Over this time while reporting to the Chief Executive Cara has grown from a c$70m enterprise with 730 employees to c$90m with over 1,100 employees across 100 locations in South Australia. Key OutcomesReduced median time to hire by 63%Reduced LTIFR by 50%Reduced staff vacancy rate by 55%Increased Cert III completion by 25% Principal Accountabilities • Drive cultural transformation and change initiatives through engagement with Board, Executive, General and frontline Management. • Develop and execute organisational strategy, ensuring high levels of team awareness through communication, transparency and aligned operational plans. • Enable organisational growth through strategy creation and execution, brand development and promotion, and strategic workforce planning. • Apply executive thinking and ownership to assure the organisation maintains its NDIS accreditation. • Develop and continually improve analytics to enhance organisational insight and customer outcomes.Relevant Achievements• Orchestrated and executed a digital brand development and talent attraction strategy that increased followers by 55%, unique visitors by 69%, and page views by 60% and in regional areas reached 17,000 unique visitors at a cost of $0.03 per user. • Developed and executed strategic cultural workforce plan that increased staff engagement by 19% to 89%. • Orchestrated a restructure of 130 staff that was executed without any significant negativity (from customers, employees or unions) and maintained strong employee engagement throughout implementation. • Drove a rostering centralisation program over a 6-month period for 1,100 people at over 100 service locations resulting in a reduction of $500,000 in annual operating expenses. • Orchestrated the development of a Covid-19 internal contact tracing dashboard that identifies close contact between 1,100 staff and 750 customers over 100 different locations within seconds.

Reporting to the Executive Manager Organisational Development with coverage for 500 employees at 32 metropolitan and rural community care and independent living locations. Key OutcomesTotal HR cost:revenue 1.3%Monthly HR Cost per headcount $173Total monthly HR Cost per FTE $260Average cost per contract $1,220Median time to hire 22 calendar days Principal Accountabilities• Improve employee engagement through the negotiation of Enterprise Agreements, review and improvement of recruitment strategy, employee value proposition, reward and recognition programs and innovative training and development programs.• Partner with Executive Team members to deliver robust people outcomes aligned to organisational values and requirements. • Champion major organisational change initiatives through the provision of expert advice, workforce analysis and programs that develop capability and capacity. • Lead the Executive Team and senior managers through strategic workforce planning and succession planning activities that align with strategic requirements. • Drive the creation and implementation of an Organisational Development plan that aligns people capability with the needs of consumer directed care and retirement living clients. Relevant Achievements• Drove implementation of a cultural assessment tool that increased engagement between 12.5%-17.5% and provided an ROI between 25-30%. • Orchestrated the development of a cultural reinduction program to align all employees with implementation of individualised funding. • Drove the development of a Cultural Leadership Competency Framework to align performance with customer expectations.• Created a Diversity & Inclusion customer experience framework centred on “lived experience”.• Developed and provided change management training to 40 senior leaders improving performance by 5% and providing an ROI of 25%. • Led the successful negotiation of an Enterprise Agreement covering 300 people.

Reporting to Manager People & Culture during an acquisition in July 2012 that increased employees by 600 and a divestment of services in July 2015 that reduced headcount to 500. Relevant Achievements• Developed and executed a change management plan over a 4-month period to successfully support the sale of all residential care facilities worth c $150 million and affecting 1,600 employees.• Championed strategic and operational workforce plans that reduced agency use by 75%. • Created a talent identification strategy that reduced reliance on external talent hires by 33%. • Drove implementation of new recruitment software that reduced recruitment labour costs by 50% and maintain average time to hire at 22 calendar days. • Drove the expansion of the organisation’s leadership program by 300% over a two-year period improving leadership capability by 10% providing an ROI of 53%. • Orchestrated an increase of 200% in monthly applications through the execution of a talent attraction program that combined targeted multimedia advertising and digital retargeting technology.

Reporting to Manager Human Resources while leading the payroll and employee relations functions for 1,300 people at over 30 locations throughout SA.Relevant Achievements• Drove implementation of pre-employment medical process which eliminated workplace injuries in staff hired post implementation for 3 years. • Developed and executed the resolution of a technical wages claim affecting more than 2,000 people over a 6-year period. • Led the negotiation of an Enterprise Agreement covering 1,300 people, replacing three Modern Award, five template ITEA/AWA instruments and aligning processes across three separate business areas. • Developed and executed payroll and rostering integration strategy to ensure strategic acquisition worth c$60m with 600 staff was successful. • Championed investment in leadership quality and performance management system to increase manager capability by 30% providing an ROI of 58%. • Drove process improvement to increase the efficiency of processing monthly superannuation payments by 35%, back pays by 85% and sick leave records management by 45%.

Reporting to the Executive Director of Nursing, multi-site leadership responsibility for 120 residents and 100 staff.Principal Accountabilities• Maintain productive and collaborative partnerships with existing and future residents and their families/decision makers and local acute, sub-acute and other professional service providers.• Ensure accreditation through the adoption of continuous improvement principles and positively engaging in internal audit. • Develop, execute and monitor strategic, operational and change management plans.• Ensure that set financial, quality and people KPIs are met. • Ensure the risk register and management plan remain current, with mitigating strategies reviewed and evaluated. Relevant Achievements• Drove acute sector engagement program to promote facility as a destination of choice to reduce unfunded days to less than 1%.• Drove continuous improvement projects in documentation, information systems and risk management that increased quality audit outcomes by 30% and ensured audit KPI targets were achieved.• Orchestrated funding review of each resident over 6 months, increasing funding by 20% and achieving KPI for labour of 47% of all funding received.• Drove strategic review of resident mental health outcomes by partnering with GPs, psychiatry and psychology specialists to improve resident mental health outcomes by 45% without incurring additional costs.• Championed change program for staff induction following review of customer feedback resulting in a 75% improvement in new staff performance, 88% reduction in customer complaints and 15% reduction in labour costs.• Orchestrated change management program to computerise clinical documentation, improving care outcomes by 10% and staff satisfaction by 15% six months.• Drove a reduction in workplace injuries by 65% over a three-year period by introducing a Safety Leadership Framework for all nursing staff and key care and ancillary staff.

• Develop and align human capital strategy with business strategy centred on customer experience.• Develop management practices that create, foster and encourage a highly proficient service culture. • Create, implement and integrate innovative systems into a boutique service offering aligned with core business principles. • Engage employees through the development of initiatives aligned to business outcomes. • Create a high performing culture through the development of capability in employees.

Progressively increasing responsibilities required of a nurse in charge of a small team to deliver quality resident outcomes when site management not present.