With Canada now at a historic demographic turning point—more seniors than children—this conversation explores what it truly means to build a long-term care system that is resilient, modern, and centered on dignity. Drawing on national data, policy insight, and frontline realities, Jodi outlines why workforce shortages, infrastructure gaps, and system fragmentation are no longer future concerns—they’re already here. 

Through a deeply practical and policy-informed lens, Heather and Jodi explore:

• The demographic tipping point: Why Canada’s aging population is reshaping healthcare, workforce planning, and national priorities—and why long-term care must now be seen as critical infrastructure.
• Workforce shortages and retention challenges: With tens of thousands of vacancies across the country, the conversation breaks down why recruitment alone isn’t enough—and how retention, culture, and career development play a defining role.
• Leadership gaps in care environments: Why long-term care leadership roles are increasingly difficult to fill, and what needs to change to build the next generation of leaders in the sector.
• Infrastructure and modernization needs: From outdated buildings to growing waitlists, why Canada may need to nearly double long-term care capacity—and what that means for funding, timelines, and care quality.
• Technology, AI, and workforce enablement: How innovation can reduce administrative burden, improve communication, and support care teams—without replacing the human element at the core of care.
• National strategy and government collaboration: Why a coordinated, Canada-wide workforce and infrastructure strategy is essential—and what success could look like over the next five years.
• Redefining success in long-term care: A future where staffing is stable, care is high-quality, infrastructure is modern, and long-term care is seen as a respected, desirable career path.

This episode is a powerful call to action for policymakers, healthcare leaders, and organizations across the country: solving workforce sustainability isn’t just one priority—it’s the foundation that everything else depends on.

About Maxwell Management Group:
This podcast is brought to you by Maxwell Management Group, a national executive search and education firm specializing in the continuing care sector. For nearly two decades, they’ve partnered with organizations to build values-driven leadership, vibrant workplace cultures, and purpose-led employer brands.

Learn more: maxwellmanagementgroup.com

Chapters:

0:00 – Introduction to Jodi and Mission in Motion
2:39 – Canada’s Demographic Shift: Why This Changes Everything
6:55 – National Priorities: Workforce, Infrastructure, Innovation
9:25 – The Reality of Staffing Shortages in Long-Term Care
12:19 – Recruitment vs. Retention: What Actually Works
23:03 – The Leadership Gap in Long-Term Care
24:46 – Workplace Culture, Burnout, and Psychological Safety
26:52 – Infrastructure Crisis and Capacity Challenges
31:34 – Technology and AI as Workforce Enablers
36:33 – A National Workforce Strategy: What’s Needed
40:06 – What Success Looks Like for the Future of Care
42:49 – Final Thoughts: Long-Term Care as Nation-Building

Drawing on her journey from retail executive trainee on Fifth Avenue to manager of learning and development for major brands like Walmart and Royal Caribbean, and later into senior living during the pandemic, Stacy shares the hard lessons she learned about trying to “do it all,” the power of delegation, and why promoting your best individual contributor without support is often a setup for failure.

Through practical stories from the floor—like assistant buyers in tears over untrained managers, or a star chef turned struggling culinary director—Stacy shows how lack of people-skills training quietly erodes culture, performance, and retention, and what organizations can do differently.

Key themes they explore include:

• From top performer to first-time manager: Why so many organizations promote high achievers into leadership without giving them the tools to succeed—and how this leads to confusion, frustration, and avoidable turnover.
• High-potential and new manager programs: How identifying emerging leaders early, and offering targeted training in feedback, delegation, emotional intelligence, and expectation setting, can transform both performance and engagement.
• Feedback as a gift—not a threat: Using simple frameworks like What Went Well / Even Better If / Must Be Better and the FBI model (Situation, Behaviour, Impact) to make feedback specific, normal, and safe—for both positive reinforcement and constructive coaching.
• The critical role of one-on-ones and psychological safety: Why early and ongoing one-on-ones help new leaders build trust, become “safe spaces” for their teams, and surface struggles before they become performance issues.
• Delegation, clarity, and follow-through: Practical advice for leaders who are used to doing everything themselves—how to let others do things “their way,” ensure understanding, and follow up without micromanaging.
• Time management and the 80/20 rule: How journaling your time, then reviewing it with your supervisor, reveals where your energy really goes—and how to refocus on the 20% of activities that drive 80% of results.
• Trust as the foundation of leadership: Why trust—built through honesty, consistency, and admitting when you don’t know—is the core trait that separates leaders people endure from leaders people choose to follow.

