Generate a course of action

Uses selected strategic responses and experiments from connected nodes.

Strategic Responses

Leap‑frog ICT plan: modular cloud platform + frontline UX sprint

Execute a phased ‘big win’ ICT program: deploy a cloud‑hosted, modular ERP/CRM core for finance and compliance in phase 1 (6 months), implement a mobile‑first rostering and e‑care record in phase 2, and integrate telehealth/apps in phase 3. Couple technical rollout with rapid frontline UX sprints and ‘superuser’ cohorts to ensure adoption. Use outcomes‑based vendor contracts to align delivery with measurable benefits (reduced admin time, fewer reporting errors).

Compliance automation and ‘one‑truth’ reporting layer

Build an automated compliance layer that extracts data from the new cloud systems to produce regulator‑ready reports and dashboards. Introduce an internal compliance concierge role to interpret outputs for teams and reduce audit pain. Target the 30% reduction in reporting errors via automation and embedded workflows.

Rapid workforce redesign: micro‑credentials + local talent hubs

Create a GalaxyCare Academy in partnership with local TAFE/uni and Council to run fast, micro‑credentialed training programs (6–12 week funded pathways) targeted at career‑returners, migrants and school leavers. Offer guaranteed interviews, paid work trials and rotational roles across home care and facilities. Attach a sign‑on and completion bonus and a ‘return‑to‑care’ flexible shift program for parents/career‑break workers. This reduces recruitment time, builds career pathways and increases retention by linking training directly to jobs.

Boldness: 33

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Title

Description

A cohesive plan to automate regulatory reporting, rapidly upskill local talent, and deploy a modular ICT ecosystem. The approach links reforming compliance culture with tangible workforce and care delivery improvements, anchored by frontline UX and outcomes-based delivery to sustain growth and quality care.

Objectives

Reduce regulatory reporting errors by 30% by end of Q4 2024
Cut recruitment time by 40% and improve staff retention by 10% by Q4 2024
Achieve 5% reduction in operational expenses by mid-2024 while maintaining service quality
Achieve 80% frontline user adoption of new ICT tools within 6 months of deployment
Deliver three micro-credential training cohorts with guaranteed pathways into GalaxyCare roles by Q3 2024

Steps

Step 1: Establish governance and align KPIs across Compliance, HR, and ICT to anchor automation and workforce initiatives
Step 2: Design and deploy Compliance automation layer and the internal concierge role; pilot with core regulatory reports
Step 3: Form GalaxyCare Academy partnerships with local TAFE/uni and Council; launch micro-credential pathways and return‑to‑care programs
Step 4: Initiate Leap‑frog ICT program: phase 1 cloud ERP/CRM core, phase 2 mobile rostering/e‑care record, phase 3 telehealth/app integration; establish superuser cohorts
Step 5: Run rapid frontline UX sprints; implement outcomes-based vendor contracts tied to measurable benefits
Step 6: Roll out sign‑on, completion bonuses, and flexible shift programs to support retention
Step 7: Monitor, iterate, and scale successful pilots to all facilities and home care services

Risks

Implementation complexity across departments may slow progress and raise change fatigue
Dependency on external partners (TAFE/uni, vendors) could disrupt timelines
Data governance risks during cloud/ERP consolidation and migration
Adoption risk: frontline staff may resist new tools without effective training
Financial pressure if benefits are slower to materialize than forecast

Resources

Compliance automation software and data integration layer
Cloud ERP/CRM platform licenses and integration tools
partnerships with local TAFE/University and Council for academy delivery
UX sprint teams and superuser cohorts; change management specialists
funding plan and outcomes-based vendor contracts

Assumptions

Data in cloud systems is clean enough for automated reporting
Local partners (TAFE/uni, Council) remain available and committed
Frontline staff are receptive to training and new workflows with proper incentives
Regulatory environment remains stable enough to measure improvements against current baselines
Budget support is available to sustain ICT and workforce initiatives through required rollouts