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TRANSCRIPT
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 Page 2 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
ACLD Strategy_30 June 2013 Page 3 of 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.
ACLD Strategy_30 June 2013 Page 4 of 22
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.
ACLD Strategy_30 June 2013 Page 5 of 22
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.
ACLD Strategy_30 June 2013 Page 6 of 22
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
ACLD Strategy_30 June 2013 Page 7 of 22
• 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
ACLD Strategy_30 June 2013 Page 8 of 22
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."
ACLD Strategy_30 June 2013 Page 9 of 22
• "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.
ACLD Strategy_30 June 2013 Page 10 of 22
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.
ACLD Strategy_30 June 2013 Page 11 of 22
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
ACLD Strategy_30 June 2013 Page 12 of 22
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
ACLD Strategy_30 June 2013 Page 13 of 22
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.
ACLD Strategy_30 June 2013 Page 14 of 22
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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Peer networks
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Debrief
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Guides
Diagnos cs
Calculators
Checklists
Publica ons
Networks
Discussion
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Standards
Other programs
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Development Centre
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ACLD Strategy_30 June 2013 Page 15 of 22
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
ACLD Strategy_30 June 2013 Page 16 of 22
• 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.
ACLD Strategy_30 June 2013 Page 17 of 22
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
• Leadership Program Level 2
• Leadership Program Level 3
• 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.
ACLD Strategy_30 June 2013 Page 18 of 22
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.
ACLD Strategy_30 June 2013 Page 19 of 22
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.
ACLD Strategy_30 June 2013 Page 20 of 22
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.
ACLD Strategy_30 June 2013 Page 21 of 22
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.
ACLD Strategy_30 June 2013 Page 22 of 22
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.