Stacy also lifts the curtain on how Walmart and Royal Caribbean structured their leadership development—through intentional promotion-from-within programs, extended manager training, and open-access leadership classes—and how organizations of any size can adapt these ideas using fractional learning and development support.

This conversation offers a clear, actionable roadmap for organizations that want to stop “hoping managers figure it out” and start intentionally developing leaders who listen, clarify expectations, give meaningful feedback, and create workplaces where people—and residents—truly thrive.

About Maxwell Management Group

This podcast is brought to you by Maxwell Management Group, a national executive search and education firm specializing in the continuing care sector. For nearly two decades, they’ve partnered with organizations to build values-driven leadership, vibrant workplace cultures, and purpose-led employer brands.

Learn more: maxwellmanagementgroup.com

Chapters:

0:00 – Introduction to Stacy and Mission in Motion
2:20 – Stacy’s Journey: From Retail to Leadership Development
4:27 – The Pitfall of Promoting Top Performers
6:43 – Building High-Potential and New Manager Programs
8:42 – One-on-Ones and Creating Psychological Safety
9:52 – Feedback as a Culture, Not a One-Off
10:54 – Practical Feedback Models (WWW/EBI and FBI)
12:47 – The Power of Positive Feedback and “Catching People Doing Right”
18:06 – Traits of Leaders People Want to Work For
19:19 – Clarity, Expectations, and Job Descriptions
21:37 – Interviewing as a Critical Leadership Skill
23:33 – Onboarding New Leaders and Reinforcing Expectations
25:15 – Delegation: Letting Go of “My Way”
28:09 – Time Management and the 80/20 Rule for Leaders
29:51 – Trust as the Core of Effective Leadership
32:06 – What Walmart Got Right in Developing Leaders
33:11 – What Royal Caribbean Got Right in Developing Leaders
35:04 – How Stacy Partners with Organizations Today
35:53 – Closing Thoughts and How to Connect with Stacy & Maxwell Management Group

From arriving in Canada with two duffel bags and no clear plan, to walking through a snowstorm to her first retirement home interview, Arta shares how chance, courage, and deep respect for elders led her into the sector—and why she never looked back.

Through powerful resident stories, including a Holocaust survivor whose quiet rituals spoke volumes, Arta reveals how listening beyond the surface transformed the way she leads teams, supports families, and carries forward Riverstone’s people-first culture.

Key themes they explore include:

• Immigrant experience and leadership lens: How Arta’s journey from a war-torn country to Canada shaped her resilience, empathy, and refusal to take opportunity for granted—and how that perspective informs every leadership decision she makes today.
• Frontline to executive leadership: Why starting as an office manager in a retirement home gave Arta a ground-level understanding of residents, families, and staff that now guides her as VP of Operations.
• Seeing beyond the surface in resident care: The story of a Nazi camp survivor, and how understanding hidden histories changed Arta’s approach to care, compassion, and dignity in senior living.
• People-first as a daily practice: How small moments—checking in on a withdrawn team member, asking “Are you really okay?”—reinforce the belief that “it’s a people business” where kindness, curiosity, and non-judgment are non-negotiable.
• Determination, fairness, and growth: The realities of being underpaid, having to work harder for promotions as a newcomer, and why those experiences made Arta more determined to build workplaces where people feel seen, valued, and supported.

The conversation offers an honest, story-driven look at what it means to lead with humanity in senior living—drawing on personal history, cultural transition, and everyday moments of care to shape a leadership style where people come first, and everything else follows.

About Maxwell Management Group

This podcast is brought to you by Maxwell Management Group, a national executive search and education firm specializing in the continuing care sector. For nearly two decades, they’ve partnered with organizations to build values-driven leadership, vibrant workplace cultures, and purpose-led employer brands.

