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Aged Care Leadership

Development Project

Strategy Paper

30 June 2013

This project has been produced with the assistance of funding provided by the

Commonwealth Government through the Department of Industry

ACLD Strategy_30 June 2013 of 22

Table of Contents

Introduction ............................................................................................. 3

About this document ............................................................................................... 3

Aged Care Leadership Development Project .......................................... 4

Project Goal and Objectives .................................................................................... 4

Research Approach ................................................................................................ 4

Aged Care Leadership Development Strategy Context ........................... 6

Introduction ............................................................................................................. 6

Critical factors that distinguish high performers ...................................................... 6

Challenges for leadership in the sector ................................................................... 7

Leadership development considerations ................................................................. 8

Aged Care Leadership Development Strategy ...................................... 10

Strategic vision ...................................................................................................... 10

Underpinning principles: leaders and leadership .................................................. 10

Strategy recommendations ................................................................................... 13

Conclusion ............................................................................................ 21

Appendix 1 ............................................................................................ 22


Introduction

The Aged Care sector in Australia is struggling to meet the increasing needs of an ageing

population, with limited resources. The Productivity Commission anticipates that the Aged

Care workforce will need to more than quadruple by 2050, at a time when the overall

employment to population ratio will be declining.

Measures to make service delivery more effective and efficient cannot reduce the rate of

growth of public expenditure. Doing more with less is no longer enough. A revolution in how

Aged Care services are designed, funded and delivered is required.

Leaders across the sector are typically dedicated, diligent and passionate about providing

care. Many are also over-worked, underpaid and lacking in confidence and/or capability as

business managers and leaders.

The scale and scope of necessary sector reform means that leaders must not just manage

effectively, but also think creatively and strategically, drive innovation, adapt their

organisations to changing demands and engage and collaborate with stakeholders and

staff as they lead change.

In this context, the urgent and pressing need for leadership development and support could

not be more clear. The question is, how best to provide it, effectively, economically and

sustainably?

The Aged Care Leadership Development Strategy provides an answer to that question.

About this document

This strategy paper is a major deliverable of the Aged Care Leadership Development Project

and has been prepared by project consultants Libby Kostromin and Greg Evans from Making

Meaning.

It contains:

• A brief introduction to the Aged Care Leadership Development Project

• A summary of the consultation and research activities undertaken to develop the

strategy

• The context for leadership and leadership development in aged care including:

o Critical factors distinguishing high performing organisations

o Challenges for leadership in the sector

o Leadership development considerations

• Strategy recommendations.

Thank you for making time to read the Aged Care Leadership Development Strategy.


Aged Care Leadership Development Project

The Aged Care Leadership Development Project is managed by the Community Services

and Health Industry Skills Council (CS&HISC) and sponsored by Aged and Community

Services Australia (ACSA) and Leading Aged Services Australia (LASA).

The project is funded by the Department of Industry.

Project Goal and Objectives

The primary project goal is to determine leadership development requirements for the Aged

Care sector through engagement and consultation with relevant stakeholders.

The project will define and support a strategic approach to leadership development across

the sector, including:

• defining ‘leadership’ for the sector including, for example: levels of leadership, leadership

capabilities, leadership audiences

• identifying priority needs for leadership development

• determining benchmarks and measures of success

• designing an evaluation strategy, processes and tools

• aligning requirements for the sector with the HWA Leadership Framework

• developing Design Briefs to guide appropriate selection/design of program activities.

Research Approach

Our approach involved broad consultation with over 300 Aged Care Leaders and other

senior stakeholders to determine the challenges leaders face now and in the future, the

capabilities they require, and realistic strategic actions to provide national, sustainable

capability development. The table below outlines our approach in more detail.

What How

1. Clarifying the key

factors that shape

leadership

capability across

the Aged Care

sector

• Research into:

o industry structure and performance (focussing on the

relationship between leadership and management

capability and organisational performance), including

literature reviews and meeting with academics

currently conducting research in Aged Care

leadership

o relevant leadership theory and leadership

development

• Interviews with Project Advisory Committee members.


