Executive Summary
Trilogy Healthcare is leading the way in solving crucial Australian aged-care sector challenges and possibilities. Our group strives to improve senior living through compassionate, creative, and sustainable care. Trilogy Care Healthcare identified workforce shortages and skill gaps in a sector that could become highly complex and an aging population as key challenges to quality care and the organizational vision.
These challenges are heavy. Our aged care personnel are equally responsible for care quality and operational performance. Workforce shortages and skill gaps affect our ability to develop supply in response to rising demand for aged care services, support high standards of care, and adapt as older populations’ needs evolve (Seedsman & Korkmaz Yaylagul, 2018). The aging workforce, competition for skilled labor, and complicated care demands that require a wider, more sophisticated variety of competencies all contribute to problems.
Trilogy Care Healthcare has created a five-year strategy plan to address these crucial concerns with targeted objectives, stakeholder engagement, and key initiatives. We want to make Trilogy Care Healthcare an employer of choice by offering competitive pay, career opportunities, and a supportive work environment. We also invest in training and professional development to make our personnel smarter. These strategic goals aim to solve current issues and pave the way for aged care business growth and innovation.
Conversely, we understand the hazards of our strategy plan. We strive to eliminate obstacles to our plan’s achievement through robust risk management, varied funding sources, proactive compliance, and ongoing interaction with our workers and community. The Trilogy Care Healthcare five-year strategy plan is proactive and strong in filling Australian Aged Care Sector personnel shortages and skills gaps. Improving recruitment and retention, staff competency, and stakeholder involvement will ensure quality, compassionate, and innovative care. This Strategic Plan reaffirms Trilogy Care Healthcare’s commitment to aged care leadership, improving older adults’ quality of life, and sustaining its services through shifting challenges and opportunities.
Vision Statement: To lead the way in offering innovative, long-lasting, and caring senior care that improves the lives of seniors all over Australia.
This goal shows how committed Trilogy Care Healthcare is to improving older people’s care. This goal fits perfectly with the workforce plan, which aims to hire the people we need to give our clients creative, high-quality care that fits their needs and wants.
Overview of the Selected Issues
Trilogy Healthcare is one of the high contributors to the Australian aged care sector industry, and it faces critical challenges that undercut its ability to offer quality care to the elderly. Among all the challenges, workforce shortage coupled with skill gaps have emerged as the most critical factors requiring urgent strategic attention. The section below provides an elaborate view of this multi-faceted challenge, delving into its implications for Trilogy Healthcare and the broader landscape of aged care prevalent within Australia (Nusem, E., Wrigley, & Matthews, 2017).
Workforce Shortages: The sector is severely under-staffed when it comes to skilled professionals in the aged care sector in Australia, that is—Trilogy Healthcare. This extends to different roles, right from nursing staff to caregivers to even support staff involved in the day-to-day activities of running an aged care facility. The major contributory factors to this shortage include the aging workforce, high turnover rates because the job is physically and emotionally draining, and, in general, a lack of new entrants into the aged care profession (Inacio et al., 2021). These staffing constraints are a major determinant of Trilogy Healthcare’s capacity to cater to the increasing demand for aged care services, thus impacting directly on the level of care delivered to the residents.
Skill Gaps: Other than sheer numbers, there is a critical gap between the skills and competencies of the existing workforce. The face of aged care is changing with a greater focus and attention to personalized and holistic care that moves away from only the physical health needs to address the social, emotional, and psychological needs (Khadka et al., 2019). This evolution demands a versatile workforce with skills ranging from advanced clinical and geriatric knowledge and care to empathy, communication, and capabilities that inculcate new technologies. The challenge that Trilogy Healthcare will address in this area is ensuring that the workforce possesses the skills necessary to deliver the expected high standard of care.
Trilogy Healthcare Implications: This raises significant implications for Trilogy Healthcare. First, they are a major strain on the already hard-pressed existing staff who might be at the edge of burnout, further leading to turnover. Second, it compromises the quality of care to the residents, hence the reputation and mission of Trilogy Healthcare. Lastly, these challenges limit Trilogy Healthcare’s capacity to grow services and innovate in line with the requirements of Australia’s aging population (Gibson et al., 2023).
For Trilogy Healthcare, addressing workforce shortages and skill gaps is not just an operational necessity but part of its strategic vision to deliver compassionate, innovative, and sustainable aged care. Directly confronting those challenges, Trilogy Healthcare will ensure competitive positioning and lead to overall resilience, ensuring capacity for serving senior citizens of Australia effectively.
Strategy Objectives
In response to the critical challenge of workforce shortages and skill gaps, Trilogy Healthcare has set detailed strategy objectives that are key in realizing its vision to provide high-quality care for the aged. These strategic objectives are aimed at assisting the expert, content, and stable workforce to be in a position to meet the changing needs of the elderly in Australia (Sandison, 2017). We shall discuss the strategic objectives, the reasons for each, and the expected impacts.
Enhancement of Recruitment and Retention:
The bone marrow of this sector is the employees in the aged care sector. Trilogy Healthcare will strive to be an employer of choice, which will be achieved through her strategies to attract and retain the industry’s creme. Recognizing the competitive landscape in which skilled healthcare professionals work, Trilogy Healthcare needs to articulate convincing reasons for its employees to join and stay. Trilogy Healthcare believes that being an employer of choice will reduce turnover and the number of qualified applications, increasing employee engagement and satisfaction (Keck et al., 2023). This will, in turn, help the residents’ continuity and quality of care.
