📋 Organization Design Overview
This design represents a medium-sized aged care operator with three service lines (RAC, ILU, Homecare) unified under a single governance structure with shared back-office functions.
Executive Leadership (C-Suite)
Manager Level (Direct reports to Executives)
Team Lead Level (Front-line supervisors)
Key Design Principles
🎯 Unified Governance
Single CEO with direct reports including clinical leadership, operations, and finance. All three service lines share governance standards.
👥 Service Line Autonomy
Each service line (RAC, ILU, Homecare) has dedicated operations teams but shares corporate support functions.
🏥 Clinical Centralization
Chief Clinical Officer oversees all clinical standards, compliance, and quality across all three services.
💼 Shared Services
Finance, HR, IT, Marketing, and Procurement operate as shared services supporting all service lines.
📈 Scalability
Structure allows growth within service lines without significant restructuring; back-office scales efficiently.
🔗 Cross-functional Collaboration
Regular forums between service lines and back-office ensure alignment and service quality.
Organizational Metrics (Medium Operator)
| Service Line |
Typical Size |
Staff Count |
Reporting Structure |
| RAC (1-2 facilities) |
120-180 residents |
60-80 FTE |
Chief Operations Officer |
| ILU (1-2 complexes) |
100-150 residents |
25-35 FTE |
Chief Operations Officer |
| Homecare (regional) |
150-250 clients |
40-60 FTE |
Chief Operations Officer |
| Back Office |
N/A |
35-50 FTE |
Various (CEO direct) |
| TOTAL |
370-580 residents/clients |
160-225 FTE |
CEO + 5 Direct Reports |
💡 Localization Note: All manager-to-staff ratios are average baseline recommendations. Adjust up or down based on service complexity, staff experience levels, and regulatory requirements specific to your jurisdiction.
🏢 Executive Leadership Structure
CEO
Chief Executive Officer
CCO
Chief Clinical Officer
COO
Chief Operations Officer
CFO
Chief Financial Officer
CIO
Chief Information Officer
Project Transformation Officer
Reports to COO
Executive Role Descriptions
CEO - Chief Executive Officer
Reports to: Board of Directors
Direct Reports: 6 (CCO, COO, CFO, CPO, CIO, CRO)
Responsibilities:
- Overall organizational strategy, vision, and performance
- Board liaison and stakeholder management
- Regulatory compliance and licensing oversight
- Financial performance and sustainability
- Executive team leadership and alignment
- External representation (government, peak bodies, community)
CCO - Chief Clinical Officer
Reports to: CEO
Direct Reports: 3-4 (Clinical Leads per service, Quality Manager, Compliance Manager)
Responsibilities:
- Clinical standards and quality across all service lines
- Care policy development and implementation
- Regulatory compliance (aged care standards)
- Clinical incident management and learning
- Staff clinical competency and development
- Relationship with medical director and clinical advisors
COO - Chief Operations Officer
Reports to: CEO
Direct Reports: 4 (Regional RAC Manager, Regional ILU Manager, Homecare Operations Manager, Project Transformation Officer)
Responsibilities:
- Day-to-day operations for all three service lines
- Service delivery, efficiency, and performance metrics
- Facility management and capital planning
- Supply chain and procurement oversight
- Health & safety and workers compensation
- Cross-service line coordination and synergies
- Strategic transformation initiatives and special projects oversight
CFO - Chief Financial Officer
Reports to: CEO
Direct Reports: 2-3 (Finance Manager, Accounting Manager, optional: Business Analyst)
Responsibilities:
- Financial planning, budgeting, and forecasting
- Financial reporting and statutory compliance
- Funding management (government subsidies, RAD agreements)
- Financial risk management and controls
- Accounting and payroll administration
- Internal audit liaison
CPO - Chief People Officer
Reports to: CEO
Direct Reports: 2-3 (HR Manager, Recruitment & Learning Manager, optional: Employee Relations Officer)
Responsibilities:
- Recruitment, onboarding, and retention strategy
- Performance management and staff development
- Workplace culture and engagement
- Industrial relations and compliance
- Training and capability development
- Health & safety and worker wellbeing (partnering with COO)
CIO - Chief Information Officer
Reports to: CEO
Direct Reports: 2-3 (IT Manager, Systems/Data Manager, optional: Cybersecurity Officer)
Responsibilities:
- IT strategy, infrastructure, and security
- Clinical and business systems management
- Data governance and privacy compliance
- Technology roadmap and digital transformation
- Support for clinical and operational teams
- Cybersecurity and disaster recovery