Learn more: maxwellmanagementgroup.com

Chapters:

00:00 – Intro: Mission in Motion & Guest Introductions
00:09 – Why Mike Chose to Mentor Arta as His Successor
01:07 – Heather’s Welcome and Episode Framing
01:20 – Arta’s Unplanned Entry into Retirement Living
03:02 – First Job in Retirement & Early Culture Shock
03:13 – The Story of Mrs. Zem and Seeing Beyond the Surface
05:59 – “Be Kind”: The People-First Nature of Senior Living
06:39 – Arta’s Immigration Story: From War-Torn Kosovo to Canada
08:57 – An Immigrant Lens on Team Members’ Hidden Struggles
10:44 – Family Roots: Parents, Daughter, and Leadership Values
13:14 – Challenges as a Woman and Immigrant Leader
16:08 – Leading a Large, Diverse Team at Riverstone
22:45 – Psychological Safety, Trust, and Frontline Voices
26:55 – Mike on Retirement, Hobbies, and Ongoing Mentorship
28:11 – Mike’s Legacy: People, Properties, and Riverstone’s Growth
30:00 – Succession Planning Advice for Executives Nearing Retirement
31:32 – How Arta Defines Success and Leadership Today
34:27 – Advice to Newcomers & the Power of Mentorship
38:56 – When You Must Hire Externally: Choosing the Right Search Partner
42:01 – Final Reflections on Purposeful Careers in Senior Living

From building Riverstone “boots on the ground,” to leading through COVID-19 without ever closing the office, to cultivating teams and residents who stay for 15+ years, Mike and Arta offer a rare, practical look at succession planning that is both strategic and deeply human.

Key themes they explore include:

• Legacy leadership in senior living: How Mike intentionally prepared his own successor—from identifying Arta’s potential to gradually expanding her responsibility—so Riverstone could grow without disrupting residents, families, or staff.
• People-first, profit-follows philosophy: Why Riverstone’s guiding principle—“We look after the people and then the profits follow”—has shaped culture, operations, and long-term success across all communities.
• Mentorship and internal promotion in action: Real stories of informal mentorship, stretch assignments, and how most support office roles (and even a former accountant) were developed into successful leaders from within.
• Leading through COVID-19 and rapid growth: How Mike and Arta stayed “boots on the ground,” supported homes that couldn’t work remotely, and maintained trust, stability, and continuity during crisis and expansion.

The conversation offers a grounded, story-rich roadmap for organizations that want to turn mentorship, internal promotion, and succession planning into everyday leadership practices—especially in mission-driven sectors like senior living.

About Maxwell Management Group

This podcast is brought to you by Maxwell Management Group, a national executive search and education firm specializing in the continuing care sector. For nearly two decades, they’ve partnered with organizations to build values-driven leadership, vibrant workplace cultures, and purpose-led employer brands.

Learn more: maxwellmanagementgroup.com

Chapters:

00:00 – Intro: Legacy Leadership in Senior Living
00:59 – Early Impressions of Arta’s People-First Management
03:03 – Mike’s Path: From Hotels to Retirement Living
05:57 – People-First, Profit-Follows Philosophy
06:39 – Growth, COVID-19 & Responsibility to Residents
12:42 – Choosing Arta as Successor & Mentorship Begins
17:15 – Culture, Connection & Stories of Long Tenure
20:21 – Inside the Mentorship: Exposure to the Executive Role
24:34 – Why Succession Planning Matters
26:30 – Arta’s Journey: Being Mentored into Leadership
29:31 – Practical, Informal Mentorship & Internal Promotion
33:37 – Outro

• Post-COVID shift in mental health: From stigma to normalization; “everyone was struggling” so the conversation opened up.
• Common workplace mental health challenges: Burnout/adjustment disorders, depression, anxiety, and especially substance use concerns.
• Evolution of EAPs and access to care: From a few in‑person sessions to ongoing, flexible, remote and tech-enabled support.
• Role of technology & AI: Tele-mental health, AI-driven matching with therapists (language, culture, identity, role-specific needs).
• Psychological safety at work: Reducing stressors like workload, role overload, and poor work-life balance; clear responsibility between employer and employee.
• Organizational responsibility & ROI: Mental health as a business imperative with clear return on investment.
• Leadership behaviors: Empathy, active listening, non-judgment, openness, and having real human conversations about struggle.
• No-cost / low-cost supports: Flex work where possible, reduced micromanagement, autonomy, trust, and everyday recognition and gratitude.
• Paid supports: Benefits for mental health, improved EAP structures, ergonomic and practical supports, dedicated mental health roles.
• Workplace culture & energy: How toxic versus positive cultures impact energy, engagement, productivity, and burnout.
• Burnout and return-to-work: Need for real accommodations and dialogue to prevent relapse, not just box-ticking.
• Using data for action: Turning engagement and satisfaction surveys into concrete, visible changes and closing the feedback loop with employees.