What How

2. Consulting with

stakeholders to

determine

leadership

challenges and

development

options.

• Conduct of:

o Ten focus groups across the country with a total of 120

Aged Care leaders from for-profit and not-for-profit

organisations. Half of the participants were from

regional, rural and remote locations.

o Workshops with a total of 129 Aged Care leaders at

ACSA and LASA Annual Conferences

o In-depth, one-on-one interviews with 20 Aged Care

leaders and stakeholders to further clarify findings and

test thinking on leadership development strategy

• Establishment and regular communication with a project

network of over 350 Aged Care leaders and other

stakeholders.

3. Investigating

relevant

leadership

development

frameworks and

resources

• Ongoing communication and alignment with HWA LEADS

Australia project.

• Research into relevant capability frameworks,

qualifications, competency standards and skill sets.

• Surveying focus group participants with regard to useful

programs and other resources.

4. Developing the

Aged Care

Leadership

Development

Strategy

• Analysis of findings from consultation and research, resulting

in:

o Clarification of leadership development audiences

o Identification of broad leadership capabilities required

across the sector

o Identification of constraints on the provision of

leadership development now and in the future across

the sector, including geography, demographics, entry

levels, job design, funding, etc.

o Determine evidence-based learning activities required

to support development of the leadership capabilities

o Identification of assessment requirements and related

activities

o Identification of resources required to establish, operate

and sustain the proposed leadership development

strategy

o Testing draft strategy with project stakeholders,

including prospective participants, peak bodies, staff

associations and relevant government bodies.


Aged Care Leadership Development Strategy Context

Introduction

The Aged Care Leadership Development Strategy has been derived from an analysis of the

industry structure and context, and target audiences for development. The analysis has

sought to identify:

• Critical performance factors that characterise the best performing Aged Care providers

• Challenges for leadership in the sector

• Leadership development considerations.

Key findings from the analysis are briefly summarised below.

Critical factors that distinguish high performers

Complex funding regulations mean that maximising revenue and managing costs rely on

capable management and sound strategic choices by Aged Care service providers.

The most successful providers (in terms of financial sustainability) optimise revenue through

strategies that include:

• A strong focus on quality of care.

• Robust and efficient systems to manage costs, service provision (including staff utilisation)

and revenue realisation.

• Selecting markets carefully where possible, and targeting demographics that can afford

extra services to reduce dependence on a single income stream.

Key levers for maximising financial performance

While data for Community Care was not available during the development of this document,

industry analysis1 of Residential Care indicates that the two key levers for controlling costs and

maximising financial returns are:

• Scale of operations, and

• Quality of management.

These factors are mutually inclusive. Scale alone doesn’t ensure a provider is viable.

Capable leadership and management makes the greatest difference to the performance of

multi-site providers.

A review of performance data indicates that despite operating with largely the same factor

costs and regulated revenue, the top performers are multi-site providers that significantly out-

perform the mid-tier and smaller operators. From a financial perspective, EBIT data shows

that:

• The top 25% of providers delivered average returns of approximately $15000 per bed per

year in 2011

1 Sources include LEK Consulting Aged Care Industry Review November 2011, Productivity Commission Report

on Caring for Older Australians August 2011


• Third quartile providers achieved an average of only $4000 per bed per year.

Discussions with Community Care providers have indicated that the larger providers have

greater potential to exploit economies of scale and scope, lowering their costs significantly.

The relationship between performance and leadership

The top performing providers have a strong focus on cost management. Labour is the most

important cost element in operating Aged Care services, and the best performing operators

use effective leadership and management to:

• Reduce, if not eliminate, the use of agency staff, and

• Focus on people retention and productivity strategies such as career development,

roster consistency and other non-financial benefits to mitigate wage growth pressure.

