Can you tell us about your professional background?
I’ve spent 25 years in leadership roles cultivating strong partnerships with businesses, government bodies, and local communities. My career in highly regulated sectors – which includes banking, aviation and aged care – has equipped me with a unique perspective on navigating complex regulatory environments, ensuring compliance whilst fostering innovation. Over the past seven years I have deepened my governance experience through advising boards, which along with my six-year tenure as a non-executive director of Southern Cross Care NSW & ACT, has provided me a deep understanding of the organisation and the aged care industry.
As CEO, what would you most like to achieve in the year ahead?
My focus is set on elevating the experience for every individual who interacts with Southern Cross Care NSW & ACT. This commitment goes beyond simply streamlining processes. It’s about deeply understanding and responding to the unique needs of each person in our care.
We’re looking to transform every touchpoint into an opportunity for connection and support. This goal is rooted in our core belief that care should be as individualised as the people we serve. We’re creating an environment where each interaction leaves our clients and their families feeling heard, respected, and cared for in a way that resonates with their personal beliefs, needs and preferences.
Which reforms do you consider the most important?
There are several reforms in aged care – including revised quality standards, mandatory minutes of care time and 24/7 registered nurses – that have placed pressure on many aged care providers given the shortages of RNs in regional areas. This is a particular concern for us given 60 per cent of our homes are in regional areas.
I am committed to embracing all these reforms, which are vital for our organisation and the broader aged care community. They establish a uniform standard for quality care, benefiting service providers and those in our care. However, the challenge lies in balancing compliance with innovation. While regulations aim to maintain standards, they shouldn’t stifle the creative spirit that drives better care solutions. This balance is key to enhancing both care quality and the wellbeing of our community.
How are you dealing with the pace of the reforms?
We’re focusing on agility and continuous learning within our team. Understanding that change is constant, we’re equipping our staff with the tools and knowledge to adapt swiftly and effectively. This means staying ahead of industry developments, and being able to pivot our strategies and operations in real-time to meet the evolving landscape.
We’re not just responding to change – we are leading it
Embracing this period of transformation, we’re committed to turning these challenges into opportunities for growth and improvement. By staying agile, continuously learning, investing in our multi-disciplinary workforce, and proactively engaging with reforms, we’re not just responding to change – we are leading it, with the wellbeing of our clients and staff at the heart of everything we do.
What’s needed to improve the rollout and success of the reforms?
Facing aged care reforms is all about embracing change with a united front. We’re having ongoing conversations with our team to ensure these reforms become stepping stones towards enhanced care. Key to this is empowering our staff with targeted training and robust support, ensuring they’re equipped and confident to bring these reforms to life.
We also understand the power of feedback. By listening to those on the ground, we’re constantly adapting and improving our approach, which is further embedded within our six-monthly staff engagement surveys. It’s about more than meeting new standards; it’s about enhancing our care and wellbeing in ways that truly resonate with our community. Our goal is to both navigate these reforms and use them as a catalyst for enriching the care and engagement we provide.
What strategies are you using to enhance the skills of your workforce?
We’re offering specialised training in areas like dementia care and palliative support, providing our team with a broad spectrum of skills to nurture their inherent compassion and capability. We’re also nurturing our future leaders and fostering a culture of continuous learning and improvement. We are aiming to create a team that’s skilled as well as adaptable and forward-thinking.
What do you do to ensure the wellbeing of yourself and your leadership team?
Trying to match the energy of my family is a constant challenge, and it naturally keeps me active. Our daily walks with four dogs are less of a leisurely stroll and more of an adventure filled with laughter and opportunity to fully immerse ourselves in the moment. Creating times of togetherness and enjoyment naturally look after my wellbeing.
We’re fostering a supportive environment
In managing the wellbeing of my leadership team, especially as we’re in the early stages of forming, a key focus is on establishing clear roles and responsibilities aligned with our strategic direction. This clarity is crucial for reducing uncertainty and building a cohesive unit. We’re fostering a supportive environment where each team member understands their role and how it contributes to our collective goals. It’s a balance of personal wellbeing and professional wellbeing, underpinned by clear communication and a shared vision within the leadership team.
What advice do you have for new and emerging leaders?
Embrace change and be open to learning. Leadership in aged care is as much about compassion and empathy as it is about strategic thinking. Stay connected with your team and those you serve, and never lose sight of the profound impact you can have on the lives of others.
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