In a sector often measured by metrics and compliance frameworks, some of the most transformative moments happen in the spaces between—over a cup of tea after an exercise class, in conversations that give older adults agency over the services designed for them, in the intentional creation of environments where belonging can flourish.
Aynsley Johnson, Head of Care Services at Burnie Brae, has built a career recognising what traditional aged care models often miss: that genuine human connection, dignity, and the space to feel seen and valued can be as vital as any clinical intervention or structured program.
“Some of the most meaningful impact hasn’t come from large-scale strategies, it’s come from quiet, intentional work that creates space for people to feel dignity, connection, and agency,” Johnson reflects.
Aynsley Johnson’s path into the social sector was shaped by empathy from an early age. Experiences that exposed her to the challenges people face cultivated a strong drive to contribute to meaningful change.
While aged care entered her life unexpectedly, it quickly became deeply personal. With strong connections to her grandparents — and serving as their informal carer — the sector felt aligned not just with her professional values, but with her lived experience.
Today, Aynsley is particularly passionate about leadership and about creating space for young and emerging professionals in aged care. In a field not often associated with younger leaders, she is committed to fostering visibility, growth and innovation for the next generation.
Q&A with Aynsley
What inspired you to pursue a career in the social sector?
From an early age, I developed a strong sense of empathy and a drive to contribute to meaningful change, shaped by experiences that gave me insight into the challenges many people face. That naturally led me to pursue work that aligned with my values and sense of purpose.
Aged care came into my life somewhat unexpectedly, but with strong personal connections to my grandparents, and my continued role as their informal carer, it quickly became a space that felt both personal and purposeful. Over time, that connection has only deepened.
Now, I’m particularly passionate about leadership within the social sector and about creating space for young and emerging leaders. It’s not common to see younger professionals stepping into aged care, and I’m committed to helping change that by fostering growth, visibility, and innovation in the next generation.
What is the most fulfilling part of your work?
For me, it’s knowing that the work we do, even when it’s behind the scenes – directly contributes to people feeling seen, valued, and supported. Whether it’s empowering a team member, improving a community program, or simply listening to someone’s story, those moments of genuine human connection are the most rewarding part of my work and cup-filling.
What is the most impactful project you have worked on so far?
Over the years, I’ve been privileged to contribute to a wide range of initiatives, from advancing end-of-life and palliative care models to embedding co-design into aged care services and even exploring how AI might reduce loneliness or ease the administrative burden on clients and carers. But the truth is, some of the most meaningful impact hasn’t come from large-scale strategies, it’s come from quiet, intentional work that creates space for people to feel dignity, connection, and agency.
Sometimes, it’s as simple as inviting older community members to take the lead in shaping the services that affect them, or encouraging moments of informal connection, like staying for a cuppa after an exercise class – that evolve into powerful peer support networks. We didn’t create those friendships, but we created the space and the invitation. In that way, I see our role not just as service providers, but as conduits for belonging and purpose.
So while I’m proud of many of the programs and reforms I’ve been part of, it’s those deeply human, often understated outcomes, the ones that make people feel safe, seen, and connected, that stay with me the most.
Related story: Leading early and why family-centred intervention shapes lifelong outcomes
What are the biggest developments you have seen in the social sector so far?
There’s been a noticeable shift toward more person-centred, trauma-informed, and culturally responsive care – which is long overdue. I’ve also seen a stronger emphasis on co-design and elevating the voices of lived experience in shaping programs and services. It’s not always perfect in practice, but the intent is becoming more embedded.
Another exciting development is the growing interest in AI and other emerging technologies designed specifically for older adults – and, increasingly, designed by older adults or with their input. We’re seeing innovation that’s more inclusive, more intuitive, and better aligned with the real needs and preferences of ageing communities. It’s a promising step toward greater digital inclusion and dignity in care.
What do you think is the biggest challenge facing our sector nowadays?
Workforce sustainability remains one of the most pressing challenges. The sector is filled with incredibly purpose-driven people, but the growing demand, administrative load, and emotional toll – particularly in aged care and frontline roles – are leading to significant burnout and turnover.
At the same time, the pace and scale of reform across the sector, while often necessary and well-intentioned, can place additional strain on organisations and staff who are already stretched. Ensuring that reform is matched with practical support, adequate resourcing, and space for workforce wellbeing will be key to building a resilient, future-ready sector.
What emerging technology or trends do you believe will shape the sector’s future?
Digital inclusion and assistive technologies have the power to significantly improve access and quality of life, especially for older adults and people living with disability. I also see great potential in data-driven care planning and AI-supported case management, if implemented ethically and with a human-first mindset.
What advice would you give aspiring leaders in this sector?
Lead with heart, but don’t be afraid to pair it with strategy. Stay values-led, stay curious, and stay close to the people you support, equally learn to navigate systems, advocate for change, and uplift others around you. Leadership in this sector isn’t about titles, it’s about being accountable to the impact you create.
Tell us more about Burnie Brae. What is something unique about it?
Burnie Brae is more than a service provider — it’s a genuinely community-driven organisation that places people at the centre of everything we do. What truly sets Burnie Brae apart is its commitment to co-design and client-led services. By actively involving members and clients in shaping programs, the organisation ensures that services are not only responsive but also empowering. This approach fosters a sense of ownership and community among clients, enhancing their overall well-being.
Moreover, Burnie Brae’s dedication to creating welcoming spaces—like our cafe and various social groups—encourages informal interactions that often blossom into supportive networks. These initiatives, though seemingly small, have a profound impact on reducing isolation and promoting a sense of belonging among members.
In essence, Burnie Brae’s unique blend of personalised care, community engagement, and continuous innovation exemplifies how aged care services can be both compassionate and forward-thinking.
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Ritchelle is Content Team Manager at Akolade, producing stories for Australia's not-for-profit sector at Third Sector.
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