In this Q&A, we feature Kelvin Neave, 2025 Future of Ageing Awards Leader of the Year. Mr Neave offers insights into his approach to management, balancing financial stability with quality care, and advice for leaders of tomorrow. Results were unveiled at a presentation dinner in Sydney on November 27, 2025…To view all of the results…
On the award and leadership
Inside Ageing (IA): What does being named Leader of the Year mean to you personally and professionally?
Kelvin: Personally, receiving the Leader of the Year Award is deeply humbling. Aged care is a sector built on collective effort, so this recognition reflects the dedication of our staff, the engagement of residents and families, and the support of our broader community.
Professionally, the award reinforces the importance of values-based leadership, long-term commitment to quality, and the creation of safe, dignified environments for older people. It also highlights the need to continue championing aged care leaders, supporting innovation that strengthens the quality and safety of care, and advocating for the sector as a whole.
For a small, standalone not-for-profit like Dougherty Apartments, this recognition resonates across the entire community, celebrating the collective achievements of staff, residents, and stakeholders alike.
IA: Who or what has most influenced your leadership style in aged care?
Kelvin: The people receiving care have been my greatest influence. Listening to residents and families, particularly during vulnerable times, shapes how I lead far more than anything else.
Colleagues and teams have also guided me; their resilience, compassion, and practical wisdom continually demonstrate what good leadership looks like.
My approach is centred on removing barriers and creating an environment where people feel known, safe, and valued. This ethos reflects Dougherty’s founding principles and the vision of the former Mayor Bob Dougherty, who believed aged care is about belonging and community as much as services and buildings.
IA: What leadership decision are you most proud of over the past year?
Kelvin: I am most proud of embedding innovation as a tool for inclusion, not just efficiency. This includes championing Dougherty Apartments’ nationally leading use of NeuronsVR technology to support residents’ cognitive stimulation, social connection, and wellbeing, while providing staff with meaningful new ways to deliver person-centred care. Framing innovation through a social inclusion lens, ensuring no resident is excluded due to cognitive decline, isolation, or circumstances, strengthens both resident quality of life and workforce capability.
At the same time, we have fostered a cohesive, inclusive community across Dougherty’s three streams (residential aged care, retirement living, and social housing) built on shared values of dignity, belonging, and mutual respect, and supported through whole-of-community initiatives such as our regular CEO Happy Hour.
On people and culture
IA: How do you build and sustain a positive culture in such a complex and pressured sector?
Kelvin: Culture is built through consistency: what leaders say, do, and tolerate sets the foundation for the organisation. At Dougherty Apartments, we focus on safety, clear expectations, and genuine listening, creating an environment where staff feel empowered, residents feel heard, and everyone is supported to contribute their best.
We prioritise transparency, accountability, and respect for diversity, ensuring the culture reflects both the individuality of residents and the collective commitment of the workforce to high-quality, person-centred care. In a pressured environment, acknowledging challenges honestly while staying anchored to purpose is critical. People stay engaged when they feel seen, supported, and proud of the care and service they deliver.
IA: What have you learned from your workforce that has made you a better leader?
Kelvin: Our workforce has taught me the value of slowing down and listening. Aged care is a demanding sector, with ongoing reforms, increased governance, and compliance responsibilities adding significant pressures for leaders. These challenges reinforce the importance of pausing, reflecting, and sharing with teams.
Practical solutions often come from those closest to the work, and collaboration strengthens problem-solving, building trust, and fostering a culture where everyone feels valued and included. Working alongside residents, families, and staff has made me a more thoughtful, responsive, and inclusive leader. It has reinforced that empathy, flexibility, and clarity are just as important as technical skills expertise.
On quality and care
IA: How do you balance financial sustainability with delivering consistently high-quality, person-centred care?
Kelvin: Financial sustainability and high-quality, person-centred care are not competing priorities: both are essential for safe, meaningful, and long-term outcomes. The sector is under significant financial pressure, making disciplined governance, transparent decision-making, and innovation more important than ever.