CRO - Chief Risk Officer
Reports to: CEO
Direct Reports: 2-3 (Risk & Compliance Manager, Quality & Safety Manager, optional: Internal Audit Manager)
Responsibilities:
- Enterprise-wide risk management and compliance framework
- Regulatory affairs and government liaison (aged care regulator, health department)
- Audit coordination (internal, external, regulatory)
- Clinical governance and accreditation (alongside CCO)
- Quality and safety reporting to board
- Risk register maintenance and mitigation planning
- Incident and breach management coordination
- Privacy and data protection compliance (partnering with CIO)
- Insurance and liability management
Manager-to-Staff Ratio (Executive): 6 direct reports to CEO maintains strategic oversight while covering all functional areas. CRO addition ensures dedicated focus on regulatory compliance, risk management, and quality assurance - critical in aged care. Each executive has 2-4 direct reports depending on function complexity.
⚖️ Risk & Governance Structure (CRO)
The Chief Risk Officer provides enterprise-wide risk management, regulatory compliance, and quality assurance oversight across all service lines, reporting directly to the CEO.
CRO
Chief Risk Officer
Risk & Compliance Manager
Internal Audit Manager
(Optional)
Risk & Governance Functions
Risk & Compliance Manager
Reports to: CRO
Direct Reports: 1-2 (Compliance Officer, optional: Government Liaison Officer)
Responsibilities:
- Regulatory compliance monitoring and reporting (aged care standards, health department)
- Government communication and liaison (regulatory bodies, peak bodies)
- Compliance calendar management (reporting deadlines, audit schedules)
- Policy framework development and updates
- Risk register maintenance across organization
- Training on compliance requirements for all staff
- Liaison with legal counsel for contract review and disputes
Quality & Safety Manager
Reports to: CRO
Direct Reports: 1-2 (Quality Officer, Safety Officer)
Responsibilities:
- Quality improvement program management (QI framework, audits)
- Safety incident tracking and root cause analysis
- Accident/injury investigation and reporting (workers comp, regulatory)
- Health & safety compliance (partnering with COO)
- Quality metrics and KPI reporting
- Customer complaints tracking and resolution oversight
- Accreditation preparation and maintenance (with CCO)
Internal Audit Manager (Optional)
Reports to: CRO (dotted line to Board Audit Committee)
Direct Reports: 1-2 (Internal Audit Officers)
Responsibilities:
- Independent assurance on internal controls and risk management
- Internal audit program planning and execution
- Follow-up on external audit findings
- Operational effectiveness reviews
- Fraud and misconduct investigations
- Board Audit Committee reporting
- Management letters and recommendations
Key Reporting Relationships
CRO interdependencies:
- CCO (Chief Clinical Officer): Joint responsibility for clinical governance and accreditation; joint oversight of clinical incident management
- CIO (Chief Information Officer): Coordination on cybersecurity risk management, data breach response, privacy compliance
- CFO (Chief Financial Officer): Coordination on financial controls, audit liaison, internal controls assessment
- COO (Chief Operations Officer): Coordination on operational risk, safety management, business continuity
- CEO: Board liaison on enterprise risk, regulatory status, compliance posture
- Board/Audit Committee: Direct reporting on audit findings, risk management effectiveness, regulatory matters
Risk Management Framework
| Risk Category |
Primary Owner |
CRO Role |
Monitoring Frequency |
| Regulatory/Compliance |
Risk & Compliance Manager |
Oversight, government liaison |
Continuous |
| Clinical Quality/Safety |
CCO + Quality Manager |
Assurance, KPI tracking |
Monthly reviews |
| Cybersecurity/IT |
CIO |
Risk assessment, breach coordination |
Quarterly reviews |
| Financial Controls |
CFO |
Audit coordination, control testing |
Quarterly reviews |
| Operational/Safety |
COO + Safety Manager |
Incident tracking, risk register |
Monthly reviews |
| HR/Conduct |
CPO |
Investigation coordination, policy compliance |
Quarterly reviews |
| Enterprise Risk |
CRO |
Risk register maintenance, mitigation tracking |
Board reporting quarterly |
Importance in Aged Care: The CRO role is essential in aged care given the high regulatory scrutiny, complex compliance requirements (accreditation, government reporting, safety standards), and the critical nature of quality and safety impacts on vulnerable residents. A dedicated CRO ensures regulatory obligations are not relegated to secondary priority and provides the organization with proactive risk identification and mitigation.