The conversation also looks ahead at trends like AI-driven care, tele-mental health, and holistic wellness approaches that are reshaping how we think about work, well-being, and burnout prevention.

About Maxwell Management Group

This podcast is brought to you by Maxwell Management Group, a national executive search and education firm specializing in the continuing care sector. For nearly two decades, they’ve partnered with organizations to build values-driven leadership, vibrant workplace cultures, and purpose-led employer brands.

Learn more: maxwellmanagementgroup.com

Derrick shares his leadership journey from his first role in a psychiatric hospital to leading a rapidly growing, innovation-driven non-profit that serves veterans, seniors, and younger adults with disabilities. He reflects on:

• How early exposure to interdisciplinary teamwork shaped his collaborative leadership style
• The turning point of opening his first long-term care home and learning to balance high standards with adaptability
• Broadmead Care’s evolution from a single veterans’ lodge to a multi-site organization with seven homes and expanding third‑party management up Island
• The internal culture shift behind the “You Matter” commitment and how it’s improving staff retention, psychological safety, and resident experience
• Broadmead’s Long Term Care at Home program (federally funded to 2028), using technology and home care to help seniors safely age in place and reduce ER visits and hospitalizations

Derrick and Heather also dig into:

• Common misconceptions about long-term and continuing care across Canadian provinces
• Why innovation ecosystems, partnerships and new models of care (like campuses of care and concierge-style independent living) are crucial for the future
• How Broadmead is tackling workforce challenges through creative recruitment, recognition programs (like the “You’re a Gem” award), and wellness initiatives
• Why Derek believes seniors care offers limitless career paths—far beyond nursing alone

Derrick closes with advice to his younger self—and to emerging leaders: take risks, listen first, act second, and never underestimate the power of relationships and engagement.

If you’re a leader, policymaker, or professional in the continuing care sector—or simply care about how we support an aging population—this episode offers a hopeful, practical look at what’s possible when innovation and compassion meet.

About Maxwell Management Group

This podcast is brought to you by Maxwell Management Group, a national executive search and education firm specializing in the continuing care sector. For nearly two decades, they’ve partnered with organizations to build values-driven leadership, vibrant workplace cultures, and purpose-led employer brands.

Learn more: maxwellmanagementgroup.com

Rebecca explains how she transitioned from bedside nursing into bioethics, driven by her early fascination with big philosophical and ethical questions. She shares a powerful story from her time as a nurse caring for a terminally ill patient whose family was not ready to choose a palliative care path, leaving staff to deliver aggressive treatment they felt was causing more harm than good.

Together, Heather and Rebecca unpack:

• What is moral distress?
• How moral distress shows up in long-term care
• Moral distress and Medical Assistance in Dying (MAID)
• Moral distress vs. burnout
• Staffing shortages, system pressures, and moral distress
• What organizations can do: supports that actually help
• Self-care, boundaries, and realistic expectations
• Hope, moral resilience, and culture change
• Advice to nurses and care professionals

Website: greenbergconsulting.ca

Social: Search Greenberg Consulting on Instagram or LinkedIn

About Maxwell Management Group

This podcast is brought to you by Maxwell Management Group, a national executive search and education firm specializing in the continuing care sector. For nearly two decades, they’ve partnered with organizations to build values-driven leadership, vibrant workplace cultures, and purpose-led employer brands.

Learn more: maxwellmanagementgroup.com

Keywords: long-term care, long-term care careers, senior care, leadership in healthcare, young professionals, healthcare careers, caregiving, meaningful work, healthcare leadership, career advice, Jeff Renaud, Heather Maxwell

00:00 – Introduction to Heather Maxwell and guest Jeff Renaud
01:00 – Why Jeff is passionate about long-term care
03:00 – What leaders can do to inspire young professionals
06:00 – Is long-term care still “low paying”? Debunking old myths
09:00 – Meaningful careers: making a real impact in society
12:00 – Advice for students and young professionals considering long-term care
15:00 – Final thoughts and message to future leaders

From coast-to-coast travel mishaps and wrong-address meetings (with muffin rewards!) to mayoral campaigns, lipstick regrets on Zoom, and the mystery of getting into a Fort Knox–style Airbnb, the team shares real stories behind a year of serving Canada’s healthcare and nonprofit sectors.

