Shifting beyond compliance to capability
We need to work at the intersection of innovation, collaboration, and evidence-based practice to turn legislative potential into transformative change, writes Paul Goudie.

The recent passage of Aged Care Act Bill 2024 marks more than a legislative milestone – it is a pivotal inflection point for Australian aged care, and we are standing at a critical juncture that demands fundamental transformation.
The numbers are stark and unforgiving. By 2030, our sector will require 110,000 additional workers. But this isn’t simply a recruitment challenge – it’s also an opportunity to reimagine what quality care means in the 21st century.
Limitations of compliance-driven approaches
Mandatory training, while necessary, is ultimately insufficient. Too often, due to constraints such as time and cost, workforce development has been treated as the minimum standard to be met rather than a strategic pathway to excellence. The new reforms demand we move beyond this narrow perspective.

True capability development requires a holistic approach beyond traditional training models. We need to create ecosystems of learning that:
- integrate cutting-edge technical skills with profound emotional intelligence
- develop career pathways that attract and retain top talent
- establish a culture of continuous professional growth.
The human element of care
At its core, aged care is a deeply human profession. The legislation provides a framework, but the real transformation will happen through the individuals who choose to make this their career. We’re not just training workers; we’re cultivating compassionate professionals who will fundamentally reshape how we understand care.
My work with leading aged care providers has consistently demonstrated that the most successful organisations view workforce development as a strategic imperative. They understand that every training hour and every skill developed directly translates to the quality of life for our most vulnerable citizens.
A systemic approach to workforce transformation
The reform act creates a critical opportunity to address long-standing structural challenges in our sector. We must:
- Redesign career pathways to create clear, attractive progression routes that show aged care as a dynamic, respected professional field
- Invest in comprehensive training to develop programs that blend technical competence with emotional intelligence and cultural sensitivity
- Establish support mechanisms to build robust mentorship and ongoing professional development structures.
Technology and human touch
Emerging technologies like AI and advanced care monitoring systems will play an increasingly important role. However, these tools should augment, not replace, the fundamental human connection that defines quality care.
Our challenge is creating a workforce that seamlessly integrates technological capabilities with deep, empathetic understanding. This requires a radical reimagining of training, recruitment, and professional development.
A call to action
Aged Care Act 2024 is not a destination – it’s a starting point. The real work begins now. Providers, educators, policymakers, and professionals need to work at the intersection of innovation, collaboration, and evidence-based practice to turn legislative potential into tangible, transformative change.
The sector cannot afford incremental adjustments. The demographic shifts we’re experiencing demand bold, comprehensive action. Every care worker we develop, every skill we cultivate, directly shapes the quality of life for our aging population.
The future of aged care is not written in legislation – it’s written by the dedicated professionals who choose to make a difference, one moment of care at a time.
Paul Goudie is chief executive officer of Altura Learning
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