🏥 Clinical Governance Structure
Unified clinical governance across all three service lines ensures consistent quality, compliance, and care standards.
Clinical Governance Hierarchy
CCO
Chief Clinical Officer
Quality & Compliance Manager
Clinical Lead Roles (RAC Example)
Clinical Lead - RAC (Residential Aged Care)
Reports to: CCO
Direct Reports: 2-3 (Nursing Unit Managers per facility)
Responsibilities:
- Clinical leadership and policy for RAC facilities
- Nursing and care standards compliance
- Medication management and safety
- Care planning and assessment processes
- Incident and complaint management in RAC
- Medical practitioner liaison and clinical governance
Quality & Compliance Team
Quality & Compliance Manager (Direct to CCO)
Compliance Officer
Regulatory compliance across all services
Quality Improvement Officer
QI data, audits, and continuous improvement
Incident & Risk Officer
Incident investigation and risk mitigation
Clinical Governance Bodies
| Governance Body |
Frequency |
Chair |
Key Responsibilities |
| Clinical Governance Committee |
Monthly |
CCO |
Strategic clinical issues, policy approval, compliance monitoring |
| Quality Improvement Forum |
Monthly |
Quality Manager |
QI initiatives, data review, outcome tracking |
| Incident & Safety Committee |
Fortnightly |
Risk Officer |
Incident review, learning, preventive actions |
| Service Line Clinical Meetings |
Fortnightly |
Service Clinical Lead |
Service-specific clinical issues and updates |
Clinical Span: CCO manages 4 direct reports (3 service clinical leads + Quality/Compliance). Clinical Leads typically have 2-3 Nursing Unit Managers reporting (ratio adjusted for facility complexity).
🏛️ RAC (Residential Aged Care) Operations
Operational structure for 7 residential aged care facilities with regional management (approximately 420-900 residents across all RAC facilities, ~290-420 FTE)
RAC Organizational Structure (7 Facilities)
Regional RAC Manager
Reports to COO
Facility Director
Facility 1
Facility Director
Facility 2
Facility Director
Facility 3
Facility Director
Facility 4
Facility Director
Facility 5
Facility Director
Facility 6
Facility Director
Facility 7
Quality & Compliance Lead
Regional Role
RAC Team Structure Per Facility
🏢 Facility Director (one per facility)
Reports to Regional RAC Manager. Direct reports: 4-5 (Nursing Unit Manager, Resident Services Manager, Facility Manager, plus optional Admin Officer)
Responsibilities: Overall facility operations (60-130 residents), budget management, staff supervision, clinical governance liaison with CCO, regulatory compliance, safety and quality standards, community relations.
