassion with capability and purpose with the discipline to execute.”

In the time Chia’s been in the top job, Lutheran Homes Group has grown from A$40 million (US$28.8 million) in revenue to more than A$150 million (US$108 million), while providing services to over 2,000 residents across eight sites.

“Financial sustainability allows us to invest in our people, our services and our assets,” he notes.

For the Group, this includes multimillion-dollar investments in digital systems, extensive professional development opportunities and a major property development pipeline. This foundation allows the business to deliver on its promises, Chia adds.

“My view is that good commercial discipline gives a purpose-driven organization the capacity to make better decisions, respond to change and create lasting impact,” he says.

“We’re able to innovate with confidence, lift the quality of care and ensure Lutheran Homes Group remains able to support residents, clients, employees and communities well into the future.”

Aged care is at a defining moment. Providers have a rare opportunity to lead with both heart and discipline. Lutheran Homes Group is taking the lead in that regard, with a purpose that is deeply human and the ability to deliver through strong culture, strong governance, commercial sustainability and a willingness to keep evolving.

“If the sector is going to meet the needs and expectations of future generations, we need to think differently about care, invest differently in people and be prepared to lead change rather than wait for it,” Chia says.

“That’s the opportunity I see for Lutheran Homes Group: to keep growing with purpose, invest in our people and places and show that strong performance can be a force for better outcomes for the community.”