You’ll hear from leaders across recruitment, executive coaching, and education as they reflect on:

• What makes Maxwell’s coaching, education, and recruitment approach unique
• How they support new leaders during their first critical months in role
• The importance of alignment, purpose, and culture in long-term care and healthcare organizations
• Personal lessons in resilience, kindness, courage, and connection
• Hopes for the future of people & culture innovation in continuing care

Whether you’re a leader, HR professional, or part of a care team, this episode offers encouragement, insight, and a reminder that behind every strong organization is a team of humans doing their best, with humor, heart, and a Santa hat (or slightly shrunken one).

00:00 – Festive welcome & year-in-review introduction with Heather
03:05 – Jackie on what makes Maxwell’s coaching division unique
04:15 – Supporting new leaders with aligned values & executive coaching
05:10 – Anna’s “lipstick on Zoom” confession & online education vibes
06:45 – Heather on live online classes for new leaders across Canada
07:49 – Catherine’s plot twist: showing up at the wrong address
08:47 – Turning mishaps into lessons (and muffins) in recruitment
09:13 – Thank you to the West Coast team & intro to Daniel
10:24 – Daniel’s big surprise: announcing a run for mayor
12:04 – The BC road trip & the “Fort Knox” Airbnb adventure
15:06 – How Heather met Hillary at a women’s event
15:22 – Hillary’s magic wand: courage, calm, and kindness at work
16:32 – Leading with empathy and compassion in people & culture
17:17 – Sponsor segment: About Maxwell Management Group’s mission
18:51 – Welcoming Laura: the power of executive coaching
20:25 – Continuity of care for leaders and organizations
22:38 – Setting up leaders for success in their first 30–180 days
24:33 – Coaching real-world challenges: change, policies, and pets at work
27:27 – How Laura knows coaching is working
29:12 – Leaders embracing coaching as a tool, not a test
32:54 – Charlyn’s reflections on growth, mentorship, and impact
35:31 – Janice’s year as an advent calendar & Swiss army knife
37:27 – The joy of relationships with clients and candidates
39:05 – Heather’s closing reflections & gratitude for 18+ years in business

Learn more about Maxwell Management Group’s executive search, coaching, and education services:
👉 https://maxwellmanagementgroup.com

Steven opens up about the pivotal moments and mentors that influenced his vision, sharing how early exposure to international development, hands-on community care work, and experience amidst healthcare turmoil helped shape his values of service, courage, and continuous learning. He reveals how he and his team transformed Tri County’s staffing from crisis to success, replacing reliance on agency workers with a robust, mission-driven team, creating a workplace where younger staff thrive, and retention is stronger than ever.

We explore the ambitious redevelopment underway at Tri County: a new 160-bed home built around nature, connection, and technology. Steven takes us inside the design process, emphasizing how feedback from residents, staff, and the wider community drives every decision, from outdoor gardens and walking trails to state-of-the-art systems designed to free staff from paperwork and foster deeper resident engagement. His vision doesn’t just focus on today’s needs; it actively prepares for the healthcare of the future, embracing intergenerational community, sustainability, and emerging technological tools.

Throughout this candid conversation, Steven shares actionable insights for senior care leaders, from the importance of self-care and humility to keeping a strategic focus during a crisis. He encourages leaders to never settle for the status quo but to innovate, learn, and build organizations that elevate everyone involved, from residents to frontline team members. If you’re passionate about building resilient communities, advancing the standard of care, or inspiring purposeful leadership in the face of challenge, this episode is for you.

00:00 – Introduction & guest welcome
01:32 – Steven’s early inspiration and international beginnings
06:25 – Leadership lessons: community, resilience, and service
11:02 – Turning around staffing and recruitment at Tri County
16:58 – Building a culture of meaning, retention, and growth
23:36 – Redevelopment vision: new home, nature, and community connection
30:52 – The importance of intergenerational engagement
33:22 – Overcoming challenges: funding, regulation, and innovation
38:38 – Preparing for future public health crises
42:46 – Advice and reflections for leaders in senior care
47:24 – Steven’s first jobs and lessons in leadership
51:28 – Legacy, continuous improvement, and hope for the future
54:07 – Outro and closing remarks

Lois opens up about the experiences that shaped her values, recognizing the impact of hands-on care, learning from mentors (and less-than-great bosses), and the vital role that community and team empowerment play in long-term success. She shares candid insights into developing a people-first culture at Spring Living, scaling through acquisition while maintaining trust and personal connection, and the unique opportunities of mid-market retirement living for Canada’s aging population.

