An aged care action plan is a practical written record of what an older person wants to achieve, what steps will help, who will take them and when progress will be reviewed. Use the blank template below to organise priorities and responsibilities; adapt it with the person and their chosen supporters, and use any required care or service documents alongside it.
What an aged care action plan is for
An action plan turns a broad concern or goal into manageable next steps. It might cover maintaining social connections, making a home routine easier, arranging transport, preparing for a conversation with a service provider or following up on an agreed support need. It is most useful when it reflects the older person’s own priorities rather than being a list of tasks created solely for other people.
The term does not necessarily refer to one official form. A family, community organisation or aged care provider may use the phrase differently, and local requirements vary. In Australia, for example, providers may have their own assessment and care-planning processes; a personal action plan can sit alongside those documents but does not replace them. Check with the relevant service if a particular format or formal record is required.
A plan is also not a diagnosis, clinical instruction or guarantee that a service will be provided. Think of it as a shared working document: it helps people remember what was agreed, notice delays and decide whether a goal or action needs to change.
What to include in the plan
Keep the information specific enough to guide action, but simple enough to update. A useful plan usually records:
- The person’s priority: describe what matters to them in their own words where possible.
- A clear goal: explain the intended outcome, not just a general concern such as needing more help.
- Actions and first steps: break the goal into tasks that can be started and completed.
- Responsibility: identify who will do each task, with the person’s agreement.
- Timing: note a realistic due date or a date to check progress.
- Support or resources: record what is needed, such as a phone call, accessible information or transport.
- Progress and review: say how the group will recognise progress and when the plan will be discussed again.
Include only information that is relevant to the agreed actions. A plan should not become a general file of sensitive personal details. If a task depends on a decision from a provider or another organisation, record that dependency rather than presenting it as confirmed.
Aged Care Action Plan Template
| Goal or priority | Action and first step | Person responsible | Due date | Support or resources needed | How progress will be checked | Review date and status |
|---|---|---|---|---|---|---|
How to fill it in together
- Start with the older person’s view. Ask what they would like to change, maintain or make easier. Offer time and a suitable way to communicate, such as a quieter conversation or written prompts. Do not assume that a family member’s priority is also the person’s priority.
- Choose one or two priorities first. A long list can be difficult to act on. Agree what matters most now, while keeping other concerns in a separate note for later discussion if appropriate.
- Describe the outcome plainly. For example, replace “sort out activities” with “find an activity the person would like to try this month.” A good goal is understandable to everyone involved and does not promise an outcome outside their control.
- Make the first action small and observable. “Contact the community centre to ask about accessible sessions” is clearer than “be more social.” If several people are involved, give each task one named owner so responsibility does not become unclear.
- Set a realistic check-in date. A date is useful for following up, but it should allow time for replies, appointments or the person’s preferences to change. Distinguish a task due date from the date the group will review the whole plan.
- Read it back and agree how it will be shared. Check that the person understands and accepts the recorded actions. Make a copy available to the people who need it, with the person’s permission and in a format they can use.
If an action is not feasible, revise it with the person rather than leaving an impossible task in the plan. For instance, if transport is unavailable on the preferred day, identify who will ask about alternatives and when they will report back.
Short filled-in sample
Sample only — all details below are fictional. Pat Example says they would like to attend a weekly community lunch. The plan could record the goal as “Try one local lunch gathering by the end of the month.” The first action might be “Pat chooses between two options from an accessible information sheet”; Pat is responsible for choosing by Friday. A supporter could then ask the chosen venue about times, access arrangements and how to attend, with a check-in scheduled the following week. The progress measure is not simply that someone made a call: it is whether Pat received the information and still wants to try the gathering.
This example separates the person’s preference from the supporter’s task and leaves room for Pat to change their mind. If the venue is unsuitable, the next step could be to look at another option rather than treating the original goal as a failure.
Who should take part
The older person should be central to decisions about their own goals and the people involved, to the extent they wish and are able to participate. Depending on the situation, they may invite a family member, friend, advocate, carer or relevant service worker. A person does not need a large meeting for a simple plan; one conversation and a clear record may be enough.
Agree each participant’s role. A relative might help gather information, while the older person chooses among options. A service worker may explain what their service can provide or what process applies. Avoid assigning someone else’s time or commitment without asking them. If people disagree, record the older person’s stated preference and what still needs clarification, rather than disguising disagreement as consensus.
Communication access matters. Ask the person what makes discussion easier: an interpreter, plain-language notes, larger print, additional time, a trusted supporter or another communication method. Do not assume that a person’s age, disability or diagnosis tells you what they understand or want.
