ADM and ACM Coordination and Growth Proposal

3-month progress report

Let's look at how we did so far.

Operations Coordinator (Engr. Ruvy)

SOPs completed and approved

• SOP_ADM Internal Folder and File Standard_Approved_2026-09-22, now in the execution stage

• SOP_ADM Standard Client Folder Structure_Approved_2026-09-22, now in the execution stage

• SOP_Incident Management and Reporting Procedure_Approved_2026-09-01

• Template_Standard Operating Procedure_Approved_2026-09-01

• Client daily sheet file exports: 2 completed, the rest still ongoing

• Process flow diagram for visual reference

Builds in progress, based on the Client and Staff Processes document

• Forms-to-folder export build and automation

• ADMOS user experience audit, to reference in the processes

• Internal process database for process automation: client onboarding and offboarding, support worker onboarding and offboarding, and contractor onboarding and offboarding

• Client report exports (ongoing)

Other work

• Team management: keeping the Service Coordinator informed and accountable for her tasks

• Review of NDIS audit readiness, using the data available

• Marketing plan for client and worker acquisition, which forms part of this proposal

Rachel, Service Coordinator

Day-to-day operations

• Familiar with the rosters

• Updating client rates

• Reading invoices and procedures

Client familiarisation and coordination

• Understands each client's needs, diagnoses, daily routines and the support they need day to day

• Can assess how urgent a client concern is, and what needs attention now versus routine follow-up

• Knows the information and documents needed from clients for NDIS requirements and ADM's processes, including what must be completed before services start

• Reviews clients' Daily Sheets and can locate client files and the right folders

Support worker documentation

• Knows the documents support workers submit during onboarding

• Knows the mandatory certificates, qualifications and training for workers and the clients they support

• Knows the forms and declarations workers must review and sign

• Checks staff records before a worker is assigned to a client

Client file standardisation (in progress)

• Moving client documents into ADM's standard folder structure, following the approved SOPs

• Checking for duplicates and misplaced records, and applying the standard naming conventions

Areas still developing

• Email management: she is reviewing incoming emails and noting senders and purpose, and is still building confidence on urgency, who to include and when to escalate to Rose

• Finishing the folder standardisation

• Prioritising tasks by urgency and handling routine coordination more independently

Summary

Thank you for the trust you have given us over the last three months. This proposal sets out the team I recommend for the next stage, as ADM keeps growing and ACM starts in aged care.

This is as much a plan ahead as it is a proposal. It shows how the team, outreach, hiring and compliance will work together, step by step, so you can see the full path before agreeing to each change.

What I am proposing:

• Two Service Coordinators, 4 hours each

  • Together they cover an 8-hour office day

  • If one is on leave, the other covers the full 8 hours, so the phones are always answered

  • They will now work as individual coordinators: Rachel for ADM and Service Coordinator 2 for ACM

• Rachel (Service Coordinator 1, ADM)

  • Enquiries and intake

  • Calls with current clients and families

  • Support Coordinator relationships

  • On-the-job shadowing for the new coordinator

• Service Coordinator 2 (new, ACM)

  • Already profiled and vetted, and a nurse by background

  • Starts with 2 hours of list building and cleaning and 2 hours of content repurposing each day

  • Then takes on calls and emails to aged care providers, and support worker hiring posts

  • Will not call current clients until she has finished training and system sign-off

• Me, as Operations Coordinator, moving to full time

  • Compliance calendar, registers and evidence trails

  • Team coordination and internal management of both coordinators

  • Internal audits for NDIS and aged care

  • System operations: audit, build, supervision, oversight and improvement

  • Supervision of all marketing

  • All skills and upskill training

  • I will create, test, supervise and audit every process the team needs, which is why my commitment needs to increase

• Later on

  • A separate marketing team, to be decided once the client acquisition systems show results

The aim is simple: ACM reaching 150 to 200 billed hours a week through regular provider work, and ADM adding more high-intensity 1:1 clients through Support Coordinators, without taking on more hours than our workers can cover.

