Change with purpose: how Windermere evolved to meet community needs

Dr Lynette Buoy, former CEO of Windermere Child and Family Services, reflects on a journey of transformation, growth and leadership.

Change is a natural part of organisational life. That’s how Dr Lynette Buoy describes it, and for her successfully leading through change isn’t simply about processes, structures or organisational charts – it’s about people. 

Over more than a decade leading Windermere Child and Family Services, Dr Buoy has guided the organisation through some of the most significant changes in its history, from the introduction of the NDIS and the Practitioner Coaching Framework to the rapid response required during COVID-19 and the transition to flexible ways of working.  

Yet despite holding a doctorate in change management, her philosophy remains simple. 

It’s a perspective shaped by decades of observing how organisations respond to change and, more importantly, how people experience it.

 

The human side of change

Dr Buoy’s interest in organisational change began during the restructuring-heavy climate of the 1980s, when rapid reorganisations, takeovers and workforce reductions became increasingly common.

What stayed with her wasn’t the mechanics of change – it was the impact on people.

“I watched people who felt completely disregarded in change processes. No matter what it is that you’re doing, you need to be respectful of those impacts.”

That experience would later inform her doctoral research, which explored how organisations can better engage employees during periods of change.

For her, successful change is less about the decision itself and more about how people experience the journey. And organisations often tend to misdiagnose the problem.

“Change gets a bit of a bad rap,” she says.

One of her key findings remains relevant today: people are more likely to support change when they understand the story behind it.

“The issue isn’t usually that change is unnecessary. It’s because the story isn’t clear.”

For Dr Buoy, successful change starts with helping people understand why something needs to happen, how it connects to the bigger picture and what it means for them.

“When it’s done well, people might say, ‘I don’t like that this is happening, but I understand why it’s happening.”

 

Navigating transformation at Windermere

When reflecting on the most significant changes Windermere has experienced, Dr Buoy points to two defining periods.

The first was the introduction of the NDIS and the shift to a fee-for-service environment.

The transition required a significant organisational shift and challenged established approaches to service delivery.

“I remember standing in front of our disability teams with spreadsheets, trying to translate major policy reform into a reality we could all understand, while also acknowledging how confronting it felt for staff who weren’t “about utilisation”.

For many practitioners, the change wasn’t simply operational – it challenged long-held beliefs about how they could best support consumers.

“It didn’t only raise questions about job security for staff, it was also about whether this was the way they wanted to work and whether it aligned with their professional values – all of which were valid concerns.”

While the transition was significant, Dr Buoy says the organisation remained focused on a single question: how to continue delivering services that communities relied on.

More than a decade later, Windermere remains a trusted provider of NDIS supports, serving thousands of people while continuing to evolve alongside the changing needs of the sector.

The second defining period was COVID-19. Like many organisations, Windermere was forced to adapt almost overnight.

“We didn’t choose it. We were simply told to work from home. It was an unavoidable change process that we then had to make work and luckily, we had the tools and equipment that enabled us to do it.”

What began as a crisis response has since evolved into a flexible way of working that continues today. Key to its success was that, rather than treating flexibility as an entitlement, Windermere built a shared understanding of what it is and what it isn’t.

“Flexible working arrangements are guided first by what’s best for our consumers, second by what’s best for the organisation, and then by what’s best for you.”

The result is a model built on trust, accountability and shared responsibility. What began as a crisis response has now become an enduring part of Windermere’s culture and employee value proposition.

 

Bringing people on the journey

One of the clearest examples of long-term organisational change during Dr Buoy’s time is the Practitioner Coaching Framework (PCF).

Introduced almost seven years ago, the framework represented a significant shift in practice and culture. It wasn’t simply about implementing a new model. It required practitioners to think differently about how they worked with families and communities.

Like any significant transformation, not everyone wanted to take that journey and embedding the PCF required more than a new process. It required a compelling vision.

It also required consistent leadership; holding the vision, speaking about it often, and connecting the PCF to Windermere’s future at every opportunity.

“We always knew it was a long game. We’ve made mistakes, revisited concepts and evolved the approach over time.”

Not everyone embraced the change immediately, and Dr Buoy refrains from describing those who questioned the change as resistant.

“I don’t really like the word resistance. Sometimes people simply decide that a particular path isn’t for them.”

Rather than viewing that as a setback, she sees it as a natural part of organisational change.

“If it’s in the best interests of our consumers and the organisation to move in a particular direction, then that’s the guiding principle.”

The focus remained on creating understanding, building capability and maintaining open dialogue. Over time, the framework became embedded across the organisation.

“Almost seven years on, the work continues. For me, it’s been a win-win-win; better for consumers, better for employees and better for Windermere.”

 

Leading through uncertainty 

Change inevitably creates uncertainty, but Dr Buoy believes leaders have a responsibility to remain grounded in purpose while being honest about challenges. And leaders need to be realistic about those challenges when leading people through change. 

“You can’t be all things to everyone, but without engaged employees, you can’t fulfil your purpose either.” 

She acknowledges that organisations are complex environments where people bring different experiences, expectations and perspectives. 

“Everybody comes with their own baggage, their own experiences and their own expectations. One person might think, ‘This is a great place to work,’ while another is frustrated by exactly the same decision. That’s the reality of organisational life.” 

Rather than trying to satisfy every preference, she believes leaders need to provide clarity, direction and opportunities for people to be heard while recognising that people will interpret decisions differently.  

In this way, the role of leadership, she says, is not to eliminate uncertainty but to communicate clearly, share information when appropriate and help people understand the direction being taken. 

“You share as much as you can, when you can. You keep bringing people into the conversation.” 

 

Looking ahead 

As organisations continue to navigate emerging technologies, workforce expectations and shifting community needs, Dr Buoy believes success will depend on balancing technical capability with human insight. 

“The most valuable perspectives often come from people who understand why things have been done a certain way and those who stay connected to the end result.” 

She notes that diversity of thought, open dialogue and a shared commitment to purpose remain critical capabilities for any organisation seeking to evolve. 

And for leaders embarking on major transformation? 

Her advice is simple. 

One mistake Dr Buoy sees leaders make is assuming that because they’ve been immersed in a change initiative, everyone else will fall in line. 

“You spend months working on a plan and then showcase it for an hour,” she says.  

“People go back to their day jobs. They’re not sitting around thinking about it.” 

When it comes to transformational change, building understanding takes time, repetition and creating conversation.   

“If the change is right for the organisation, momentum will build over time.” 

 

A collective achievement 

Looking back on Windermere’s journey, Dr Buoy is quick to shift the focus away from individual leadership and towards collective effort. 

There’s one defining moment that still stands out for her. Towards the end of the organisation’s second strategic plan, she observed a growing ambition emerging across the organisation.  

“People weren’t saying, ‘Not another strategic plan.’ They were actively involved in wanting to make Windermere a better place for our consumers and a great place to work.” 

It was a sign that the organisation had evolved, not because of one initiative or one leader, but because people across Windermere were united by a shared purpose.  

She saw the collective impact, the growing respect between service delivery and corporate teams, and a maturity and ambition strengthening across the organisation.  

“I didn’t imagine I’d reach 13 years, but it has been such a great experience, and I am confident that many who’ve been part of the journey would agree we’re a vastly different organisation now with enormous energy and passion to keep going.” 

And one thing remains clearer than ever. 

“It’s about the collective. We all do great jobs. We all work really hard to do it better. And it’s through collective effort that organisations become great.” 

 

To learn more about Windermere visit Windermere Child and Family Services. Find out more about our range of services here.