We dive deep into Spring Living’s growth strategy, the importance of fostering leadership at every level, and the ongoing work to make senior care more accessible. Lois shares practical advice for young leaders: seek mentors, stay curious, and embrace diverse perspectives. She also discusses the evolving landscape for senior care: technology, generational change, memory care, affordability, and the future of meaningful work in the sector.

Throughout this episode, Lois’s advocacy and optimism stand out. Whether she’s mentoring upcoming leaders, investing in staff development, or advocating for systemic change, Lois is shaping a brighter future for seniors and those who care for them. If you're passionate about building teams, transforming communities, or seeking actionable wisdom on leadership, this episode is for you.

00:00 – Introduction & guest welcome
02:35 – Lois’s early career and passion for seniors’ living
06:30 – Discovering her calling and the influence of mentorship
12:00 – Spring Living’s founding and growth strategy
14:29 – The importance of mid-market retirement living
18:53 – Identifying communities for acquisition and value creation
20:56 – Lessons from leading a fast-growing organization
24:07 – Building a people-first, team-empowering culture
26:33 – Advocacy, mentorship, and promoting within
32:30 – Technology and innovation in senior care
35:34 – Differences between retirement and long-term care homes
37:56 – Amenities and resident engagement at Spring Living
39:58 – Essential qualities for leaders in seniors’ care
43:47 – Advice for young leaders: mentorship and career clarity
47:12 – Final thoughts and encouragement for future senior care professionals
49:39 – Outro and closing remarks

Daniel opens up about the values that have guided him through diverse roles: the importance of public service, the power of advocacy, and the lessons learned from both setbacks and successes. He shares candid reflections on leading through crisis, including the challenges of the COVID-19 pandemic, and the qualities that define true leadership: listening, adaptability, and hope. We dive deep into the pressing issues facing long-term care in British Columbia, from the staggering waitlists to the opportunities for innovation and collaboration. Daniel and Heather discuss the untapped potential of internationally educated nurses, the need for streamlined credentialing, and the promise of dual credit programs to train the next generation of healthcare workers.

Throughout the conversation, Daniel’s optimism shines through. He believes in the power of community, the necessity of bold solutions, and the importance of giving everyone a voice. Whether he’s advocating for seniors, championing local hockey, or running for mayor, Daniel’s commitment to building a brighter, more inclusive future is unwavering. If you’re looking for inspiration, practical insights, and a masterclass in purpose-driven leadership, this episode is for you.

Chapter 1: Introduction & Daniel’s Background 
0:00:00 – 0:01:33
Heather introduces Daniel Fontaine, his career highlights, and welcomes him to the podcast.

Chapter 2: Common Threads in Daniel’s Career
0:01:33 – 0:03:53
Discussion of advocacy and public service as the main themes throughout Daniel’s diverse career.

Chapter 3: Stepping into Municipal Leadership 
0:03:53 – 0:06:52
Daniel clarifies his role as acting mayor and reflects on how his past experiences shape his approach to governance.

Chapter 4: Early Work Ethic & First Jobs
0:06:52 – 0:08:13
Daniel and Heather share stories about their first jobs and the values learned from early work experiences.

Chapter 5: Challenges & Opportunities in Long-Term Care 
0:08:13 – 0:11:30
Daniel discusses the persistent challenges in long-term care, the impact of demographics, and the potential of technology and AI.

Chapter 6: Public Perceptions & Costs of Continuing Care
0:11:30 – 0:12:51
Addressing misconceptions about continuing care and the economic benefits of investing in it.

Chapter 7: Systemic Issues: Waitlists & Infrastructure 
0:12:51 – 0:13:54
Discussion about long waitlists for care, costs of new beds, and the need for collaboration across sectors.

Chapter 8: Internationally Educated Nurses & Credentialing 
0:13:54 – 0:17:20
The barriers faced by internationally trained healthcare professionals and the need for streamlined credentialing.

Chapter 9: Dual Credit Programs & Workforce Development 
0:17:20 – 0:21:52
Exploring dual credit programs in high schools to encourage healthcare careers, especially for young women.

Chapter 10: Leadership in Crisis: Lessons from the Pandemic 
0:21:52 – 0:24:47
Daniel’s experience leading through COVID-19, the importance of hope, listening, and steady leadership.