🩺 Nursing Unit Manager (one per facility)
Reports to Facility Director. Direct reports: 5-6 (Registered Nurses, Enrolled Nurses, Nursing Assistants)
RN - Morning Shift
Supervises 30-40 residents, nursing care delivery
RN - Afternoon Shift
Afternoon care, medication management
EN - Evening/Night
Evening and night shift care delivery
Nursing Assistants (2-3)
Direct personal care support
🏠 Resident Services Manager
Direct reports: 4-5 (Activities, dietary, hospitality staff)
Activities Coordinator
Programs, recreation, engagement
Dietary/Nutrition Coordinator
Meal planning, nutrition, catering liaison
Hospitality Staff (2-3)
Cleaning, laundry, general services
🔧 Facility Manager
Direct reports: 2-3 (Maintenance, grounds, security if applicable)
Maintenance Technician
Facilities, equipment, repairs
Grounds/Cleaning Staff
Facility cleanliness and grounds maintenance
RAC Staffing Summary (Per Facility & Regional)
| Role |
Per Facility (60-100 bed) |
FTE per Facility |
Across 7 Facilities |
Total FTE (7 facilities) |
| Facility Director |
1 |
1.0 |
7 |
7.0 |
| Nursing Unit Manager |
1 |
1.0 |
7 |
7.0 |
| Registered Nurses |
2-3 |
5.5 |
14-21 |
38.5 |
| Enrolled Nurses |
2-3 |
5.0 |
14-21 |
35.0 |
| Nursing Assistants / Care Workers |
8-10 |
18.0 |
56-70 |
126.0 |
| Resident Services Manager |
1 |
1.0 |
7 |
7.0 |
| Activities Coordinator |
1 |
1.0 |
7 |
7.0 |
| Dietary/Hospitality Staff |
3-4 |
8.0 |
21-28 |
56.0 |
| Facility Manager |
1 |
1.0 |
7 |
7.0 |
| Facility/Maintenance Staff |
2-3 |
3.0 |
14-21 |
21.0 |
| Regional Quality & Compliance Lead |
1 (shared across 7 facilities): 1.0 FTE |
| TOTAL per facility |
22-31 |
44.5 |
154-217 |
311.5 |
RAC Structure (7 Facilities): Regional RAC Manager oversees 7 Facility Directors plus 1 Quality/Compliance Lead (8 direct reports). Each Facility Director manages 4-5 managers within their facility. Nursing Unit Manager supervises 5-6 direct reports (mix of RN, EN, NA) per facility. Structure reflects 24/7 operations, clinical acuity requirements, and distributed management across multiple locations.
🏘️ ILU (Independent Living Units) Operations
Operational structure for 8 independent living complexes (400-800 residents across all ILU sites, ~120-180 FTE)
ILU Organizational Structure (8 Complexes)
Regional ILU Manager
Reports to COO
Site Coordinator
Complex 1
Site Coordinator
Complex 2
Site Coordinator
Complex 3
Site Coordinator
Complex 4
Site Coordinator
Complex 5
Site Coordinator
Complex 6
Site Coordinator
Complex 7
Wellness & Services Lead
Regional Role
Site Coordinator
Complex 8
Facility/Maintenance Lead
Regional Role
ILU Team Structure Per Complex
📍 Site Coordinator (one per complex)
Reports to Regional ILU Manager. Direct reports: 2-3 (Assistant Coordinator, support staff)
Assistant Site Coordinator
Support site operations, resident liaison
Administration Officer (part-time)
Administrative support, bookings, inquiries
💪 Wellness & Services Officer
Direct reports: 2-3 (Activity/wellness staff)
Wellness Programs Coordinator