Challenges for leadership in the sector

Challenges for leadership in the sector are far wider than financial management alone. They

include:

Industry structure in transition

Although 65% of facility owners operate only one site, some small facilities are becoming

increasingly hard to operate as going concerns. While there are exceptions, many

organisations are in transition from a cottage industry model to operating as a sustainable

business. Aged Care leaders need to the flexibility and adaptability to look at their business

models with a view to sustainability over the long term.

Over-reliance on the clinical leadership pathway

Many Aged Care leaders are nurses who commenced their roles with little or no

development in leadership and management capabilities. If they do not acquire these

capabilities, they lack strategic focus and business acumen, and are often at risk of burnout.

Highly dynamic environment

Leaders in smaller organisations often struggle to keep across increasing demand due to the

aging population and rapid change in care standards, regulations, gerontology and other

factors.

Funding and regulatory challenges and constraints

Reforms to funding and other regulatory changes demand leaders capable of assessing how

their organisations will be affected, and how to respond appropriately.

Many leaders perceive this highly-regulated industry as restricting innovation within their

organisations and the sector as a whole. This applies to both Residential Care and

Community Care. Community Care faces particular challenges as it moves from State to

Commonwealth administration, while quality standards are introduced and it faces the

possible implementation of ACFI.

Reputation and perception of Aged Care Industry

Many Aged Care leaders express the view that Aged Care has very low status among health

services and is not attractive to potential workforce entrants. Contact with over 240 Aged

Care Leaders indicated that many appear to suffer low self-esteem and an unwillingness to


consider themselves leaders. Many will sacrifice their own leave entitlements, development

opportunities and other work conditions in favour of their staff.

Difficulties in attracting and retaining appropriate staff

Most providers, particularly those in rural and remote locations, report considerable difficulty

in attracting and retaining skilled people. This is partly structural - the sector cannot match

the higher wages and perceived easier working conditions that acute health services offer.

Workforce and succession planning

These are frequently inadequate due to the shortage of appropriately qualified people

and/or providers’ inability to provide an attractive employment offer.

Demographic issues

Aged Care leaders are predominantly female, over 45 years old and managing a workforce

that reflects the broadest diversity of cultural and linguistic backgrounds. Younger leaders

are uncommon, and often difficult to attract into the Industry for reasons suggested above.

Leadership development considerations

Consultation with leaders across the sector highlighted the following considerations with

respect to:

• leadership capabilities

• leadership development options, and

• challenges for leadership development in the Aged Care sector.

Leadership capabilities

Leaders consulted overwhelmingly supported the need for a common, comprehensive set of

leadership capabilities that:

• defines leadership capabilities for at least three different ‘levels’ of leader from front-line

to CEO.

• encompasses management skills including; delegation, financial management, human

resources management and strategic planning.

• pays special attention to the relational capabilities which are fundamental in Aged Care

• reflects an Aged Care centricity and context, with regard to the ‘concept of care’,

community context, consumer-directed care and customer focus, resources, funding,

regulations, rostering, and so on.

In discussions about leadership capabilities, many leaders sought to emphasise the distinctive

features of Aged Care, for example:

• “Aged Care is relationship based. That’s what differentiates it from other Health Sectors.”

• “This is a very different kind of work environment. I tell my people: You are coming to work

in their home. You are invited to participate in their day.”

• "I don’t consider I’m in the health industry, I’m in the life industry. Our residents aren’t sick,

they’re just old. We’re about creating a life."


• "A component of aged care is health care, but aged care is care of older people, not

necessarily sick older people. Emotional wellbeing is the most important component."

Leadership development options

Those consulted highlighted the following points in discussions about ways to develop Aged

Care leaders:

• Mentoring is an extremely valuable development option. Leaders expressed strong

support for a well-organised and resourced Mentoring program that provides access to

mentors both within and without Aged Care.

