Cynthia Payne
Founder & Managing Director, Anchor Excellence


Cynthia Payne has more than 30 years of executive leadership experience and over 20 years as a Director in both NFP and FP boards. Cynthia founded Anchor Excellence in 2018 and in 5 short years has impacted over 40% of the Australian aged care market via its programs, solutions and education including the home for SAGE Study Tours.

Passionate about leaders, supporting and enabling them, as defined by consumers’ lived experience, Cynthia and the twenty strong AE team together have a formidable level of expertise and commitment to the entire aged care ecosystem- residential, homecare, NDIS and retirement living.

Cynthia holds an MBA, Bachelor of Applied Science in Nursing, Cert IV qualified Yoga teacher (800HrRYT), Certified Practitioner of Balanced Scorecard, Certified Aged Care Board Advisory Chair and Certified Practitioner with Team Management Systems – TMP and LLP360.


Leadership capacity building – The Next Emerging Leaders

Without effective leadership capacity building the aged care workforce, regardless of the setting, will become more problematic for providers. This has been a repetitive theme in recent sector reviews.

We hear the adage – a service is only as good as the leadership – yet opportunity cost in this capacity building is increasing as real cost saving is decreasing. High leadership turnover and the exiting of professionals from aged care are notable casualties of undercooked leadership capacity building.

Leadership capacity building requires a focus on building an organisational culture that supports leadership development and growth. This is only possible by having an understanding of the future direction of the aged care sector. This direction has been made quite clear as the 2024 aged care reforms become a reality.

A robust governance pipeline for leadership is needed to build capacity and support change management.

A robust governance pipeline includes:

● A top down, whole of organisation commitment to leadership capacity building through foresighted strategic planning, Board education, Executive education and a policy and process framework that supports good governance for capacity building. If this is not in place, then you will have an uphill battle to build leadership capacity.
● Investment in people with leadership potential through structured education that includes mentoring, goal development, competency assessment, access to professional membership resources, access to external education programs and industry exchange programs
● Robust experiential opportunities through mechanisms such as accelerated management programs that cover many aspects of the sector and step up programs that build resilience and confidence
● Reward programs for achievements measured against internal and external benchmarks

This session focuses on the attributes of a healthy and strong governance pipeline for leadership capacity building as a key workforce change management imperative.