QRS is a family owned group consisting of five residential care facilities where I was responsible for management of two of these sites. These consisted of 78 high and 39 lower care residential licenses. Whilst responsible for the management of day-to-day operations, including support and supervision of the clinical manager and her team, I was also seconded to a number of strategic focus groups at the corporate level. Two of these are the return of the previously outsourced hotel services (cleaning, laundry and catering) to direct management by QRS and the upgrade of the organisations IT infrastructure and key software applications.Initially employed as a change manager, I brought my previous experiences and learnings to the group where on commencing; was presented with and accepted the challenge of the joint facilities manager. Some of these challenges were: over the previous two years, both sites had a number of managers, the consolidation of two previously separately managed sites with often, disparate management systems and processes and identifying and supporting ACFI uplifts have provided substantially enhanced resident outcomes.As an early adopter, I oversaw the introduction of an electronic management system for clinical care, the introduction of an electronic medication management system and was a driver of change with our electronic rostering system – in particular, the introduction of a SMS text feature enabling a responsive and timely management of backfilling filling vacant shifts. This feature proved to be invaluable and a key communication tool that kept members and NOK informed and up to date during a lockdown of one of the facilities due to Gastro symptoms.

ACHIEVEMENTSManagement of 110-bed aged care facility and 76-unit co-located retirement villageOversight annual operating income of $9m - operating expenses of $8.2m - turn-around of budget from deficit to projected $800k surplus within 2 years, by: Improved management of capital,infrastructures, Investing in preventative (rather than responsive) maintenance, revising rosters, focussing on ACFI upgrading, increased focus on debtors, remove dependency on agency staff to zero,Re-engagement of previously disenfranchised Client groupsDelivery of hospitality and clinical objectives. Achieved zero accreditation issues.Maximised income, through: effective engagement with ACFI, providing visible leadership and aged care expertise within the community, maintenance of a 99.5% occupancy rate, focus on balancing bonds and concessional income, managing up to 160 staff, including senior direct reports, including:Recruitment, selection and management of performance related issues, managing roster realignment to meet contemporary staffing benchmarks, zero Industrial Relations issues throughout tenure Attracted outstanding senior talent to relocate because of facility’s stellar reputationDirectly led the largest evacuation of an aged care facility in Australian history and then managed reconstruction of infrastructure at site level and repatriation of residents post-floodRESPONSIBILITIESFacility Management• Business development, accreditation applications, funding applications and marketing• Risk management and legislative compliance • Contract negotiation• Overseeing staged development and upgrade of infrastructure• Managing the procurement and the asset lifecycle, including: Asset depreciation, scheduling preventative maintenance, budget oversight • Ensuring that assets and infrastructure support OHS compliance• HR Management and personnel leadership• Providing a highly approachable style of management

Reporting directly to and working intimately with the Board, was independently responsible for the day-to-day management and operations of the organisation's activities and accountable for the financial success of 11 cost centers. I lead and managed a workforce of 60 and a volunteer base of 50, and worked closely with a senior management team of six.My areas of accountability were:Business PlanningMarketingClient satisfactionFinancial ControlRisk Management and Legislative Compliance (Federal, State and Local)Human Resources ManagementHealth, Safety and EnvironmentAccounts and Administration

ACHIEVEMENTS•Achieved re-engagement of previously disenfranchised client group, through:• Introduction of support groups focusing on wellbeing (as opposed to the illness)• Through increased confidence of external agencies, increase in client numbers • Expansion of the catchment area to reach isolated clients •Organised successful fund-raising events with synergistic community education benefits •Evolved role from case management to community development modelRESPONSIBILITIES• Case Management• Developed a reliable support network for clients• Educating clients, families, carers and the community on related health issues• Management of Volunteer network• Referrals to relevant support agencies (Govt and NGO)

TVET - Hospitality