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In the final part of our special edition of the Leadership Talk 2026 series, providers share what they think year two of the new Aged Care Act will look like.
You can catch up on parts 1 and 2 here. Part 1 looked at the key challenges experienced by providers in the first year of reform and Part 2 looked at the initiatives, strategies and programs providers have tried since the Act commenced.
Each of the three parts is published in two tranches. This is the second tranche of Part 3.
The third question is:
What are your key plans for year two of the new Aged Care Act? How optimistic are you feeling about a viable and sustainable future?
Read the responses below.
Rachel Argaman, CEO of Opal Healthcare
“Year one was about implementing significant reform; year two is about embedding the reforms, strengthening assurance and continually improving how they work in practice.
“Our focus will increasingly shift from putting new processes in place to testing how well they are working and strengthening them where needed. Food and nutrition is a good example, it has always been central to resident wellbeing and we will keep lifting our approach in line with the strengthened quality standards.
“We’re optimistic about the future and look forward to continuing to work collaboratively with the sector, government and regulator to deliver better outcomes for older Australians, while advocating for an environment that gives providers the confidence and capacity to keep investing in quality care and meeting future demand.”
Chris Mamarelis, CEO of Whiddon
“Year two is about stabilisation. Our people have had an extremely demanding year, and our first priority is to give them room to breathe, embed the changes already made and regain their focus on what they do best: caring for senior Australians and innovating our aged care offering. That means being deliberate about the pace and sequencing of new initiatives, so the ones that improve care and strengthen our model move forward without overloading teams. It also means better use of our systems to carry the administrative load, and continued investment in training, leadership development and wellbeing so people feel supported, not stretched.
“At the same time, we must keep driving impact through the work we do, further embedding our Relationship Based Care approach, operationalising several trials and commencing new resident- and client-focused programs.
“We will build on our existing sustainability measures. In the short term, that means strengthening operational performance and using our technology and data to improve outcomes. In the long term, it means focused investment in growth, evolving our models of care and building resilience across the organisation. Reform has demanded a strategic response on infrastructure planning, growth and Support at Home. We are well placed to keep responding to its consequences. Whiddon will not just weather the storm, I know that we will emerge a stronger organisation.
“I always remain optimistic about Whiddon, the work we do and the people who are the organisation, as this is what truly matters. However, the sector as a whole continues to suffer unnecessarily due to challenging funding decisions and a fragmented health system overall. We need more radical change, more commitment from the health and aged care industry as a united voice, and the forces that will drive it, to realise the aspirations of the royal commission.”
Michael Elias, CEO of Clayton Church Homes
“Our focus for year two is on embedding the reforms, strengthening quality outcomes and ensuring we remain financially sustainable in an increasingly complex environment.
“We will continue investing in our people, enhancing resident and client experiences, leveraging technology and pursuing strategic growth opportunities that meet the changing needs of older South Australians.
“I am cautiously optimistic about the future. Demand for aged care services continues to grow, and the reforms are driving positive change. However, long-term success will depend on ensuring funding arrangements remain sustainable and recognise the true cost of delivering high-quality care.
“The sector has demonstrated remarkable resilience and adaptability over recent years. If providers, government and the community continue to work together, I believe we can build a stronger and more sustainable aged care system for future generations.
“The first year of reform has tested the sector, but it has also reinforced our commitment to improving the lives of older Australians. The direction of reform is positive. The challenge now is ensuring providers have the funding certainty and support needed to deliver on those expectations sustainably.”
Kane Singh, chief operating officer, aged and community services of Anglicare Southern Queensland
“In year two, Anglicare Southern Queensland will focus on embedding aged care reform into everyday practice, with an emphasis on person-centred care planning, stronger care pathways and systems that allow our people to spend more time supporting older Australians.
“We are continuing to embed our client management system and introducing a new rostering platform, planned for November, to improve worker-client matching and travel efficiency. These changes are particularly important in regional communities, where distance and workforce availability can make service delivery more complex.
