risk appetite and feel more comfortable exploring opportunities and making significant investments into the future” Davison explains. The collective Board skills and expertise are central to close monitoring of what drives success today along with a courageous but prudent appetite for expansion and innovation. In addition to their expertise all Board members have formal governance qualifications and a drive to ensure contemporary practise. Exemplifying excellence, last year, our Chair, Dr. Andrew Schox was a finalist in the Australian Institute of Company Directors, Director of the Year. Aged care sector leadership requires a unique blend of commercial acumen and a deep commitment to client care. “We have to have both in this sector,” Davison asserts. This balance is essential for maintaining an engaged workforce and delivering consistent, high-quality care to clients. Melville Cares strongly emphasises engagement, both with clients and staff. Davison believes meaningful engagement is key to the organisation’s success, ensuring that clients feel connected to the services they receive and that staff feel valued and supported in their roles.“Unless clients feel that they know who the CEO is, who decision-makers are, and have access to them, their ability to be connected to the service is tentative,” Davison says. Too often we make assumptions about how valued our services are but we need to have a regular, independent assessment. This supports us being able to praise team members, make improvements quickly and to know what else our clients and their families want to live well at home. It brings together our day to day services with our strategy going forward. We 7 BUSINESS VIEW OCEANIA VOLUME 06, ISSUE 10 MELVILLE CARES
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