Improving Organisational Governance in Age Services 8 September 2020
Logistics • Technical Support • Google: Joining and participating in a zoom meeting • ph: 1300 111 636 • e: events@lasa.asn.au • We will be taking questions via the chat function
Conduct • LASA is dedicated to providing a respectful online experience for everyone. • We seek constructive debate and respect from both speakers and delegates. • We encourage comments, questions and opinions via the chat function • Refer LASA Membership Charter.
Improving Organisational Governance in Age Services Standar dard d 8 & Non n Compl plia iance nce Tracey Rees, Regional Director, Quality Assessment and Monitoring Operations Leonie Anderson, Assistant Director, Regulatory Policy and Performance agedcarequality.gov.au
STANDARD 8 – Organisational Governance Consumer outcome “I am confident the organisation is well run. I can partner in improving the delivery of care and services.” Organisation statement “The organisation’s governing body is accountable for the delivery of safe and quality care and services.” 5
Links to other Standards 6
Standard 8, Requirement 3(a) Consumers are engaged in the development, delivery and evaluation of care and services and are supported in that engagement. 7
Standard 8, Requirement 3(b) The organisation’s governing body promotes a culture of safe, inclusive and quality care and services and is accountable for their delivery. 8
Standard 8, Requirement 3(c) Effective organisation wide governance systems relating to the following: i) information management ii) continuous improvement iii) financial governance iv) workforce governance, including the assignment of clear responsibilities and accountabilities v) regulatory compliance vi) feedback and complaints. 9
Standard 8, Requirement 3(d) Effective risk management systems and practices, including but not limited to the following: i) managing high-impact or high- prevalence risks associated with the care of consumers ii) identifying and responding to abuse and neglect of consumers iii) supporting consumers to live the best life they can. 1 0
Standard 8, Requirement 3(e) Where clinical care is provided – a clinical governance framework , including but not limited to the following: i) antimicrobial stewardship ii) minimising the use of restraint iii) open disclosure . 1 1
Supporting the sector Open disclosure resources Guidance and Resources Clinical governance resources 1 2
Consumer resources 1 3
Everyone has a role to play in ensuring that aged care consumers: • receive safe, quality care and • have the best possible experiences and outcomes of that care
Contact us Phone 1800 951 822 (free call) +61 2 9633 1711 (from outside Australia) Facebook Email @ACQSC info@agedcarequality.gov.au Twitter Write Aged Care Quality and Safety Commission @AgedCareQuality GPO Box 9819 IN YOUR CAPITAL CITY Website www.agedcarequality.gov.au
Questions?
Governance in-depth Panel • Brendan Moore, General Manager Member Services, LASA • Jane Bacot-Kilpatrick, COVID-19/Aged Care Royal Commission Project Coordinator, LASA • Catherine Maxwell FGIA, General Manager, Policy & Advocacy, Governance Institute of Australia • Fi Mercer, Founder & CEO, Governance Evaluator
Top 5 Risks - Benchmark 2018 and 2019
40% Not co n fid e n t Governing Safety and Quality Gove rn a n ce o f Clin ica l Ca re 3 yea rs Not co n fid e n t Leading a Safe and Quality Culture 37%
23% Not co n fid e n t Staff who deliver safe care Gove rn a n ce o f Clin ica l Ca re 3 yea rs Not co n fid e n t Safe and Quality Systems 26%
37% Not co n fid e n t Evaluating Safety and Quality Gove rn a n ce o f Clin ica l Ca re Mo d ule 3 yea rs
55% Not co n fid e n t Genuinely Partnering with Consumers Consumer Engagement Review, Feedback and Voice of Consumers at the Boardroom Table 3 ye a rs 12% Lowe r tha n oth e r Gove rn a n ce of Clin ica l Care Sub Mod ule s
Aged care governance – improving the standard • Skilled effective boards • Good: • Culture • Management • Practices Sponsor logo 25 Governance in aged care
Governing risk and compliance – lessons from other enquiries and sectors • The role and responsibility of the Board • Understanding legal obligations and compliance with the law • Identification and management of non-financial risks • Accountability Sponsor logo 26
Aged Care Royal Commission – governance issues in the sector • Oversight of clinical governance • Communication breakdowns • Culture and board oversight • Board skills and composition Sponsor logo 27 Governance in aged care
Aged Care Director Development and Skills Matrix Over the last 3 years
Governance Resilience
Resilient Governance “Resilience isn’t built in a day, it takes time and commitment, it’s about fostering skills so that you have the capacity to learn, cope, adapt, and transform in the face of everyday events as well as shocks and stresses.” - Governance Evaluator
Top Governance Resilience Tips • Lead a culture of continuous review and development • Commit to continuous governance review and development for the Board and Individual Directors • Pivot, Adapt and Thrive • Be an Owl and a Sparrow – manage risks on a daily basis but don’t forget to stop and be strategic • Present and Caring Leadership • Engage with consumers, staff and key stakeholders in a knowing, supportive, transparent, present and honest way • Be more decerning • Have strong conversations – don’t blame, offend or take offense • Decisions must be made and made again if not right – be ok about this
COVID – 19 How are organisations responding? • Many organisations were not prepared - GIA Risk Management Survey found 39% of respondents don’t run risk event scenarios • Boards - online overnight – virtual meetings, shorter, more regular, ‘lifting and shifting’, minutes (again), what papers? • Crisis management teams • Virtual/hybrid AGMs, deferred annual reporting • Remuneration – expenditure under scrutiny, variable pay is off the table and a focus on wellbeing – ‘sharing the pain’ • The end is looking further away Sponsor logo 32
Governance through a crisis Learnings • #1 - Virtual meetings are here to stay - adapting to the virtual boardroom, new etiquette, the role of the chair, challenges and benefits • #2 - Crises require agile decision making – Board and management relations, communication, Chair/CEO relationship, access to management, the company secretary, meeting agendas, board papers, minutes • #3 - Contingency planning is a must – Crisis management, business continuity, risk management, WHS • #4 - Technology can elevate stakeholder voices – staff, investors, community outreach Sponsor logo 33
Questions?
Governance Support Services Upcoming Events • Governance in Age Care Workshops • Clinical Governance Workshops 10 Days of Congress – 12 to 23 rd October 2020 • For more information and to book www.lasa.asn.au/events • Organisational Governance EDM – email communications@lasa.asn.au if you would like to be on this distribution list • Strategic plan facilitation – consulting@lasa.asn.au • Clinical governance framework development/review – consulting@lasa.asn.au
Some practical help • Webinar: Governance Through A Crisis: Lessons from COVID-19 - 18 September • National webinar : Adding value to governance in aged care — 15 October • Virtual Workshop: Governing reputation risk for the aged care sector — 28 October • Virtual Workshop: Business continuity management for the aged care sector — 28 October Sponsor logo 36
Leading Age Services Australia (LASA) is the national peak body representing all providers of age services across residential care, home care and retirement living.
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