• Opportunities to communicate and collaborate with other Aged Care leaders are keenly

sought, and may include: communities of practice, networks, forums, peer-to-peer

knowledge sharing and problem solving.

• The value of face-to-face, off site workshops facilitated by high-calibre facilitators is vital

for genuine leadership development and can provide valuable contact with other

industry colleagues.

• Secondments to other organisations within Aged Care, or to other industries (e.g.

Education) or relevant departments (e.g. DOHA) may be valuable to emerging leaders –

particularly in rural/regional areas.

• Distance learning / e-learning are to be regarded and used with some caution. Most

suggest either bite-sized components or as part of larger solution only.

• Many are looking for nationally accredited qualifications that provide learning via work-

related projects, participation by multiple organisations, evaluation of change in the

workplace, and are specific to Aged Care.

Leadership development challenges

Challenges to accessing and acquiring leadership development most often raised included

the following:

• Difficulties making or taking time to participate – particularly for leaders in small-medium

regional/rural organisations.

• Costs can be a barrier, and many are unsure how to access relevant funding.

• Difficulties ensuring commitment from all relevant parties: participant, manager and

organisation.

• Varying acceptance and use of technology to support learning in the sector.


Aged Care Leadership Development Strategy

The Aged Care Leadership Development Strategy has been designed to address the needs

of leaders across the sector.

It comprises three elements:

1. A strategic vision for the development and support of leaders across the Aged Care

sector.

2. A set of underpinning principles with regard to leaders and leadership in the sector.

3. A suite of strategy recommendations designed to address the current and future

leadership development needs for the sector.

Each of the above is outlined in the sections following.

Strategic vision

Capable leadership is vital for meeting the challenges faced by provider organisations and

for the continued sustainability of the industry. The vision for the Aged Care Leadership

Development Strategy is to revolutionise the way Aged Care leaders are developed and

supported to succeed, by:

• raising the profile of leaders and leadership in the Aged Care Industry

• lifting the confidence, capacity, flexibility and adaptability of leaders across the sector

through the provision of practical, sustainable and future-focussed development

opportunities for leaders at different levels

• informing and guiding planning and decision-making concerning investment in

leadership development and applications for government funding of recommended

leadership development initiatives

• making a tangible and positive contribution to the broader recognition of the

professionalism and value of the sector as a whole.

Underpinning principles: leaders and leadership

The Aged Care Leadership Development Strategy is based on the project’s definitions and

explanations for the following terms:

• Leaders and leadership

• Leadership and management

• Levels of leadership

• Modes of leadership

Leaders and leadership

For the purposes of this strategy:

• a leader is a person with responsibility for directing or influencing the work of others, and

• leadership refers to the behaviour of those with responsibility for directing or influencing

the actions of others.


Leadership and management

For the purposes of this strategy, leadership and management are viewed as a continuum,

with a number of overlapping capabilities. The diagram below illustrates the relationship –

but please note that the capability descriptors are indicative only, and are not intended to

be regarded as the basis of a capability framework.

The balance between management and leadership capabilities varies for leaders operating

at different organisational levels. In general, a strategic focus will demand greater emphasis

on leadership capabilities and an operational focus will demand greater emphasis on

management capabilities.

Levels of leadership

Audiences for leadership development within the Aged Care sector will include leaders and

managers occupying, or aspiring to, positions within three broad levels of scope, as follows:

Level 1 Leaders

Level 1 Leaders are those with strategic responsibility for an entire organisation or division and

who will often play a role in influencing community and/or stakeholders beyond their

organisation.

In small to medium-sized organisations this is likely to be the CEO.

In medium to large-sized organisations Level 1 leaders may include general/executive /senior

managers and department heads.

Level 2 Leaders

As mid-level leaders or ‘middle management’, Level 2 Leaders are responsible for multiple

teams or an entire service/function. According to organisational size and function, these

leaders are likely to occupy positions as Director of Nursing, Care Manager, Facility Manager,

Hotel Services Manager, Quality Manager and so on.

