Opinion Piece: Thriving Amid the Pressure of Unannounced Audits – Originally Published in Aged Care Today Magazine, Autumn Edition

Running an aged care home in rural Australia is no small task. Balancing the need to provide high-quality, resident-focused care with the challenge of meeting shifting regulatory standards can feel like a constant juggling act. And when you add the reality of unannounced audits by the Aged Care Quality and Safety Commission, it’s easy to see why many in our sector feel under pressure.

At Quirindi Care Services (QCS), we’re learning to embrace both the opportunities and challenges of working in a rural setting. Over time, I’ve seen our team adapt and grow, moving beyond just managing challenges to building genuine strength and resilience. It’s been rewarding to shift our focus from simply aiming for compliance to actively striving to exceed expectations – for our residents, their families and our staff.

Let’s be honest – compliance audits can be stressful. Unannounced visits create uncertainty and remain a significant pressure point for aged care providers. However, I believe we can choose how we respond. We can let fear drive our response, or we can see these audits as opportunities to showcase what’s working well.

As a team, our approach is to focus on what we do best – trusting in our model of care and backing the work of our incredible team. While audits are undeniably challenging, we aim to treat them as an opportunity to validate our efforts and demonstrate our focus on continuous improvement.

Our approach isn’t about simply ticking compliance boxes; it’s about delivering meaningful care that truly meets the needs of our residents.

Operating in a rural area has its challenges, from workforce shortages to limited access to services. But these obstacles have pushed us to think creatively and find solutions we might not have considered otherwise.

When efforts to recruit locally didn’t yield enough staff, we looked further afield and successfully brought in skilled registered nurses and care staff from overseas. Many of these new team members, particularly from the Pacific Islands, brought a culture of warmth and dedication to caring for older people, which has been a wonderful addition to our care environment. It’s been an unexpected outcome for which we’re truly grateful.

Similarly, when a local general practice withdrew its services, we pivoted and established a nurse practitioner model of care. The benefits have been immediate and far-reaching – not just for our residents, but for their families and staff as well.

Like other providers, we have had to absorb the financial costs associated with overseas recruitment and agency staff, not just to meet compliance targets but to ensure we provide quality care.

With an accreditation assessment on the horizon, we’re focused on showcasing the best of what we do. Maintaining rigorous internal standards and staying ahead of government reforms has been a priority. We keep focused on our processes and outcomes because our residents deserve this high standard, and our staff feel supported and confident when well-prepared.

We acknowledge that unannounced compliance audits are a significant part of the regulatory framework, and they come with inherent stress. However, our goal is to approach these assessments from a place of preparation and positivity, ensuring we are equipped to meet challenges head-on.

Reforms are also an opportunity for improving our level of service and building connections in our community. This year, we’ve placed a significant focus on improving the resident experience, including a complete refresh of our dining services, which recently received great feedback during a spot check. Our dining overhaul is about more than just the meals; it’s about creating an experience residents look forward to every day. From menu choices to personalised service, we are reimagining what mealtimes can mean for well-being and community connection.

We’re keeping the community informed every step of the way through updates, visuals and stories. Our residents are such an integral part of this community, and we want them and their families to feel proud of what’s happening at QCS.

Receiving feedback can be challenging and it’s natural to feel protective of our work, especially when it’s under review. However, we’re focused on shifting this perspective – retraining the team’s mindset to see opportunities instead of setbacks. This effort starts with our management team and board, who lead by example in fostering a culture of openness and continuous improvement. By embracing this approach, we aim to build an environment where our staff feel supported and empowered, and where the care we provide continues to evolve to meet the needs of our residents and community.

Kim Riley, General Manager, Quirindi Care Services
quirindicareservices.com.au

📖 This article was originally published in the Autumn 2025 edition of Aged Care Today magazine by Ageing Australia.
👉 Read the full magazine online