Team design

Each area has one owner. The Director stays on the big conversations: provider meetings, pricing and contract sign-off.

Office hours and leave cover: Rachel and Service Coordinator 2 split the 8-hour office day, 4 hours each, so the ADM and ACM lines are always answered. Having two coordinators means that when one is on leave, the other can step in for a full 8-hour shift. Until Service Coordinator 2 is signed off on the system, Rachel covers her leave and anything urgent goes to the Director.

Shifts will look like:

Capacity control: we will not take on new provider work or a new client until I have confirmed we have the worker hours to cover it. This protects your current high-intensity clients. Hiring will continue in areas we have assessed and where the need is confirmed, as decided by management. Outbound calls to aged care businesses are part of Service Coordinator 2's role (Phase 3: Own aged care outreach).

ADM and ACM coordinators: the two Service Coordinators will now be individual coordinators for each business. Rachel is the ADM Service Coordinator and Service Coordinator 2 is the ACM Service Coordinator. They share the office phone shifts and cover each other's leave.

Rachel, Service Coordinator 1 (ADM)

Rachel stays the main contact for ADM's clients, families and Support Coordinators, and she will help the new coordinator settle in through shadowing. She works one 4-hour office shift a day, 20 hours a week.

What Rachel covers

• Answers and sorts inbound calls during her shift, using a simple checklist (care type, hours a day, location, funding), so calls we cannot help with are closed quickly and kindly

• Intake and onboarding for new clients: first call, information pack, service agreement handover and first-week check-in

• Regular calls with current clients and families, since keeping clients matters as much as finding new ones in a small market

• Support Coordinator relationships: calls, follow-up and closing the loop on every referral

• On-the-job shadowing for Service Coordinator 2 on call handling and intake, alongside the training I deliver

• Keeps a list of other local providers for services ADM does not offer, such as school holiday programmes, so callers still leave with a helpful answer

Rachel's week (20 hours)

Service Coordinator 2 (ACM, new)

Service Coordinator 2 has already been profiled and vetted, and she is a nurse by background. That helps when speaking with aged care providers and when handling client intake. She works one 4-hour office shift a day and answers inbound calls as they come in.

Her planned work starts as 2 hours of list building and cleaning and 2 hours of content repurposing, then moves into calls and emails to aged care providers. She will not call current clients until she finishes my system training and sign-off.

Inbound calls are answered throughout every shift. The hours above are the planned work between calls.

List building and cleaning

• Cairns and nearby aged care providers with in-home clients, starting from the sample facility list and public directories. Each record names the care manager, service delivery manager, home care manager and rostering coordinator, since these are the people who book outside support.

• Support Coordinators servicing Cairns, from public NDIS listings, LinkedIn and local networks, handed to Rachel for calls

• Hospital discharge planners and allied health contacts

• Cleaning: remove duplicates, check emails and phone numbers, tag each contact by business, role and status, and note where each address came from

Aged care calls and emails

• Sends each email in the ACM provider sequence on time, makes the follow-up calls, and books meetings and trial shifts for the Director

• Logs every call and reply in the CRM so the pipeline is always up to date

Content

• Each of the two weekly blogs turned into a LinkedIn post, a Facebook post and an Instagram carousel or graphic, focused on useful information

• Both weekly blogs posted on Substack, each with a call to action to check out ADM

• One hiring post a week, alternating between job applicants and independent providers, on LinkedIn, Facebook and Instagram

• A simple content calendar so posts go out on set days

• All content checked by the Operations Coordinator before posting

• Client stories only with written consent and no identifying details

Operations Coordinator (Engr. Ruvy), full time

My 120 hours a month are proposed as a full-time commitment. Most of my work is audits, system builds and improvement projects rather than fixed daily tasks, so I am asking for my schedule to be set by the projects and deliverables due each month, not by fixed hourly shifts. I commit to delivering each item by its agreed date, and I will be available to the whole team by email and phone throughout the working week.