Health, fitness, social programs
Services Support Officer (part-time)
Amenities, concierge services
🔧 Facilities/Maintenance Officer
Direct reports: 1-2 (Maintenance support)
Maintenance Technician
Unit maintenance, repairs, grounds
ILU Staffing Summary (Per Complex & Regional)
| Role |
Per Complex (50-100 units) |
FTE per Complex |
Across 8 Complexes |
Total FTE (8 complexes) |
| Site Coordinator |
1 |
1.0 |
8 |
8.0 |
| Assistant Site Coordinator |
1 |
0.8 |
8 |
6.4 |
| Administration Officer (PT) |
1 |
0.5 |
8 |
4.0 |
| Wellness Programs Coordinator |
1 |
1.0 |
8 |
8.0 |
| Services Support Officer (PT) |
1 |
0.5 |
8 |
4.0 |
| Maintenance Technician |
1-2 |
1.5 |
8-16 |
12.0 |
| Nurse/Health Coordinator (shared) |
0.5 |
0.5 |
4 |
4.0 |
| Regional Wellness & Services Lead |
1 (shared across 8 complexes): 1.0 FTE |
| Regional Facility/Maintenance Lead |
1 (shared across 8 complexes): 1.0 FTE |
| TOTAL per complex |
8-10 |
6.3 |
64-80 |
48.4 |
ILU Structure (8 Complexes): Regional ILU Manager oversees 8 Site Coordinators plus 2 regional support leads (10 direct reports). Site Coordinators have 2-3 direct reports each. ILU is less labor-intensive than RAC due to independence of residents. Some clinical support shared with RAC where applicable.
🏡 Homecare Operations
Operational structure for regional homecare service (150-250 clients, 40-60 FTE)
Homecare Organizational Structure
Homecare Operations Manager
Reports to COO
Homecare Team Leads (2-3)
Homecare Team Structure
🏥 Clinical Coordinator
Direct reports: 2-3 (Allied health liaison, clinical staff)
Registered Nurse - Clinical
Client assessments, care plan development
Allied Health Liaison
Coordination with physio, OT, other services
👥 Homecare Team Leads (2-3 covering different regions/shifts)
Direct reports: 7-10 per lead (care workers)
Personal Care Workers (8-12 per team)
Direct client care, domestic assistance
Support Workers (2-3 per team)
Companionship, shopping, light domestic
📞 Scheduling & Operations Officer
Direct reports: 1-2 (Admin support)
Scheduling Coordinator
Client scheduling, care assignment, rostering
Administration Officer
Inquiries, client onboarding, documentation
Homecare Staffing Summary
| Role |
Number (150-250 clients) |
FTE |
Reports To |
| Homecare Operations Manager |
1 |
1.0 |
COO |
| Clinical Coordinator |
1 |
1.0 |
Homecare Ops Manager |
| Registered Nurse - Clinical |
1 |
1.0 |
Clinical Coordinator |
| Allied Health Liaison (PT) |
1 |
0.5 |
Clinical Coordinator |
| Homecare Team Leads |
2-3 |
3.0 |
Homecare Ops Manager |
| Personal Care Workers |
25-35 |
28.0 |
Team Leads |
| Support Workers (PT/casual) |
5-10 |
6.0 |
Team Leads |
| Scheduling Coordinator |
1 |
1.0 |
Ops Manager |
| Administration Officer (PT) |
1 |
0.5 |
Ops Manager |
| TOTAL |
38-52 |
42.0 |
|
Homecare Ratios: Team Leads supervise 8-10 field-based workers (higher span due to independent work). One Team Lead per 25-35 clients is industry standard. Clinical support shared across regions.