Relationship of leadership and management capabilities

leadership

influence

inspiration

resilience

direction

transformation

strategic thinking

empowerment

advocacy

creativity

motivation

innovation

trust management

accountability

performance

delegation

supervision

planning

finance

monitoring

evaluation

team building

systems thinking

common

integrity

communication

sector knowledge

self management

relationship management

professional competence

people development

collaboration

role modelling

decision making

negotiation

flexibility

Leadership and management are

viewed as a continuum with a

number of overlapping

capabilities.

Please note that

the capabilities

displayed are

not conclusive

and are for

inidicative

purposes only


Level 3 Leaders

Often referred to as ‘front line’ or ‘first line’ managers, Level 3 Leaders are likely to be

responsible for the activities of a small team on a part-time or full-time basis. In an Aged Care

context, depending on the size of the organisation and the services provided, these people

may often be Care Co-ordinators, Registered Nurses or Team Managers.

Modes of leadership

Despite a plethora of leadership and management theories suggesting a ‘right’ way to lead,

the Aged Care Leadership Development Strategy supports the view that, first and foremost,

leadership is personal, and that developing leadership involves encouraging and assisting an

individual to become the leader that only she or he can be. Blind adoption of the latest

leadership fad is unlikely to yield sustainable behaviour change.

Leadership is also organisational. Leaders lead within an organisational context. The

organisation provides the system and the range of relationships within which leadership

actions take place. Developing leaders involves equipping people to lead and manage in

their organisational context. Leadership and management styles will then necessarily vary

according to individual preferences, strengths and organisational circumstance.

Based on our consultation with leaders across the sector, the following well-researched and

complementary leadership approaches are particularly relevant to the Aged Care Industry

at this time, and we recommend they be reflected, as appropriate, in the style and content

of the resources and activities that comprise the Aged Care Leadership Development

Strategy.

Authentic leadership

Authentic leaders demonstrate extraordinary integrity, a profound sense of purpose and a

commitment to their personal values. They foster trusting relationships and design

organisational structures and systems to enshrine core values and uphold ethical standards.

Levels and capability mix for Aged Services leadership

Leadership capabilities

Managerial capabilities

Common capabilities

Level 3

Front line, operational focus,

leading one team

Level 2

Whole service focus, across teams and/or

functional area

Level 1

Multiple service focus, across an organisation

and with wider communities


Adaptive leadership

Adaptive leaders drive deep change by enabling and encouraging groups of individuals to

take on tough challenges and thrive. They do this by discerning the essential from the

expendable and stimulating genuine creativity to unseat the status quo.

Transformational leadership

Transformational leaders are leaders of vision who are able to inspire, challenge, stimulate,

motivate and support followers to lift them to higher levels of performance and greater job

satisfaction.

Strategy recommendations

The suite of strategy recommendations provides a blueprint for achieving the strategic vision

outlined and addressing the development needs of Aged Care leaders in the context of the

current and future challenges faced by the sector.

The diagram overleaf provides an overview of the recommendations which comprise the

Aged Care Leadership Development Strategy and an indication of the nature of their

relationship with each other. Explanatory information for each strategy component is

provided on the following pages.


Assessment support and capabili es maintenance

Aged Care Leadership Development Strategy Diagnosis and planning Leadership development ac vi es

Mentoring

Self

Assessment

Leadership

capability

diagnos c

360o

Assessment

Leadership

capabili es

Leader‐

ship

resources

Toolbox

Self

Assessment

Leadership

capability

assessment

360o

Assessment

Leadership

capabili es

Coaching

Mentoring

Support and coordina on of coaching

Support and coordina on of mentoring

Coaching

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Aged Care Leadership Development Strategy components

Australian Aged Care Leadership Development Centre

The Australian Aged Care Leadership Development Centre (working title only) provides an

essential platform for access to, and provision of, the strategy recommendations.