Why my commitment needs to increase: I will create, test, supervise and audit every process the team needs across ADM and ACM, from call handling, intake and outreach to hiring, marketing and compliance. Every process is built, proven and kept compliant through this role, so moving from 30 hours a month to full time is what makes the rest of this plan work and feasible.

How I will work

• Full-time commitment, measured by deliverables completed and dates met rather than hours logged

• A monthly work plan agreed with you, listing the projects, audits and builds due that month

• Available to all team members by email and phone, Monday to Friday, during business hours (Queensland time)

• A monthly progress report against the plan

Compliance calendar, registers, deadlines and evidence trails

• Compliance calendar kept up to date for NDIS and ACM

• Registers kept current: incidents, complaints, risks, worker screening, training and continuous improvement

• Evidence folder kept for each Practice Standard

• Deadline reminders sent 30 days ahead

Team coordination

• Weekly coordinator catch-up and shared task board

• Monthly KPI report to you

• Roster capacity check before each new contract or client

• Sign-off checklist and progress tracking for Service Coordinator 2

• Leave management for both coordinators

Managing the coordinators

• All internal management of Rachel and Service Coordinator 2, so services run without interruption

• Daily tasks and priorities for both

• Shift roster and leave cover, so the 8-hour office day is always covered

• One-to-one check-ins and feedback every fortnight

• First point of contact for coordinator issues before they reach you

Training and upskilling

• All skills and upskill training for both coordinators and any future marketing team

• Onboarding training for Service Coordinator 2: the operating system, call handling, intake, CRM and compliance basics

• System sign-off before Service Coordinator 2 calls current clients

• Regular upskill sessions for both coordinators, such as new system features, NDIS and aged care updates, and outreach skills

• Training records kept as compliance evidence

Marketing supervision

• A monthly marketing plan covering aged care provider outreach, Support Coordinators, content and support worker hiring, agreed with you

• Checking emails, call scripts, job ads and social posts for accuracy, compliance and consent before they go out

• Weekly pipeline review with both coordinators

• Monthly marketing report: contacts reached, meetings, trial shifts, referrals and applicants

System operations: build

• Workflows, forms and templates set up, based on the new operating system

• User roles and permissions for each team member

• A change record for every build or setting change

System operations: testing (UX and UI)

• Test scripts for each workflow

• Defect log with severity

• Retest and sign-off before changes go live

• User guide notes for staff

System operations: supervision and oversight

• Weekly check of system use, data quality, open tasks and overdue items

• Follow-up with anyone who misses required steps

• Monthly system health summary to you

System operations: audit and improvement

• Monthly system audit against NDIS and aged care requirements

• Improvement report listing each gap, the reference, the fix, the owner and the due date

Documentation internal audit

• Sample audit of client files, worker files and policies against the document control register

• Findings list with actions and due dates

Compliance internal audit

• Monthly audit against selected NDIS Practice Standards on a rotating schedule

• ACM readiness checks against provider and aged care requirements

• Every Practice Standard reviewed at least once a year, so ADM is always ready for audit instead of rushing before one

6-month plan and KPIs

The plan runs in six monthly steps from mid-October 2026 to mid-April 2027, with the ACM launch on 1 November 2026 and a review of client acquisition results in month 4. Each month has a point we need to reach before moving on.

Month 1: Set up and launch (mid-October to mid-November 2026)

• ADM provides the call tools and CRM access, and I set up pipelines for clients, prospects and worker candidates

• Service Coordinator 2 is onboarded; I deliver system, call handling and intake training, with shadowing alongside Rachel

• Shift roster and leave cover plan set for the two 4-hour shifts

• Web company briefed on the 12-week blog topics and the ACM one-page site

• ACM capability statement and provider pack prepared

• List building starts: aged care providers, Support Coordinators and worker candidates

• ACM official launch on 1 November 2026

• Ready to move on when: the tools are live, the ACM page is live, and the lists are half built

Month 2: Start outreach (mid-November to mid-December 2026)