“We will also continue advocating for funding that reflects the actual cost of delivering quality care. In communities such as Roma and other thin markets, fee-for-service arrangements alone may not sustain essential services. Funding needs to recognise regional delivery costs and the importance of culturally safe, trauma-informed care. We also want to see timely, accurate government guidance, systems ready before new requirements take effect, and faster pathways for urgent equipment and home modifications.
“I am cautiously optimistic about the future. The reforms offer an opportunity to strengthen accountability, transparency and older people’s rights. Fully funded personal care from October is also a welcome development for clients.
“However, the sector’s long-term sustainability cannot be taken for granted. Providers need adequate funding, a stable and skilled workforce, and regulatory requirements that improve outcomes without creating unnecessary administrative costs.
“Anglicare Southern Queensland will continue working to deliver trusted care, including in communities with limited alternatives, while advocating for a system that is financially viable and genuinely responsive to older people’s needs. Reform must ultimately deliver better care and a sustainable future for the people and communities who depend on it.”
Darren Birbeck, CEO of Resthaven
“Our priority for year two is to continue delivering high-quality care while ensuring Resthaven remains financially and operationally sustainable. I remain optimistic about the future of aged care, but that optimism needs to be balanced with realism. We will continue to focus on improving our systems and processes to ensure that we deliver outstanding care and support for older people. The needs and aspirations of older people are changing, and we want to evolve and adapt to meet them.
“At the same time, we will continue to support our peak bodies, such as Ageing Australia and Uniting Care Australia, in advocating for a more sustainable and less bureaucratic aged care system. It seems that in trying to accommodate the views and concerns of every stakeholder in the new Aged Care Act, there is a risk that we have created a system that is overly complex and prescriptive.
“The demographic challenge is significant. In less than a decade, the number of Australians aged over 85 is expected to exceed 1 million. We will need more residential aged care places, more home-based support and a workforce capable of meeting that demand.
“The government is asking the sector to build more aged care beds while, at the same time, the latest funding increase does not keep pace with wage and cost increases. That makes investment in new capacity considerably more difficult. Providers cannot build sustainable services if the funding available does not cover the cost of delivering them.
“I believe the priority should therefore be to review the reform system holistically rather than continually adding new layers of regulation and requirements. We should ask of every major initiative: What outcome was it intended to achieve? Is it achieving that outcome? What does it cost to administer? And could the same or better outcome be achieved in a simpler way?”
Sandra Hills, CEO of Benetas
“In year two, Benetas’ focus shifts from implementation to optimisation. We want to strengthen how we operate, improve utilisation of services, support our workforce and streamline unnecessary administration so teams can stay focused on clients.
“We will continue to grow CHSP and Support at Home and build on areas where Benetas can differentiate. There are still workforce challenges, pricing and the cost of care delivery, but home care is moving beyond simply managing reform.
“Residential services will focus on continuing to build capability within the workforce. In a caring industry, measurable productivity gains are difficult to measure but we believe the development and retention of a highly skilled and capable workforce will set organisations apart.”
Sharon Ruddleston, executive director and general manager of Freewave Aged Care
“Our focus for year two is to continue building a sustainable model of aged care centred on high-quality, personalised care, genuine choice and accessibility.
“We will continue strengthening our workforce, clinical capability, governance and community partnerships, while remaining lean and agile enough to respond quickly as the system continues to evolve.
“Regional access will also be a significant focus. We are expanding our presence across the Southern Highlands, Southern Tablelands and Eurobodalla, with an emphasis on genuine local presence, local workforce development and strong community and provider partnerships.
“We want to demonstrate that where someone lives should not determine the quality, responsiveness or choice of aged care available to them.
“I am optimistic about the future of aged care. Reform gives us an opportunity to lift expectations across the sector and challenge the status quo.
“But sustainability requires more than a new Act or a new funding model. It requires providers to take responsibility for delivering quality care, government to remain responsive to what is and isn’t working, and a system that older Australians can both access and afford.
“If we get those fundamentals right, we have a genuine opportunity to build an aged care system that older Australians can have confidence in.”
This article is part of our 2026 Leadership Talk series featuring senior executives in the aged care sector.
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