Once again, it has come to our ears something about developing some manner of residence facility for elderly devotees. Frankly, we are somewhat surprised that there are not a number of these around already. It seems like an obvious need to fill. Possibly, part of the reason for the failure is the lack of a good model for carrying out the purpose. We have had a model in our head for quite some years now, but have been rather busy with other pressing matters. Time to get it out now though, we think.
As far as the physical task of building the ashrams, such construction is very normal. There are hundreds of thousands of such buildings in the world. There should be no issue there.
As for the locations, there are many obvious possibilities, such as every Krishna Farm Community that exists: New Vrindavan, Gita Nagari, Villa Vrindavan, Vrindavan Dham, Māyāpura Dham, etc. etc. Now let us move into the details of the model itself.
Size
The size of the ashrams seems an important question. From our extensive experience within the Berkeley Student Cooperative, it has been observed that a size of approximately 50 persons appears to be a very ideal one. There is a good level of diversity, and there are enough cooks. Higher than 50, such as 100 persons or more, seems to lead to a higher incidence of crazy events (at least in the college setting). As a result, half of 108, or 54 persons, is the proposed number of residents in each ashram.
As for the apartments or studios themselves, it is envisioned that approximately half would be single units, and the other half double units for couples.
Management
Once the size of the ashrams has been determined, it is possible to figure out which staff are needed. The goal is to keep monthly costs to a minimum, which means that the ashrams should run on minimum staff. This model proposes only two staff members. The title of the first would be “Ashram Nurse Manager.” The prerequisites for the position would be completion of a formal nursing degree, certification at the RN level (or its international equivalent), and the nurse should be a devotee as well of course. Certification in the specialty of Elder Care (gerontology) would be preferred. If there are suitable devotee nurses who do not have the certification, they should preferably be supported in getting it. Adding on such a certification is not a very huge course of study.
The selection of a nurse to manage the facility seems to make a lot of sense because nurses will be needed on the staff anyways. The vision is that the ashrams should be fully equipped to handle pretty much all regular needs that elderly and dying persons would need. This includes such issues as dialysis, problems with normal movement, being in a wheelchair, being unable to move around at all, needing medications, etc. etc. Effectively, the ashrams will act as assisted-living facilities, although needing assistance would not be required to move in. Should the resident ever need assistance though, because of developing health issues, the staff would be right there to assist.
The Nurse Manager would also be responsible for administration of the Ashram. Nurses frequently hold positions with extensive administrative responsibilities. For instance, all hospital bed units are managed by nurses. There are nurses who render bedside care, of course, and there is also a “Unit Manager,” who is responsible for such matters as staff scheduling, medical supplies, quality improvement initiatives, dealing with problems, and so on. Even higher is the “Director of Nursing,” who may oversee thousands of nurses in a setting such as a major university teaching hospital. In other words, overseeing a 54-person residence unit is not a particularly unusual or heavy responsibility for a nurse.
Moving forward, the second and final member of staff proposed in this model is the “Deputy Ashram Nurse Manager.” Having an official backup seems somewhat of an established principle, like with airplane pilots, retail store managers, and many other examples. In this particular model, having the Deputy Manager is also intended to provide some sense of continuity in the staff. Also, what if one of the Nurse Managers comes down ill herself? Then it is officially part of the work contract that whichever of the Nurse Managers remains healthy should take over all the critical functions immediately, especially any skilled nursing care that is rendered to the residents. So we are certain that all would agree that these are legitimate benefits of having two full-time Nurse Managers in the model, rather than only one.
But having two Nurse Managers would of course raise the cost considerably. However, the increased cost would be split among 54 Residents. Also, if necessary, there could be more than 54 residents – there could be 108 residents, which would divide the cost even more.
The Nurse Managers would also be expected to live on site in this model. For that purpose, two of the apartments are envisioned to be larger family units.
Cooperative Renters
Allowing devotees to buy the living units appears reasonable enough, but renting the units would appear to make more sense in this model.
Regarding all the other various tasks that need doing around the Ashram, it is proposed in this model that such tasks be carried out on a cooperative basis by the residents. From our extensive experience as a Workshift Manager in the Berkeley Student Cooperative, we can inform all that most of the work is cleaning the kitchen, followed by cooking, if cooked meals are part of the model, which they are. It is proposed in this model that there be one prepared meal a day, and that the residents fend for themselves for other meals, which is what the Berkeley Student Cooperative also did.
A food budget would also be a part of the rental agreement, and residents could eat from the common food supply, and at the one prepared meal a day, or eat their own food of course, or eat somewhere else.
The model certainly anticipates a suitably-sized main Ashram kitchen, and the living units could conceivably have kitchenettes as well. Even if there were not kitchenettes in the living units, it is expected that residents might have a small fridge in their unit, or a kettle, etc. Some residents might simply use the main kitchen though. The model can work a few different ways.