Chapter 11: Emergency Preparedness & Future Crises 
0:24:47 – 0:27:03
The necessity of regularly testing emergency plans and being prepared for future pandemics or disasters.

Chapter 12: Priorities for New Westminster 
0:27:03 – 0:29:21
Daniel’s priorities as acting mayor and his announcement to run for mayor, focusing on infrastructure and community needs.

Chapter 13: Learning from Setbacks 
0:29:21 – 0:31:38
Daniel reflects on setbacks, particularly during the pandemic, and the growth that comes from overcoming challenges.

Chapter 14: National Sport Governance & Community Impact
0:31:38 – 0:33:47
How Daniel’s local experience informs his role on the Hockey Canada board and the value of community connection.

Chapter 15: Legacy, Democracy & Final Reflections 
0:33:47 – 0:37:20
Daniel’s hopes for his legacy, the importance of listening and democracy, and closing remarks.

In this episode, we sit down with Dr. Denise Milne, Executive Director of the Alberta Continuing Care Association, to explore the personal and professional journey behind one of Alberta’s most passionate advocates for seniors.

Denise’s story is one of lifelong learning, resilience, and a relentless drive to make a difference. From her early days working in a nursing home alongside her grandfather, to leading major mental health and social service organizations, Denise has seen firsthand the challenges and the opportunities facing Alberta’s aging population. We dive deep into the shifting demographics that are reshaping the province, the government’s billion-dollar commitment to transforming continuing care, and the innovative solutions being developed to support both seniors and the caregivers who stand beside them. Denise shares candid reflections on what it means to build a system that values dignity, respect, and community, and why true leadership means bringing people together, even when the path forward is uncertain.

This is more than a conversation about policy. It’s a look inside the heart of a leader, the realities of a sector in transition, and the collective effort required to ensure every Albertan can age with grace and support.
If you care about the future of healthcare, the power of advocacy, or the stories that shape our communities, this episode is for you.
Listen now and discover what it really means to care.

Chapter 1: Introduction & Alberta’s Aging Demographics  
0:00:04 – 0:02:02 
Heather Maxwell introduces the episode, highlights Alberta’s changing demographics, and welcomes Dr. Denise Milne.
Chapter 2: Dr. Milne’s Career Journey & Early Influences  
0:02:02 – 0:04:07 
Dr. Milne shares her background, early experiences in continuing care, and her path through various roles in mental health and government.
Chapter 3: Personal Stories & The Value of Respect in Senior Care  
0:04:07 – 0:06:23 
Heather and Denise discuss personal family stories, the importance of dignity and respect for seniors, and intergenerational influences.
Chapter 4: The Role and Impact of the Alberta Continuing Care Association (ACCA)  
0:06:23 – 0:11:26 
Denise explains ACCA’s history, membership, advocacy, and its role in shaping policy and supporting seniors’ care in Alberta.
Chapter 5: Demographic Shifts & The Sandwich Generation  
0:11:26 – 0:12:46 
Discussion on Alberta’s growing senior population, the impact on healthcare, and the challenges faced by families balancing care for both children and aging parents.
Chapter 6: Supporting Caregivers & Community Involvement  
0:12:46 – 0:16:35 
Exploring the essential role of informal caregivers, community support, and strategies to help families and seniors remain at home.
Chapter 7: Maxwell Management Group & Purpose-Driven Leadership  
0:16:35 – 0:18:26 
Heather shares the mission and values of Maxwell Management Group and its commitment to supporting organizations in the sector.
Chapter 8: Government Investment & Infrastructure Challenges  
0:18:26 – 0:23:24 
Denise discusses Alberta’s budget allocation, the need for new care spaces, think tanks, and position papers on infrastructure and funding.
Chapter 9: Human Resources & Workforce Development  
0:23:24 – 0:27:58 
Focus on staffing, leadership, and the importance of human resources in delivering quality care for seniors.
Chapter 10: Innovations, Implementation, and the Future of Continuing Care  
0:27:58 – 0:33:22 
Discussion on workforce strategies, innovations, and the role of ACCA in driving change and supporting the future of seniors’ care.
Chapter 11: Careers in Continuing Care & Leadership Lessons  
0:33:22 – 0:34:56 
Denise shares advice for those considering a career in continuing care and reflects on her leadership legacy.
Chapter 12: Closing Remarks & Call to Action  
0:34:56 – End