Beaumont Care

During the trial, Beaumont Care introduced Team Leaders into the roster, clarified role expectations, adjusted handover processes and provided leadership development for the staff stepping into these roles. The Team Leaders became a central point of contact for care staff, supported communication between shifts and helped coordinate practical matters such as meals, appointments, outings, admissions, room preparation and day-to-day resident needs. Training and support included on-site orientation, individual learning plans, reflection activities, mentoring and a TAFE leadership course.

The project showed that a Team Leader role can make a positive difference in a busy aged care home. Staff and residents described the home as more organised, calmer and better coordinated. Beaumont Care also saw encouraging trends in resident safety and responsiveness, including faster call-bell responses and a reduction in recorded falls during the trial period. While these improvements cannot be attributed only to the Team Leader role, they suggest that stronger coordination on the floor can support better resident outcomes. 

·    67.1% of staff respondents surveyed by Beaumont Care (n=30) rated the intervention as having a positive impact.
·    Staff described improved communication and organisation, “less distraction and better direction” and “better coordination with other parts of facility”. 
·    Resident satisfaction appeared to increase in the final survey results, and residents and families described the home as “more organised”, “quieter” and “calmer”. 
·    Quality care, physical care and perceptions of missed care opportunities indicators all trended in a positive direction, over the survey period. 
·    Median call-bell duration reduced by 50%, even though alarm-call numbers increased by more than 33% during the trial period. 
·    Recorded falls reduced from 68 incidents in August - December 2025 to 55 incidents in January - May 2026, a reduction of 19.1%.

The project did not solve every issue. The Clinical Nurse vacancy at the start of implementation placed extra pressure on the Service Manager and limited how fully the intended leadership structure could be tested. Administrative workload for site leaders also remained a challenge. The project team responded by making practical changes, including restructuring handover so it was shorter and more useful, and extending the afternoon Team Leader shift to support better communication at the end of the day.

For aged care, the project highlights the value of investing in practical leadership roles for experienced care staff. It shows that workforce changes do not need to be complex to have an impact: clearer communication, better support, defined escalation pathways and visible leadership on the floor can improve how teams work together and how residents experience care. As one Team Leader describe their experience:

“Residents are being listened to more, and the team is working more efficiently.” 

The trial also created a development pathway for care staff who want to grow their leadership skills without necessarily moving into nursing. One Team Leader summed up her experience: 

“I feel proud of my growth and grateful for the opportunity to lead”.

Beaumont Care plans to continue the Team Leader role at Kippa Ring as part of normal operations and is considering how the model can be tailored for another of its residential aged care sites. Future work will include further monitoring of outcomes, refining the model for different site needs and continuing to explore ways to reduce administrative pressure on site leaders.

The team learned that strong project governance, regular feedback loops and adaptability are essential when introducing new workforce models. The project worked best when cross-functional areas - site leaders, care staff, business development, learning and development, project management - and external academic partners worked together to identify and problem-solve implementation issues and adjust the model quickly. The team also learned that role fit, communication style and clear scope boundaries are critical for success.