💼 Back-Office Support Functions
Shared services model supporting all three service lines (Finance, HR, IT, Marketing, Compliance)
Finance & Accounting
💰 CFO → Finance Manager (Direct Reports: 2-3)
Finance Manager / Accountant
Financial reporting, budgeting, analysis
Accounting Officer (Accounts Payable/Receivable)
Invoice processing, client billing, vendor payments
Payroll Officer
Payroll processing, superannuation, leave management
Finance Clerk (PT)
Administrative support (if budget allows)
Human Resources & People
👥 CPO → HR Manager (Direct Reports: 2-3)
HR Manager / Generalist
ER, policy, compliance, employee relations
Recruitment & Learning Coordinator
Recruitment, induction, training coordination
HR Administrator
Record management, applications, scheduling
Information Technology
💻 CIO → IT Manager (Direct Reports: 2-3)
IT Systems Manager / Technician
Network, infrastructure, user support
Clinical Systems Coordinator
Care management system, reporting, analysis
Data & Security Officer
Data governance, compliance, cybersecurity (if mature org)
Marketing & Business Development
📢 Marketing & BD Manager (Reports to CEO)
Direct reports: 1-2
Marketing Coordinator
Marketing campaigns, communications, website
Business Development Officer
Sales, referral partnerships, growth initiatives
Compliance & Quality (Supporting Clinical)
📋 Reports to CCO
Compliance Officer
Regulatory compliance, documentation, audits
Quality Improvement Officer
QI data, continuous improvement, metrics
Back-Office Staffing Summary
| Department |
Key Roles |
Number |
Total FTE |
| Finance & Accounting |
Finance Manager, Accountant, AP/AR Officer, Payroll Officer, Clerk (PT) |
4-5 |
4.5 |
| HR & People |
HR Manager, Recruitment/Learning Coordinator, HR Administrator |
3 |
3.0 |
| IT & Systems |
IT Manager, Systems Tech, Clinical Systems Coordinator, Data/Security Officer |
3-4 |
3.5 |
| Marketing & BD |
Marketing Manager/Coordinator, BD Officer |
2-3 |
2.5 |
| Compliance & Quality |
Compliance Officer, QI Officer |
2 |
2.0 |
| BACK-OFFICE TOTAL |
|
14-17 |
15.5 |
Back-Office Ratios: Finance and HR managers typically have 2-3 direct reports. IT has higher due to systems complexity. This shared services model allows economies of scale while maintaining service quality.
🤝 Service Line Support Matrix
Shows how back-office functions support each service line and corporate functions
| Back-Office Function |
RAC Support |
ILU Support |
Homecare Support |
Corporate/Strategy |
Hours/Model |
| Finance & Accounting |
Billing, payroll, cost centers |
RAD management, charging |
Client billing, costing |
Consolidated reporting, budgeting |
Business hours + reporting |
| HR & Recruitment |
Nursing recruitment, orientation |
Site staff recruitment |
Care worker recruitment |
Policy, compliance, culture |
Business hours + events |
| Learning & Development |
Clinical training programs |
Wellness programs |
Homecare induction/training |
Management development |
Scheduled + ad hoc |
| IT & Systems |
Care system, user support |
Resident system, support |
Scheduling system, support |
Network, security, infrastructure |
24/7 clinical support + business |
| Marketing & BD |
Resident marketing, events |
ILU marketing, open days |
Homecare referral marketing |
Brand, strategy, partnerships |
Business hours + campaigns |
| Compliance & Quality |
Audits, incident reporting |
Standards compliance |
Client quality measures |
Regulatory liaison, governance |
Business hours + inspections |
| Facilities & Procurement |
Equipment, supplies ordering |
Maintenance, unit supplies |
Client equipment |
Vendor management, contracts |
Business hours + emergency |
Cross-Functional Collaboration Points
Monthly Service Line Reviews
Operations Manager + Finance + HR + Quality review metrics, performance, issues
Quarterly Executive Forum
All 5 C-suite executives + service line managers discuss strategy, budget, risk
Bi-weekly Clinical Governance
CCO + Clinical Leads + Quality Officer review compliance, incidents, QI
Annual Planning Cycle
Service lines submit budget proposals, hiring plans, strategic projects to CFO/CPO
Emergency Response Team
CEO + COO + relevant Operations Manager respond to critical incidents 24/7
Technology Steering Committee
CIO + Clinical Lead + Operations Manager plan IT projects quarterly
📊 Staffing Ratios & Localization Guide
Industry-standard ratios by function. Adjust based on local regulations, acuity, and organizational maturity.
