In the world of aged care, the word care must go beyond the services we provide to residents. It must extend to the people who provide that care every day. That principle has guided much of my leadership at St Basil’s NSW/ACT over the past few years.
When I first joined St Basil’s, it was not under easy circumstances. The organisation was facing significant challenges, including serious governance gaps and an erosion of trust both internally and externally. Staff morale was low, compliance was inconsistent, and the broader aged care sector was in crisis. Like many organisations, we were contending with the aftershocks of the Covid-19 pandemic, changing regulatory standards, and widespread workforce shortages.
It was in that environment that I made the decision to step in. Not because the path was easy, but because the mission was deeply meaningful. St Basil’s had a long and proud history, and I believed that with the right leadership, culture and systems, it could also have a strong and credible future.
Rebuilding starts with listening
The first step in rebuilding was not to implement new strategies or launch big initiatives. It was to listen. I spent time across our homes speaking directly with frontline staff, residents and their families. What I heard was consistent: people cared deeply, but they felt disconnected, unsupported and unheard. Trust had been fractured.
From that point on, our approach centred on transparency, inclusion and genuine engagement. We made space for honest conversations. We invited feedback from all levels of the organisation. Most importantly, we committed to action, not lip service.
Strengthening governance and supporting people
We knew that to truly change, we had to address the structural and cultural gaps simultaneously. On the governance side, we restructured our leadership and operational teams, brought in experienced professionals, and focused on compliance not as a checkbox, but as a cultural norm. Clear accountability was re-established, and we invested in ongoing training and systems improvement.
On the people side, we made deliberate decisions to direct investment to where it mattered most, our staff. That meant lifting standards, yes, but also lifting support. We prioritised wellbeing, communication and recognition. We implemented new forums for internal feedback and enhanced our onboarding and training programs. We are proud to have reached full compliance across all homes.
We also engaged with our union partners, and through collaboration, achieved an approved enterprise agreement that better reflects the needs of our workforce. That alone was a significant cultural shift. It signalled that we were serious about partnership and mutual respect.
Cultural change is continuous, not campaign-based
Cultural change is often portrayed as a bold new campaign or sweeping transformation. In reality, it’s built day by day, through consistency, humility and a willingness to evolve. We didn’t brand our changes with flashy slogans or internal marketing campaigns. Instead, we focused on what matters most: the everyday experience of working at St Basil’s.
Are our people being supported by their leaders? Do they feel respected, included and safe? Can they see how their voice shapes our decisions? These are the questions we ask ourselves continually, and they are the measures we use to evaluate progress.
The role of values in recruitment and retention
One of the biggest challenges in aged care is recruitment, especially as the sector continues to grow but struggles with workforce supply. We’ve taken a different approach at St Basil’s. Rather than focusing solely on job ads or recruitment bonuses, we’ve leaned into our values.
People want to work where they feel they can make a difference. They want to know that their leaders care, that they will be supported through challenges, and that their role has purpose. By investing in our culture, we’ve attracted people who align with our mission and people who stay because they see themselves as part of something bigger.
Yes, workforce pressures remain. We are constantly working to fill roles and plan for future growth. But we believe the best recruitment strategy is a strong culture because word of mouth from staff is more powerful than any campaign we could run.
Proud of the progress, always evolving
I often say to our team: we are proud, but we are not finished. There’s always more work to do, and our commitment to improvement is not tied to compliance deadlines or media cycles. It’s embedded in who we are and how we lead.
Leadership in this sector isn’t about having all the answers. It’s about being open, staying grounded in values, and doing the work, especially when it’s hard. I’m incredibly proud of our team members at St Basil’s. Their resilience, care and commitment have driven the transformation we’ve seen.
Ultimately, our goal is simple: to ensure that everyone – residents, staff and families – feels safe, respected and valued. Because aged care is people care. And that starts from the top.
Diana Horvatovic is the chief executive officer of St Basil’s NSW/ACT
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