Understand the changes
Leverage current knowledge
Recognise the characteristics of successful providers
Define your client value proposition
Use strategic analysis and financial modelling
Understand the changes to the funding and regulatory environment, including the Royal Commission and government program and funding reform, which will shape the sector for the next decade. Although the new government’s aged care reform direction is still being shaped, there remains a whole-of-government policy commitment to aged care sector reform and providers should anticipate high standards.
Leverage current knowledge of the aged care market, client expectations, preferences and behaviours and the performance of current services. Use this knowledge to identify operating model improvements that align with the organisation’s mission and values and new drivers of client experience and choice. Providers can learn a lot from each other as well as from their own experience.
Recognise the characteristics of successful providers. These include having an effective scheduling and client care management system, developing a compelling employee value proposition and career pathways, identifying the competitive advantages that guide strategy and related investments, and forming partnerships with communities, hospitals, and tech and training providers. Aged care providers should look at other sectors – disability services and education providers may also be valuable sources of inspiration.
Define your client value proposition to guide how you will compete. Aged care providers are not homogenous. Understanding current service provider strengths is critical: What is valued most by consumers? What do they want to be known for? What makes them distinctive? There are a range of factors to consider when developing your client value proposition, including service-type (family owned, franchise, for-profit, not-for-profit); remoteness (metropolitan, regional, rural or remote); specialisation (dementia-specific, culture-specific, etc); and level of care provided (domestic support, personal care, clinical care, allied health, dementia care, palliative care).
Use strategic analysis and financial modelling to identify and assess strategic opportunities, risk appetite and financial impact. Detailed financial analysis and modelling enables organisations to understand the operational impact of modifying service delivery parameters. Combine this with sector expertise to understand the workforce and supporting infrastructure needed to achieve success and to develop a cost-effective operating model.
Prepare for implementation
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Prepare for implementation by identifying a pathway for change management. This requires providers to define the leadership roles required, equip the team with the necessary skills, maintain purposeful engagement with staff and clients, and implement robust governance to provide greater transparency on performance.
Prepare for implementation by identifying a pathway for change management. This requires providers to define the leadership roles required, equip the team with the necessary skills, maintain purposeful engagement with staff and clients, and implement robust governance to provide greater transparency on performance.
Prepare for implementation