The Centre will house, promote, manage and maintain all recommended resources and

activities, and will provide a public presence to elevate the profile of leaders and leadership

development in the Aged Care sector.

Without an agreed, common gateway to quality leadership development resources and

activities, the Aged Care Leadership Development Strategy is unlikely to gain sufficient

traction to attract and retain sector participation, and will not be sustainable.

The Centre is intended to be a new organisation or part of an existing organisation, which

could be virtual or otherwise. Decisions regarding Centre ownership and funding will be the

subject of future discussions with stakeholders.

While maintaining a strong Aged Care sector focus, the Centre will provide a valuable

interface with the broader health and community services sectors to enable collaboration on

and/or alignment with cross-sector leadership development initiatives where appropriate.

Possible Terms of Reference for the Australian Aged Care Leadership Development Centre

are provided as Appendix A.

Entry points

Existing and emerging leaders may access The Centre and its activities through a variety of

channels including, but not limited to, the following:

• Peak bodies: Aged and Community Services Australia (ACSA) and Leading Aged Services

Australia (LASA)

The Aged Care peak bodies will play a vital role in encouraging participation in

leadership development activities via the Australian Aged Care Leadership Development

Centre.

• Aged Care Workforce Innovation Network: Reform Ready Review

The Aged Care Workforce Innovation Network (WIN) offers a ‘Reform Ready Review’

(RRR) to enterprises in nine regions across Australia. Reviews are conducted by a WIN

Business Partner provided by the Community Services and Health Industry Skills Council

(CS&HISC). Business Partners assist CEOs and Boards to identify key actions for ensuring

the sustainability of their organisation into the future.

The RRR process includes consideration of organisational leaders’ and managers’

capacity to lead change, and, as such, provides a logical segue to introduction of

Australian Aged Care Leadership Development Centre offerings.

As an entry point to the WIN Reform Ready Review process will:

o position leadership development within the organisational/environmental context

o attract leaders who are ready and willing to change

o assist with identification and recruitment of participants in regional proximity.

• Regional Innovation Projects


• Community Services and Health Industry Skills Council’

• Centre marketing and promotions.

Australian Aged Care Leadership Capability Framework

The Aged Care Leadership Capability Framework will define the underpinning knowledge,

skills, abilities and behaviours necessary for effective leadership of, and within, Aged Care

organisations.

The Framework will define capabilities according to the three levels previously described (see

‘Levels of Leadership’). Capabilities will reflect the interdependence of management and

leadership activities, appropriate to each level.

The capabilities will be mapped to the HWA LEADS framework.

The Aged Care Leadership Capability Framework will offer a range of benefits to individuals,

organisations and the sector as a whole.

For the individual, the Capability Framework will:

• provide benchmarks for self-assessment and development planning

• provide a common language and shared understanding of expected leadership

behaviour for the sector

• map to industry skill sets and qualifications to further support professional development

and employability

For Aged Care organisations, the Capability Framework will be useful for:

• benchmarking the organisation’s leadership performance

• development planning

• recruitment

• succession planning

• an input to performance management.

The Capability Framework will benefit the Aged Care sector by:

• identifying common and transferable aspects of sector leadership

• supporting effective recruitment strategies and pathways from outside the sector

• benchmarking professional standards

• enabling the design of leadership development initiatives that address sector

requirements and acknowledge the sector context

• promoting the development of a skilled, flexible and mobile leadership cohort

• expediting leadership-related development processes including performance reviews,

recruitment and succession planning.

• increasing the leadership qualifications in the sector by mapping to industry skill sets and

qualifications, and the HWA LEADS framework, to further support professional

development.


Leadership capability diagnosis

Leadership capability diagnosis will identify an individual’s areas for development based on

the Aged Care Leadership Development Capability Framework. Diagnosis will also identify

an individual’s potential willingness and readiness to learn, and their capacity to participate

in development activities. Capability diagnosis can also help support the transition of leaders

from other industries transition to Aged Care roles.