For the number of cooperative hours that each resident would owe, we can mention that the Berkeley Student Cooperative required 5 hours a week from each resident. That seems a reasonable enough place to start, and should cover cleaning the kitchen, cooking, cleaning other public areas, and ordering common foodstuffs. Maintenance would also be covered in the model, using one or two residents that have experience or aptitude for handyman type tasks. So if a sink gets blocked up, there is no need to call in an expensive outside plumber. Rather, one of the residents who covers maintenance goes to the maintenance room, where all the tools are, and fixes the problem right away. Also, they can be carrying out ongoing maintenance or home improvement projects of various kinds.
One obvious issue that might come up in this model is that some residents may become too infirm to do anything. In that case, this model proposes that such infirm persons be excused from service or workshift, but that they should pay the difference. A residence facility with 54 units will obviously have a significant budget, and if a resident pays instead of working, that money can simply go into the budget, and be used in some useful way that benefits the other residents.
As to how much they would have to pay, the Berkeley Student Cooperative used a rather complicated formula, but it comes out to around $20 an hour, which seems reasonable enough to start out. Therefore, if a resident were unable to work for 5 hours a week, they could get out of that by paying an extra $100 a week. Also, if a resident is not actually in residence, they would be excused from any workshift under this model.
As to whether someone should be able to simply pay their way out of doing any workshift, even if they are able-bodied, we guess it can work that way as well, although the Berkeley Student Cooperative did not in fact permit that. We think most older devotees would be happy to do their cooperative part, but if someone really wants to pay their way out, they could possibly do that. If too many residents pay their way out though, there may not be enough cooks or cleaners, but there is a certain amount of play in there. Perhaps it is possible to do on a limited basis.
It is also anticipated that the residents will hire the Nurse Managers. Prospective candidates can come for an interview, and the residents can ask them questions, and then vote on whether to hire them. If there is some serious problem with a Nurse Manager, then, in this model, the residents could fire a Nurse Manager as well. In the beginning, residents and Nurse Managers would be somewhat thrown together, so to speak. But later on, the residents would be able to interview future Nurse Managers and decide whether to hire them or not. It is perhaps worth noting that, in the Berkeley Student Cooperative, such votes, whether to hire or terminate, were carried out using the “secret ballot method.” Obviously, there will hopefully not be too many terminations, but even Srila Prabhupada did have to terminate a few people.
Speaking of terminations, the question of terminating other residents is bound to come up. The Berkeley Student Cooperative did sometimes terminate members for cause, and regular temples certainly do their fair share of terminations as well. A majority vote should probably suffice to terminate someone. Again, we obviously hope there will be very few terminations, but they do appear to be necessary sometimes… even in the Berkeley Student Cooperative!
Benefits to Surrounding Communities and Individuals
It is envisioned that having such Bhajana-Kuṭira Ashramas will be a boon for the surrounding communities, and a boon for the Ashrama Residents as well. Many Krishna Farm Communities need activity to bring in funds, and they need people to do service as well. We are sure that Ashrama Residents will be cooking for the Deities, making garlands, coming to the Temple Programs, and so on. It is perhaps also worth mentioning that such Krishna Farm Businesses as gift stores or restaurants would most likely benefit by having many more regular customers.
And for the Ashrama Residents, it seems to us that it would probably be a very ideal way to spend one’s elderly years, in a peaceful kind of environment, with a temple right there, surrounded by friends, and so on.
Lastly, with the Nurse Managers, it seems to us a very unusual posting for them, and we think they will be quite happy with the model.
An Open Model
Everyone is free to use this model to develop such communities. We also, through the nonprofit Ocean of Milk Foundation, are working on developing two such Ashrama Communities: one is envisioned as the Budget Model, without kitchenettes in the units; and the other is envisioned as the Plush Model, with kitchenettes included, and perhaps some other “Plush” amenities, but also higher rent.
One thing though: these kinds of projects require support from the community. So don’t be shy, and be as generous as possible with your donations. In fact, many doubtless know that most (if not all) religions mandate the giving of charity, at least 10 percent of your earnings. Actually, Rupa Goswami calls for 50 percent of earnings, but we would be pleased with 10 percent for now. So if you who are reading this are not currently giving 10 percent of your earnings in charity, we encourage you to begin doing so immediately, starting with us. A link to where your good selves can sign up to giving 10 percent of your income every month can be found right here.
All donations go to the nonprofit Ocean of Milk Foundation, the finances of which are regulated and overseen by a dedicated Finance Committee, as well as the United States Federal Government. The Foundation is also carrying out many other very worthy projects, including art projects (involving the Temple of the Vedic Planetarium), and educational projects (such as the Culinary Institute), all of which can be found on our website. We are certain that everyone would agree that these are all very bona fide projects, and donors can also specify what they would like their donation to go towards. So please do give generously! Those who sign up to giving 10 percent of their income will also receive special recognition, and be known as Members of the Bhajana-Kuṭira Association, and be invited to special events and such! One time donations, large or small, are also always welcome. Again the link to donate is right here.
We thank you all kindly for reading, and we look forward to your generous support and many donations. We suppose people are going to be naming us as “The Shelterer of the Elderly Vaiṣṇavas!” Or the “Protector of the Devotees!” It is practically impossible to believe!
On this day of the waning moon, when it is almost completely dark, also called the “Old Age of the Moon,”
Your worthless dog-like servant,
Aniruddha dās.