Strengthen Workforce Competency:
Aged care, a challenging and dynamic profession, demands a technically competent, adaptable workforce, empathetic, and committed to lifelong learning. Trilogy Healthcare needs to ensure that its workforce is properly skilled and competent to meet these demands. Skill competence, when enhanced, will provide the bedrock upon which Trilogy Healthcare will meet its care obligations that are not only clinically effective but also personal and responsive to the needs of residents (Wegener, Stenholt, & Loving, 2021). This will bring a culture of excellence and innovation where Trilogy Healthcare’s name will be established in being flexible to the dynamics of changes within the aged care market.
Stakeholders Engagement
| Stakeholder | Engagement Method | Timing |
| Employees | Workshop, ordinary questionnaires, and one-on-one training for collecting feedback and identifying needs for development. | Quarterly |
| Resident and Families | Mechanisms to collect the feedback may involve questionnaires and/or family council meetings in order to comprehend their experience and their expectations. | Bi-Annually |
| Government Bodies | Public engagements through policy discussion forums, reporting on compliance, and negotiations for providing funds aligned with the regulatory standards and donor support. | Bi-Annually |
| Community Partners | Partnerships with the local learning institutions for public engagements with the graduate and undergraduate programs. | Annually |
| Industry Associations | Attending industrial conferences and workshops where insights are shared, needs of the sector are advocated, and industry-wide innovation is built. | Annually |
Key Actions
| Action Item | Description | Timeframe |
| Competitive Compensation Review | Benchmark and assess salary packages to remain at par in the industry. | Year 2 |
| Career Development Program Launch | Introduce structure around pathways for careers and other ways of supporting growth. | Year 1 |
| Mentoring system Establishment | Bring mentorship programs between recruits and experienced professionals for knowledge sharing. | Year 1-2 |
| Comprehensive Training Plan Development | Build a training curriculum to impart clinical skills, soft skills, and innovation in care practices. | Year 1 |
| Community Engagement initiative | Establish partnerships with educational institutions for talent pipeline development and community health programs. | Year 2-3 |
Risk management
Managing risks involved in implementing a strategic plan on workforce shortages and skill gaps in the aged care sector involves quite a complex landscape. The strategy for risk management in Trilogy Healthcare will be to identify, assess, and act proactively to mitigate these risks that could hinder or deter the successful implementation of its strategic objectives (Sumner et al., 2021). The following are the key areas where risks could take place and the strategy for how Trilogy Healthcare will manage them effectively.
Inadequate funding risk
Strongly required in setting up strategic initiatives for employees, sufficient funding is one prime requirement. The importance of effectively covering the initiatives, particularly competitive compensation, comprehensive training programs, and technology adoption, is even more due to this. Poor funding can, hence, be an inhibiting factor in effectively translating Trilogy Healthcare’s best plans into action (Cousins, 2020).
Mitigation approaches:
- Diversification of funding sources: Look for and identify different streams of funds, be they through government, private investments, or grants, so that one does not only depend on one single source.
- Effective Budget Management: Engage in tight budgeting and financial management practices, ensuring availed funds are maximized.
- Advocacy for Sector Support: Advocate for policies and models of funding that support the workforce needs of the aged care sector with government bodies and industry associations (Cooke & Bartram, 2015).
Risk of High Staff Turnover
With such efforts in the enhancement of the recruitment and retention process, there is still the rise of the risk of high turnover, which is set off by burnout, competitive job offers, and workplace dissatisfaction.
Mitigation Approach:
- Employee Engagement and Well-being Programs: Investment in employee wellness, well-being, work-life balance, and job satisfaction programs.
- Mechanisms to collect and act upon routine staff feedback help to time necessary interventions for addressing dissatisfaction and disengagement.
- Competitive Compensation Review: Evaluation of compensation and benefits to ensure the organization’s competitiveness in the market.
Risk of changing regulations
Trilogy Healthcare is located in an industry characterized by many changes in regulations, and these regulations will affect most, if not all, of the operations and strategies of Trilogy Healthcare most of the time (Chomik & MacLennan, 2014).
Mitigation Strategies:
- Compliance Monitoring Team: The company should create a team that will be responsible for the continuous monitoring of these changes in regulations and any sort of impact they might
- Agile in Strategic Execution: Design strategies agile enough to adjust to regulatory changes.
- Engagement with the Stakeholders: Keeping lines of communication with the regulating bodies, not just to be on top of possible changes but also to advocate for the proper regulating environment, which would support the quality of aged care delivery (Caplan & Scott, 2022).
Inadequate candidate pool
Much of this strategy rests on being able to recruit new talent into the aged care sector. A sustained shortfall in the pool of suitably qualified candidates could sink recruitment efforts.
Mitigation strategies:
- Outreach and Awareness Programs: Using social media and marketing efforts, educational institutions can spread the word about job opportunities in the elderly care industry.
- Cooperation with Educational Institutions: To expand the pool of qualified graduates to provide their services in the aged care sector, collaborate with universities, TAFEs, and other providers of vocational training about the design of curricula related to the industry (Barnett et al., 2019).
- International Recruitment: Investigate opportunities for hiring people from outside to augment the local workforce in compliance with immigration and professional accreditation regulations.
Conclusion
Two of the main strategic objectives that Trilogy Healthcare has to ensure to deliver better patient care and services include improving recruitment and retention and enhancing the workforce’s competency. The objectives in this framework will result in Trilogy Healthcare having a strong, professional, and committed workforce, which ensures the company stands for the delivery of compassionate, innovative, and sustainable aged care. Realizing these goals will take the coordinated efforts, marshaling of resources, and continued dedication by all organization members at every level. However, the potential payoffs for Trilogy Healthcare, its employees, and the residents they serve are substantial and far-reaching.
References
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