Reviewing progress and changing the plan
Review the plan on the agreed date and whenever a significant change makes an action irrelevant, unsafe or impractical. Ask what has happened, what remains outstanding, whether the person’s preference has changed and whether any new barrier needs attention. Mark tasks as complete, in progress, delayed or no longer wanted; a brief explanation is more useful than silently deleting an unfinished item.
Plans should be flexible. A person may achieve a goal, choose a different goal or decide not to proceed. A missed date is a prompt to ask what got in the way, not proof that the person failed. If progress depends on an external service, record when contact was attempted and the next agreed follow-up. Avoid recording promises that the service has not made.
Set a review rhythm that fits the plan. A short-term task may need an early check, while a stable routine may need less frequent discussion. There is no universal schedule for every personal action plan. Formal provider documents may have their own review arrangements, so check those separately.
Common problems and how to avoid them
- Goals are too vague. Turn “improve wellbeing” into an agreed, observable step, while recognising that feelings and outcomes cannot always be measured neatly.
- Actions have no owner. Name the person who will take the next step. If responsibility is shared, specify who will coordinate it.
- The plan is written for convenience rather than choice. Ask the older person whether the proposed action is acceptable and whether they want help with it.
- Too many tasks are added at once. Prioritise and keep the first steps manageable. A plan is not more effective just because it is longer.
- Unconfirmed arrangements are written as facts. Separate a request or proposed action from a confirmed booking, service or commitment.
- The document is never revisited. Include a review date and make it someone’s responsibility to arrange the check-in.
- People use different versions. Agree who keeps the current copy, how updates are shared and whether older copies should be marked superseded.
These issues are usually solved by making the record clearer and checking it with the person, not by adding more administrative detail. If the plan is becoming difficult to maintain, simplify it to the priorities and actions that are still relevant.
Privacy, safety and boundaries
Share the plan only with people who need it for the agreed purpose, and ask the older person how they want it handled. Store it in a reasonably secure place and use a clear, accessible format. If a provider has rules about records or information sharing, ask the provider how those apply. Do not include account passwords, unnecessary identifiers or sensitive details that are unrelated to the actions.
Use the plan to note concerns and agreed follow-up, not to make unsupported clinical decisions. If a change in health, immediate danger, suspected abuse or another urgent concern arises, do not wait for the next routine plan review; contact the appropriate local emergency service or qualified support. If a concern involves diagnosis, treatment, capacity, safeguarding, legal rights or financial decisions, ask an appropriately qualified professional rather than relying on this general template.
How it differs from other care documents
An action plan is usually focused on practical goals and tasks. An assessment records information used to understand needs; a provider’s care plan may set out formal supports, responsibilities or service arrangements; and a daily checklist may track routine tasks. These documents can overlap, but they are not automatically interchangeable. Use the document requested by a service for its stated purpose and keep the personal action plan as a companion if it helps coordinate the person’s own priorities.
When in doubt, ask the relevant provider what information belongs in its formal record and what can remain in a personal planning document. That avoids duplication and reduces the risk that a family-created note is mistaken for an approved service instruction.
Frequently Asked Questions
What is an aged care action plan?
An aged care action plan records an older person’s chosen goals, the practical steps toward them, who is responsible and when progress will be reviewed. It can help coordinate support but is not automatically a formal provider care plan.
Who writes an aged care action plan?
The older person should be involved as much as they wish and are able. They may write it themselves or create it with a supporter, advocate or service worker. Agree who will update and share the current copy.
How often should an aged care action plan be reviewed?
Choose a review date that suits the actions and circumstances, and review sooner if needs or preferences change. Formal provider records may follow separate review processes.
Can I use this template for a care provider?
You can use it to organise personal priorities or prepare for a discussion, but a provider may require its own forms and records. Ask the provider whether this template can be attached or shared.
What if the older person does not want a goal or action?
Record their preference respectfully and do not treat agreement as automatic. Ask whether they want to consider another option or leave the matter out of the plan; revisit only if they choose or circumstances warrant it.
Is an action plan the same as a care plan?
Not necessarily. An action plan commonly tracks goals and next steps, while a care plan may be part of a provider’s formal process. The terms and requirements vary, so confirm what a particular service means.
Making the template work
A useful plan is brief, specific and led by the older person’s priorities. Start with a small number of goals, identify practical actions and owners, and agree when to check in. Keep the document easy to read and update, and use it alongside—not instead of—any formal service or professional process that applies.