Can you tell us about your professional background?
I began my healthcare journey as a registered nurse, qualifying with a degree in health science in 1993. While completing my degree, I worked in aged care, which shaped my passion for the sector. Over the years, I’ve had the privilege of working across the acute, community, and aged care sectors, enhancing my expertise and leadership skills. My continuous desire to learn led me to pursue several postgraduate qualifications, including a Master of Business and a Master of Education. In 2022, I was honoured to be awarded the Meg Gilmartin Churchill Fellowship, which enabled me to conduct international research focusing on global aged care models and determining their transferability to the Tasmanian aged care sector.
As CEO, what would you most like to achieve in the year ahead?
Drawing from my Churchill Fellowship research, my key goal is to make functional reablement a core service in aged care. More aged care providers are beginning to prioritise innovation in improving consumer function, particularly strength and balance, enabling older adults to live more independently. At OneCare, we’ve already seen consumers greatly enhance their independence through allied health services like physiotherapy, exercise and better nutrition. I aim to expand these innovations, ensuring functional reablement becomes a standard of care across the sector.
Which reforms do you consider the most important?
The Aged Care Taskforce recommendations are critical to the sector’s future. It is evident we need comprehensive reform to ensure older Australians receive quality care. I believe that political leaders from all sides must commit to the full implementation of these recommendations as part of the new Aged Care Act. Additionally, increased funding is vital for the sustainability of residential, home and community care services. Increased funding also enables the sector to freely innovate in order to be future ready. While consumer co-contributions can be a fair solution for those who can afford it, a strong safety net must be maintained for those who cannot.
How are you dealing with the pace of the reforms?
The rapid pace of reform within the aged care industry is unprecedented. As a leader, I often feel the relentless pressure of change, but I also recognise the opportunities that come with it. It’s essential to stay grounded in how we respond to these changes. At OneCare, we emphasise the importance of self-care and mental health support for staff. It is important to take care of ourselves so we can continue to care for others and to purposefully make time to reflect and think.
Without addressing workforce shortages, the success of these reforms will be difficult to achieve
What’s needed to improve the rollout and success of the reforms?
To ensure the success of aged care reforms, it is essential they are person-centred, sustainable and balanced. First, we must prioritise empowering older Australians, giving them greater choice and control over their care, with a focus on enabling them to live safely at home for as long as they desire. Secondly, the system must be sustainable, with stable, innovative providers who can meet future demands. Thirdly, the cost structure of aged care must be more transparent and equitable, allowing consumers to clearly understand their financial responsibilities. Lastly, the recruitment and retention of qualified staff, especially in regional areas, remains a significant challenge. Without addressing workforce shortages, the success of these reforms will be difficult to achieve.
What strategies are you using to enhance the skills of your workforce?
At OneCare, we recognise the value of our diverse workforce and actively seek to empower our staff to lead confidently. We offer scholarship funding for continued education. Additionally, we invest in ongoing staff training and leadership development. By enhancing skills and providing more frontline roles, we are ensuring that our team remains equipped to meet the needs of our current and future consumers. Our corporate team also supports our frontline workforce through mentoring and education, creating opportunities to share experiences and form part of decision making.
What do you do to ensure the wellbeing of yourself and leadership team?
The wellbeing of myself and our leadership team is a priority at OneCare. We invest in an annual leadership retreat, where we take time to reconnect with the company’s vision and priorities. I strongly encourage leaders to disconnect from the constant demands of the workplace. Spending quality time with family, engaging in social events, and being part of our community are all essential for maintaining balance. Our organisation continues to invest in initiatives that support wellbeing such as our wellbeing magazine, employee appreciation days and community engagement and support programs.
Use your position of influence for good, and always be grateful for it
What advice do you have for new and emerging leaders?
Authenticity and humanity should be at the core of leadership. Despite the challenges and busy-ness of our sector, it is essential to always find time to truly engage with staff and consumers. Be present onsite whenever possible. Honest, face-to-face conversations about challenges help build trust, and empowering others to succeed is key to effective leadership. New leaders should celebrate their team’s achievements, lean into the expertise around them, and showcase the talent they have. Use your position of influence for good, and always be grateful for it. Remember to be the leader you needed when you were younger – someone authentic, not perfect, but always real.
Peter Williams in chief executive officer of Tasmanian aged care provider OneCare
We hope you enjoyed this article – please add your comments below
Visit our features portal for more in-depth stories
