The role of an executive board in driving chagne



Curtin Care is a not-for-profit provider of residential aged care and retirement living solutions in Western Australia, with a voluntary board undertaking some executive functions.
Whilst appropriate when the organisation was smaller, changes to the aged care legislation, organisational growth and the prospect of undertaking a large capital works program, highlighted to the Board that it was critical to review the organisations capabilities and redefine the role of its directors, to ensure future operational sustainability and successful delivery of the redevelopment.
This presentation highlights the unrealistic reliance on a small group of individuals to manage the organisation in a time of change, and the challenges and actions undertaken by the board to address its governance responsibilities and transition to building future capability and strategic leadership, in a dynamic and increasingly complex aged care environment.
Strategies used to build knowledge, capability and resilience during periods of significant change will be discussed.


Michael Jones

Curtin Care

Michael is Deputy Chair of Curtin Care, a West Australian not-for-profit provider of residential aged care and retirement living and a Chartered Accountant with broad corporate, board and governance experience across oil & gas, financial & taxation services, arts, hospitality and aged care. He currently runs his own business consultancy.