The diagnostic process will determine the leader’s level and his/her individual needs.

Two core diagnostic tools will be developed to assist leaders in identifying their individual

development needs. Each is briefly explained below.

Self Assessment Tool

The Self Assessment diagnostic tool will assist leaders to consider their own leadership

behaviour against the Capability Framework.

360° Assessment Tool

The 360° Assessment diagnostic tool will assist staff, peers and superiors of leaders to evaluate

the leader’s behaviour against the Capability Framework.

Debrief and development planning

The Centre will allocate a coach to meet/talk with the leader for the purposes of debriefing

diagnostic outcomes and helping the leader prepare a development plan suitable to their

needs. The coach will provide advice regarding development options to suit the leaders

needs and a plan will be agreed.

Development activities

The development activities recommended as part of the Aged Care Leadership

Development Strategy are:

• Leadership Resources Toolbox

• Leadership Program Level 1



• Coaching

• Mentoring

Each will support Aged Care leaders to develop capabilities identified in the Australian Aged

Care Leadership Development Framework as relevant to individual and organisational needs.

All will be designed to encourage authentic, adaptive and transformational modes of

leadership as appropriate.

Leadership Resources Toolbox

The Toolbox will provide and/or recommend relevant and accessible leadership-related

resources to support development of identified leadership capabilities.

Toolbox resources are likely to include books, articles, podcasts, webinars, short courses,

seminars, models, processes, forums and other identified opportunities for leadership

development and support.


Leadership programs

Three Aged Care Leadership Programs will be developed to support the development of

capabilities at each level. Programs will be designed to provide a transformational learning

experience.

Level 1 and 2 programs will complement rather than compete with graduate management

education due to their structure, accessibility and approach. They will each offer a

challenging, profound and intimately rewarding learning journey that is innovative, spacious

and highly relationship-focussed.

All three Aged Care Leadership Programs will be designed with the following features:

• significant time spent face-to-face with fellow participants including opportunities to form

networks and to learn from peers

• highly experiential learning activities with an emphasis on reflective practice and

workplace-based application

• an inter-related sequence of core and elective activities over a period of 9-12 months

• a variety of learning opportunities including:

o facilitated workshops

o web-based two-hour ‘roundtables’ with topic experts (Levels 1 and 2 only)

o peer networks for ongoing discussion, support and project work

o coaching (see below)

o mentoring (see below)

• a combination of personal and professional development with a strong focus on

‘leadership of self’ as well as ‘leadership of others’.

• highly-skilled facilitators who are able to:

o maintain neutrality and inclusivity

o recognise and name group dynamics

o facilitate challenging discussions, and to

o assist individuals to identify and work on unhelpful patterns of behaviour in themselves

and others.

• a requirement for explicit, continuing organisational support. Participation in a program

would be contingent upon the involvement and support of the organisation, including,

for example:

o formal sign-off on participation from management and/or board

o regular progress check-ins with the participant’s superior and/or board

o work time allowance for development activities

o opportunities to apply learnings in the organisation, i.e. to practice ‘on’

• strong support for transfer of learning by providing multiple points of transfer to the

participants’ organisations including:

o encouraging peers or ‘intact teams’ to attend together such that participants are not

just involved as an individual, they are involved as their organisation, or regional

network.


o action learning projects that drive real outcomes

o inviting ‘significant others’ to participate in events/workshops, for example a board

chair, manager or direct report/s.

• recognition that participants must be ‘ready and willing’ to do the program. The

foundation/orientation workshop would be designed to help those who aren’t quite

ready, to get ready.

• a strong Aged Care Industry focus. Program content and activities will be clearly attuned

to the context of the Aged Care Industry and will assist participants to reflect on and

address current sector challenges.

• workshops offered in regional ‘hubs’ as well as metropolitan areas to facilitate access for

leaders in rural and remote areas.

