When people hear the term succession planning, they often think about retirement, replacing a CEO, or finding the next manager. But in reality, good succession planning is much broader than that.

It is about ensuring continuity of care, maintaining organisational knowledge, and making sure services can continue to operate effectively when key people leave, move to another role, or simply decide it is time for a new chapter.
It is also something I have been thinking about a great deal not just in my work with aged care providers, but closer to home.

As I was discussing succession planning with providers, it made me reflect on our own experience at CDCS.

Many of you know that Donna and I established CDCS more than 15 years ago. Before that, we had already spent years working together on a range of projects across the aged care sector. Our professional partnership stretches back to the early 2000s, and together we have built a business that we are incredibly proud of, supported by a wonderful team of experienced and dedicated people.

Like any business, the journey has included both successes and challenges. Over the years there have been periods of illness, injury and unexpected life events that reminded us how important it is to have systems, processes and people in place to ensure continuity, not only for our clients, but also for ourselves.

A few years ago, a personal health challenge prompted me to think more carefully about sustainability, not just for myself, but for the business as well. It reinforced the importance of having strong succession plans, capable people and robust systems in place. Since returning to work in 2024, Donna and I have spent considerable time discussing the future of CDCS and what the next chapter looks like for both of us.

Those conversations eventually led to a decision that felt right for both of us.

I am stepping back as a business owner and day-to-day management of CDCS, with Donna taking on full ownership of the business.

Importantly, this has not been a sudden decision. It has been a carefully considered transition that Donna and I have been planning over an extended period of time.

The best measure of any successful succession planning is that there should be very little noticeable impact to operations and quality.

  • For CDCS that means our experienced team remains in place.
  • Our foundational values continue to guide the business.
  • Our commitment to supporting aged care providers remains unchanged.

For us this also involves a gradual transition.

I will continue working with CDCS on selected projects where my skills and experience are most valuable. I will have more time to focus on research, resource development, writing training content, blogs and videos, particularly as the aged care reforms continue to evolve. I'll also remain available to support Donna and the broader CDCS team when needed.

On a personal level, this transition gives me the opportunity to spend more time on some of the things I have been putting off for too long. For me, this is the reward of good succession planning.

For our clients and industry colleagues, it means knowing that CDCS remains strong, stable and ready to continue supporting the sector through one of the most significant periods of reform we have seen.

That is exactly what succession planning should achieve.

If your organisation is thinking about succession planning, whether for your workforce, leadership team, Board, or key operational roles, now is the time to start those conversations.

Good succession planning is not about preparing for someone to leave. It is about ensuring your organisation continues to thrive when change inevitably occurs.

When succession planning is done well, organisations continue to grow and flourish.

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If you would like support with re-registration readiness, workforce planning, training, governance, or service development, please get in touch with the CDCS team. It is very much business as usual, just as good succession planning intends.