Manager-to-Staff Ratios (Adjustable)
| Role / Function |
Recommended Range |
Typical (Medium Org) |
If High Acuity/Complexity |
If Lower Complexity |
| Executive to Direct Reports |
4-6 |
5 |
4 |
6 |
| Nursing Unit Manager (RAC) |
4-6 |
5-6 |
4-5 |
6-7 |
| Resident Services Manager (RAC) |
4-6 |
5 |
4 |
6 |
| Site Coordinator (ILU) |
2-4 |
3 |
2 |
4 |
| Homecare Team Lead |
8-12 |
10 |
8-9 |
10-12 |
| Finance Manager |
3-5 |
3 |
3 |
4-5 |
| HR Manager |
4-6 |
3 |
3 |
4-5 |
| IT Manager |
3-5 |
3 |
3 |
4 |
Clinical Staff Ratios (Regulatory Requirements)
| Service Type |
Role |
Resident/Client Ratio |
Shift Pattern |
Notes |
| RAC |
Registered Nurse |
1:15-20 |
Day/Afternoon |
Minimum 1 RN per shift per 20 residents |
| Enrolled Nurse |
1:15-25 |
Evening/Night |
Evening/night shifts typically EN led |
| Care Worker |
1:4-6 |
All shifts |
Higher acuity = lower ratio |
| ILU |
Support Staff |
1:50-75 |
Business hours |
On-call for emergencies |
| Homecare |
Care Worker |
1:8-12 |
Variable |
Depends on caseload, acuity, travel time |
Localization Adjustments by Context
⬆️ Increase Manager Ratios (Closer Supervision) If:
- High staff turnover or inexperienced team
- High resident acuity or complex care needs
- Multiple facilities/sites requiring oversight
- High regulatory pressure or compliance requirements
- New service line launch or major restructure
- Safety-critical functions (clinical, finance)
⬇️ Decrease Manager Ratios (More Autonomy) If:
- Experienced, stable staff with strong capability
- Routine operations with low complexity
- Single location/site simplifies coordination
- Strong systems and documentation reduce oversight needs
- Field-based work requiring independence (homecare)
- Administrative functions with clear processes
Total Organization Staffing Summary
| Service Line / Function |
Number |
Total FTE |
% of Org |
| RAC Operations (2 facilities) |
40-54 |
83 |
45% |
| ILU Operations (2 complexes) |
16-20 |
12.6 |
7% |
| Homecare Operations |
38-52 |
42 |
23% |
| Executive & Clinical Leadership |
8-10 |
9 |
5% |
| Back-Office Support |
14-17 |
15.5 |
8% |
| TOTAL ORGANIZATION |
116-153 |
162.1 |
100% |
💡 Implementation Note: Start with these ratios and monitor for 6 months. Adjust based on:
• Staff satisfaction and burnout indicators
• Quality metrics and compliance audits
• Actual caseload growth and complexity
• Budget constraints and revenue
• Local award/regulatory requirements
🤝 External Relationships & Partnerships
The organization maintains critical relationships with external parties to support operations, ensure compliance, and deliver excellent care. This section maps the key external relationships and partnership requirements.
