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CILCA 360 - The Care Industry Leadership Capability Assessment Tool

CILCA 360 is the chosen leadership assessment tool designed specifically to grow care industry leaders by illuminating current views, beliefs and behaviours.

CILCA 360 uses both self-assessment and feedback from others to identify current and desired capability across 5 key leadership domains.

It's derived from the Australian Aged Care Leadership Capability Framework developed by the Australian Government in 2014 and the Quality Standards.

Leading Self – Relationship with, understanding of, and care for self.

Leading Others – Ability to relate to, communicate with, and work effectively with others.

Leading Business – Management of business resources to achieve organisational goals.

Leading Purpose – Ability to articulate and promote the organisation’s sprit, purpose and strategic direction.

Leading Change – capacity to foster a working environment that encourages creative and holistic approaches.

It also measures capability within the relevant Care Standards;

Care Standards – behaviours expected by the industry to provide quality of care that supports positive client and organisation outcomes.

CILCA (NDS) 360 

For leaders in the disability services sector, ask us about CILCA (NDS) 360. This development tool is designed specifically for leaders in the disability services sector,  and is correlated to the NDIS Standards.

CILCA (Exec) 360

For Executives the Aged Care services sector, ask us about CILCA (Exec) 360. This development tool is designed specifically for executives in the Aged Care sector,  and is correlated to the Aged Care Quality Standards.

Aged Care
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How it works

Leaders participate by completing an online survey about themselves and nominating feedback providers to fill in feedback on their behalf.  Data is collected and processed and each individual is provided with a comprehensive report that outlines current strengths and biggest areas of opportunity or ‘gaps’ in capability. Because it compares the self view with that of others, it also helps identify potential blindspots in the participants’ capability as well as confirmed strengths.

Following the survey administration and reporting period, a CILCA 360 Accredited Practitioner will debrief the results to each leader in a confidential and supportive coaching session and start to identify the ‘view’ that lead to the behaviours identified.

By understanding the views that underpin our actions, we have the opportunity to change the results or outcomes.


The CILCA 360 process is administered completely online, with reports being provided in either hard or electronic copy.

Each participant also receives a comprehensive interactive Self Development Guide coaching resource to aid in their on-going development.

CILCA 360 is targeted to leaders and managers in or aspiring towards positions within three levels of leadership

CILCA 360 Level 1

Level 1 Leaders are responsible for the strategic and cultural responsibility for an entire organisation or division such as CEOs, directors, senior managers and department heads.

CILCA 360 Level 2

Level 2 Leaders are responsible for overseeing multiple teams, or an entire service, function or site such as a Facility Manager, Care Manager, Human Resources Manager.

CILCA 360 Level 3

Level 3 Leaders or 'front line leaders' are responsible for the activities of a team - Care Coordinators, Registered Nurses or Team Leaders.

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Benefits for your organisation

The CILCA 360 uses data to drive insights that will help your leaders thrive and achieve their potential. CILCA 360 will provide your organisation with;

  • Independent assessment of leadership capability
  • Ability to meet care quality standards around human resources and governance
  • Access to industry benchmarking database
  • A targeted approach and increased ROI in leadership development, through the use of Aggregate Data Reports
  • Ability to offer support for personal and professional development for participants

Supplementary Tools

We recommend the use of CILCA 360 in combination with CISCA.

Together they provide an integrated approach to supporting the growth of the individual leaders as well as the entire care team.


Case Study

Industry: Providing in-home & community support

Location: Servicing over 10,000 people across WA

Employees: More than 1000 staff & volunteers

Their Challenge

A newly formed leadership team responsible for all facets of customer operations brought together through a restructure process with the intention of increasing availability of leadership to front line staff to support safe, quality care outcomes. Eight people came together with different views on leadership formed by their diverse experiences and backgrounds. The restructure meant that some leadership team members had previously been reporting to others.

Outcomes for the team

1. Sharing of individual results to create alignment and shared understanding within the team, holding people personally accountable for their own leadership gaps.
2. Commitment to achieving high performance through creation of team charter and 'getting into action' as a team
3. Design of tailored leadership program aimed at addressing key gaps as identified in aggregate data.
4. Annual retest in 12 months time to track progress

The Results

What the data said

Key areas of improvements and focus;
- Own wellbeing
- Sharing responsibility
- Poor time management
- Not managing poor performance

Analysis & Insights

The team debrief creates an opportunity for the team to be guided through discussion that helps unlock insights that are drawn from the results of the 360 together with known performance and personal experiences of the team.

Using the foundations for transformation approach, the performance coach guided the discussion and enabled participants to make connections between the results, what may be standing in the way of transformation, and thus the levers for change.

This team were able to quickly determined the following key priorities for their team development:

  • Transform the intention into impact.
  • Making meaningful and sustainable changes through managing people and making changes to processes.
  • Develop the resilience and self-care capability to enable a greater leadership impact.

Action CILCA 360 Process

Complete the CILCA 360 Survey:

  • Measured capability against the six leadership domains looking at both current and desired performance
  • Self rate
  • Team members, peers and line manager providing feedback

Participants received:

  • A copy of the results, a personalised 1.5 hour debrief and a CILCA 360 Self Development Guide.
  • A group debrief sharing both  individual results and reviewing aggregate results of the teams strengths and weaknesses.

By using the CILCA we were able to go through a shared journey about the strengths and opportunities of both the team and as individuals. The CILCA allowed a much richer development discussion than is normally the case with traditional 360 tools.
- Head of Customer Operations

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CILCA 360 Testimonials

I had just pulled together a new team. By using CILCA 360 we were able to go through a shared journey about the strengths and opportunities of both the team and as individuals.

CILCA 360 allowed a much richer development discussion than is normally the case with traditional 360 type tools. They also provided an invaluable reference guide to target individual development needs.

The process was enlightening and educational on both a professional and personal level. Thank you.

Jamin Hirte
Head of Customer Operations, Chorus

CILCA 360 provided a unique opportunity to have a 360 review of our leadership capability and which also reflected the new Care Standards.

The value of the tool for the Executive Leadership Team and their profiles at RAAFA has enabled each individual to identify areas seen to be strengths and areas for improvement.

John Murray

The way we lead our people and behave at work is the single most important future success factor for both culture and business outcomes.

In our strategy it was a key priority area – to develop our divisions leaders and to
have a very clear vision of our leadership development framework and crystal clear plans around our leadership investment strategy.

I have been looking closely at an organisation that supports individuals specifically in our industry and at our levels to help us each develop individual targeted development plans that are based on organisational strategy
and our own leadership capability.

The reason I like CILCA though is that their questions are based on the national Aged Care Leadership Framework and the new quality standards. The outcome is a very clear graphic display of where your strengths as a leader are
and where there are areas you might want to focus on.

That report is confidential, there is a debrief meeting with an accredited professional to review your results confidentially with you.  From this, you develop you own plan which is the bit you share with your manager and that is what we work
on together. 

They have great resources which a self-directed to support executing the plan.

Divisional Manager
Residential Service & Operations, Baptcare

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