• Lists finished and cleaned in the CRM

• ACM email sequence starts, with provider calls by Service Coordinator 2

• Rachel introduces ADM to Support Coordinators

• Content goes live on LinkedIn, Substack, Facebook and Instagram, including the first hiring posts

• First monthly compliance and documentation audits

• Ready to move on when: every aged care provider in Cairns with in-home clients has been contacted at least once

Month 3: Trial shifts and first agreements (mid-December 2026 to mid-January 2027)

• Follow-up calls and provider meetings with the Director

• First trial shifts done and reviewed with each provider

• Support workers hired in target suburbs to match trial and regular hours

• Service Coordinator 2 signed off on the system, then starts calls with current clients and full leave cover

• 90-day review report to you, including early client acquisition results

• Providers may be slower to decide over Christmas, so follow-ups are planned into January

• Ready to move on when: at least 3 trial shifts are done and at least 2 regular weekly allocations are agreed

Month 4: Review results and streamline (mid-January to mid-February 2027)

• Review client acquisition results: provider pipeline, Support Coordinator referrals, enquiries and hiring

• Streamline processes based on what is working

• Management decides whether and when to bring in a separate marketing team; if approved, I onboard and train the team, with the 20% partner offer applied

• Service Coordinator 2 moves further into the ACM coordinator role

• Ready to move on when: results are reviewed and management has decided the next marketing step

Month 5: Grow regular work (mid-February to mid-March 2027)

• Turn regular allocations into preferred supplier or block-hours agreements

• Build core, flexible and rapid response worker pools in each target suburb

• Check roster capacity before every new contract

• Ready to move on when: ACM billed hours are close to the 136-hour weekly break-even

Month 6: Review and next steps (mid-March to mid-April 2027)

• 6-month review of KPIs, pricing, worker capacity and marketing results

• Review the ADM and ACM coordinator roles

• Look at readiness for other North Queensland areas

• Plan the next 6 months, including whether to look at direct aged care registration

• Ready to move on when: you approve the review report and the next 6-month plan

KPIs I will review weekly then monthly

Working terms

• Contract term: 6 months / 12 months, with renewal reviewed and agreed before the end of each term

• Audit and performance overview: a performance overview against the agreed KPIs every quarter, plus a full audit and performance overview before each renewal

• Internal management: I handle all internal management of Rachel and Service Coordinator 2, including tasks, shifts, leave cover, check-ins and escalation, so services keep running without interruption

• Training: I handle all skills and upskill training for both coordinators and any future marketing team

• Tools provided by ADM: ADM agrees to provide the tools needed for the work, where applicable:

  • Inbound and outbound call tools for the ADM and ACM lines

  • A CRM for client and prospect management

• Availability: I am available to all team members by email and phone throughout the working week

• Currency: all fees in this proposal are in Australian dollars (AUD)

Investment and pricing

The proposed team costs AUD $9,400 a month. This is already a 3-person team with operations, services and marketing covered: I cover operations, compliance and marketing supervision, and Rachel and Service Coordinator 2 cover client services, aged care outreach and content. Each role is a flat monthly fee, and each fee is below the local base pay for the same role in Australia. All prices are in AUD and do not include ad spend.

Current engagement (Option 2, baseline hours)

• Operations Coordinator (Engr. Ruvy): 30 hours a month, Monday, Wednesday and Friday, adjusted to need

• Service Coordinator (Rachel): 5 hours daily, 9am to 11am and 2pm to 5pm AU, adjusted to demand

• Monthly fee: AUD $3,800

Proposed team (Option 3, recommended)

Marketing team (future)

• A separate marketing team will be decided once the client acquisition systems show results, as part of streamlining. It is not priced in this proposal.

• However, Service Coordinator 2 will do this marketing work from the start, together with her shadowing and her Service Coordinator tasks.

• Partner offer: as a thank you for the partnership, ADM will receive 20% off the marketing team invoice once a marketing team comes on board.

• Paid ads are also a later step, and no ad spend is priced here.