Key External Relationships
🏛️ Government & Regulatory Bodies
Primary Relationships:
- Aged Care Quality Standards Commission (ACQSC) - Regulatory inspections, accreditation
- Department of Health & Aged Care - Funding, policy, reporting
- Local Health District - Clinical governance, pathways
- Fair Work Ombudsman - Employment compliance
- Aged Care Complaints Commissioner - Complaint resolution
Lead Contact: CRO (Risk & Compliance Manager handles day-to-day)
🏥 Clinical & Medical Partners
Primary Relationships:
- Medical Director (contracted) - Clinical oversight and protocols
- Local GPs - Primary care pathway and referrals
- Hospital Network - Acute care referrals and discharge planning
- Specialist Services - Aged care medicine, allied health referrals
- Pharmacy Supplier - Medication management and protocols
Lead Contact: CCO (Chief Clinical Officer)
📋 Audit & Compliance Partners
Primary Relationships:
- External Audit Firm - Annual financial and compliance audits
- Internal Auditor (if appointed) - Ongoing internal audit function
- Compliance Consultant - Policy development and compliance gap analysis
- Legal Counsel - Contract review and dispute resolution
- Insurance Broker - Risk management and liability coverage
Lead Contact: CRO / CFO (for audit)
💼 Business & Operational Partners
Primary Relationships:
- Food & Catering Supplier - Meal provision and nutrition standards
- Cleaning & Laundry Supplier - Housekeeping and linen services
- Maintenance & Facilities Contractor - Building and equipment maintenance
- Utility Providers - Power, water, gas, telecommunications
- Waste Management - Environmental and hazardous waste disposal
Lead Contact: COO (Regional Managers handle day-to-day)
💻 Technology & IT Partners
Primary Relationships:
- Clinical System Vendor - Electronic health record support and updates
- Cloud Service Provider - Data hosting and infrastructure services
- Cybersecurity Firm - Security assessments and incident response
- IT Support Provider - Helpdesk and technical support (if outsourced)
- Software License Vendor - Productivity and business applications
Lead Contact: CIO (Chief Information Officer)
👥 HR & Workforce Partners
Primary Relationships:
- Recruitment Agencies - Temporary and permanent staff placement
- Training & Development Provider - Staff education and compliance training
- Occupational Health & Safety Consultant - WHS audits and training
- Employee Assistance Program (EAP) - Staff wellbeing and counseling
- Union Representatives - Industrial relations and workplace agreements
Lead Contact: CPO (Chief People Officer)
🎓 Community & Industry Partners
Primary Relationships:
- Peak Industry Bodies - Aged Care Association, sector networks
- Universities - Nursing and aged care research, student placements
- Community Organizations - Activities, recreation, volunteering
- Resident Representatives - Families council, feedback mechanisms
- Media & Public Relations - Communications and reputation management
Lead Contact: CEO (Strategic), COO (Operational)
📊 Financial & Funding Partners
Primary Relationships:
- Bank / Financial Institutions - Funding, loans, treasury management
- Government Funding Agency - Subsidies, grants, program funding
- RAD Scheme Administrator - Aged care accommodation levy management
- Accounting Software Provider - Financial management systems
- Payroll Service Provider - Salary and superannuation processing
Lead Contact: CFO (Chief Financial Officer)
Relationship Management Framework
| Relationship Type |
Strategic Importance |
Review Frequency |
Key Deliverables |
Executive Lead |
| Regulatory (ACQSC, DoH) |
Critical |
Continuous + Annual |
Compliance reports, Audit readiness |
CRO |
| Clinical (Medical Director, GPs) |
Critical |
Monthly + Quarterly |
Care pathways, Quality outcomes |
CCO |
| Financial (Bank, Government) |
Critical |
Quarterly + Annual |
Financial reports, Funding approvals |
CFO |
| Audit (External/Internal) |
Critical |
Annual + Ad-hoc |
Audit reports, Remedial actions |
CRO / CFO |
| Technology (System Vendor, Cloud) |
High |
Quarterly + As needed |
System availability, Security updates |
CIO |
| Workforce (Recruitment, Training) |
High |
Ongoing + Quarterly |
Staffing levels, Training completion |
CPO |
| Operations (Suppliers, Maintenance) |
High |
Monthly + Quarterly |
Service delivery, Cost management |
COO |
| Community (Peak bodies, Media) |
Medium-High |
Quarterly + As needed |
Reputation, Industry standing |
CEO |
Relationship Management Best Practice: Assign primary and secondary contacts for each relationship. Maintain current contact lists, service agreements, and SLAs. Conduct annual relationship reviews with major suppliers and partners. Escalate issues through defined channels. Ensure continuity through documented relationships (not dependent on individual staff).