At Dougherty Apartments, we explore new technologies and care and service models to enhance efficiency without compromising quality. By looking to global examples of best practice, we continuously challenge ourselves to deliver care and services that are safe, meaningful, and sustainable for residents, staff, and the organisation.
IA: What innovation or improvement has had the biggest impact on residents’ lives?
Kelvin: Our nationally leading use of NeuronsVR technology is a powerful example of innovation in action. It provides residents with immersive experiences that support cognitive stimulation, social connection, and emotional well-being, tailored to individual needs.
By combining technology with genuine collaboration, we have enhanced residents’ sense of control, safety, and dignity, while equipping staff to deliver more meaningful, person-centred care. Monthly usage remains higher than any other provider nationally (a remarkable achievement for a small, standalone not-for-profit) and is fully embedded in daily care routines, with data demonstrating measurable improvements in resident engagement, mood, and overall well-being.
We have also focused on removing barriers between Dougherty’s three streams (residential aged care, retirement living, and social housing) creating a cohesive, inclusive community where residents feel at home regardless of the type of service they receive. By fostering connections, shared experiences, and a sense of belonging across all streams, we reinforce that Dougherty is not just a place for care but a true community where people are known, valued, and supported.
On sector challenges
IA: What is the biggest leadership challenge facing aged care right now?
Kelvin: The biggest challenge is leading through sustained change while maintaining confidence and trust. Leaders must balance regulatory reform, workforce pressures, and financial constraints without losing sight of the human impact.
A particular risk is losing skilled leaders to other sectors, which makes ongoing advocacy, professional development, and recognition (such as through the Future of Ageing Awards) critical for retaining talent and celebrating achievements. Most aged care leaders enter the sector because they genuinely care and are driven by a strong social purpose. Recognising and valuing this dedication is essential to sustaining the workforce.
This award win resonates across the entire Dougherty community, reflecting the collective efforts of staff, residents, and stakeholders, and highlighting the achievements of a small standalone not-for- profit-making a real difference in aged care.
On change and reform
IA: How have recent aged care reforms shaped the way you lead?
Kelvin: The reforms have reinforced the importance of accountability, clarity of roles, strong governance, and a people-first approach. They remind me that leadership is not just operational oversight, but stewardship, ethical decision-making, and ensuring the voices of older people shape how services are delivered.
They also highlight the extra effort required to support residents and staff through periods of significant change; building resilience, maintaining trust, and helping everyone feel heard and empowered. These experiences have strengthened my commitment to listen more deeply, advocate boldly, and empower teams to deliver safe, high-quality, person-centred care.
IA: What does good leadership look like during times of regulatory and structural change?
Kelvin: Strong leadership during change is grounded in principles and focused on supporting people, fostering trust, and keeping resident needs central. It requires clear communication about what is changing and why, while balancing operational priorities, staff wellbeing, and resident care.Change fatigue is real; reforms are ongoing, and this is not the first major change the sector has faced, nor will it be the last. Leadership in this context means building resilience, maintaining trust, and helping everyone feel informed, empowered, and supported to adapt.
In the future
IA: What advice would you give to emerging leaders in the sector?
Kelvin: Stay curious, stay grounded, and never lose sight of why you entered aged care. Invest in your development, seek diverse perspectives, and never underestimate the impact of kindness, integrity, and empathy. Leadership in aged care is challenging, but it is also profoundly meaningful.
IA: If you could change one thing in aged care tomorrow, what would it be?
Kelvin: I would elevate the voice of older people in system design and decision-making. When services, funding models, and regulations are shaped around lived experience, the system becomes not only compliant but genuinely compassionate and effective.
Equally, I would like society to more fully acknowledge the dedication of aged care workers. These individuals serve the community with care, compassion, and professionalism, often under significant pressure. Recognising and valuing their contribution is essential to sustaining a workforce capable of delivering safe, person-centred care now and into the future.