Coaching

Coaching will be available in two ways, according to identified need:

• as part of an Aged Care Leadership Development program

• as a stand-alone offering to those not undertaking a program.

In general, coaching will be:

• focused on identified, work-related, development areas/issues

• provided by an experienced, paid, leadership coach who may/may not have direct

experience of the recipient’s role but will have relevant leadership experience and sound

coaching skills

• focussed on improving the individual’s performance in their current role

• a set duration or number of sessions.

Mentoring

Mentoring will be available in three ways, according to identified need:

• as a stand-alone offering to those not undertaking a program

• as an ongoing support to those completing a program

• as through-program support.

In general, mentoring will be:

• a long-term arrangement during which both people can learn about each other and

develop a trusting relationship

• less formal than coaching and can take place as and when the mentee needs some

advice, guidance or support

• relationship-oriented, providing a safe environment in which the mentee can share

whatever issues are affecting his/her personal and professional success.

• provided by a more senior person who is not the participant’s direct superior, and who

may be internal or external to the participant’s organisation or the Aged Care sector

• focused on career and personal development.


Assessment

Post-development assessment offers an opportunity for participants and organisations to

reassess leaders against the same capabilities to provide a ‘before’ and ‘after’ comparison.

It will also provide significant input to the ongoing evaluation of the leadership development

strategy.


Conclusion

The present and future for leaders in Aged Care is incredibly challenging. There is broad

agreement across the sector that leadership capability and capacity need urgent

development support.

The Aged Care Leadership Development Strategy offers a sustainable, measurable, flexible

and effective way of revolutionising leadership development across the Aged Care sector.

Just as traditional Aged Care organisational structures, operations and resourcing will not

deliver the services required for the future, a traditional training approach will not deliver the

leadership and management capabilities required.

Leadership development is needed that challenges prevailing mental models, equips

participants with tools to analyse their situation and then to shape their organisation’s

strategy and operations creatively and effectively.

Furthermore, Investing in leadership development will be a waste of time and money without

a centre to support, coordinate and evaluate leadership development across the Aged

Care sector. To deliver value, the Aged Care Leadership Development Strategy demands

collaboration between government bodies, providers, peak bodies, the industry skills council

and other stakeholders.


Appendix 1

Possible Terms of Reference for the Australian Aged Care Leadership Development Centre

The Centre exists to grow leadership capability across the Aged Care sector to support the

significant regulatory, industrial and demographic changes occurring in the sector, through

the provision of development initiatives designed specifically for leaders in the sector.

It will do this by:

• Maintaining the Australian Aged Care Leadership Development Capability Framework

• Ensuring the design and delivery of development programs meets agreed outcomes and

national quality standards

• Managing the tendering of national Aged Care leadership development programs and

other initiatives

• Obtaining the best value for money from suppliers, using expert understanding of the

sector’s development needs, industry structure and context, and regulatory framework.

• Ensuring development supports the attainment of appropriate nationally-recognised

qualifications for leaders in the Aged Care sector.

• Providing guidance on appropriate leadership development pathways for Aged Care

leaders, and advice on appropriate leadership development to Aged Care Providers,

professional bodies, etc.

• Supporting the design, development, implementation and maintenance of specific

national leadership development programs.

• Sharing leadership development resources across the sector

• Evaluating leadership development initiatives.

• Managing leadership development program supplier performance.

• Identifying leadership development needs in the Aged Care sector.

• Developing strategies for addressing leadership development needs in the Aged Care

sector.

• Directing the selection, development, assignments and ongoing support of coaches and

mentors involved in Aged Care leadership development programs.

• Promoting leadership development opportunities and initiatives to the sector

• Advising/accessing/allocating funding for approved leadership development activities

• Representing Aged Care leadership interests to the wider health industry and other

relevant stakeholders (e.g. HWA), tertiary and other education providers, etc.

To avoid conflicts of interest, the Centre must not be a Registered Training Organisation.

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