Governance in Age Services 8 September 2020 Logistics Technical - - PowerPoint PPT Presentation

Improving Organisational Governance in Age Services

8 September 2020

• Technical Support
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• e: events@lasa.asn.au
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Logistics

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experience for everyone.

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speakers and delegates.

• We encourage comments, questions and opinions

via the chat function

• Refer LASA Membership Charter.

Conduct

agedcarequality.gov.au

Tracey Rees, Regional Director, Quality Assessment and Monitoring Operations Leonie Anderson, Assistant Director, Regulatory Policy and Performance

Improving Organisational Governance in Age Services

Standar dard d 8 & Non n Compl plia iance nce

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Organisation statement “The organisation’s governing body is accountable for the delivery of safe and quality care and services.” Consumer outcome “I am confident the organisation is well

• run. I can partner in improving the

delivery of care and services.”

STANDARD 8 – Organisational Governance

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Links to other Standards

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Standard 8, Requirement 3(a)

Consumers are engaged in the development, delivery and evaluation of care and services and are supported in that engagement.

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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.

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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.

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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.

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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)

• pen disclosure.

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Supporting the sector

Guidance and Resources Clinical governance resources Open disclosure resources

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Consumer resources

Everyone has a role to play in ensuring that aged care consumers:

• receive safe, quality care

and

• have the best possible

experiences and outcomes

• f that care

Contact us

Phone

1800 951 822 (free call) +61 2 9633 1711 (from outside Australia)

Email

info@agedcarequality.gov.au

Website www.agedcarequality.gov.au

Facebook

@ACQSC

Twitter

@AgedCareQuality

Write

Aged Care Quality and Safety Commission GPO Box 9819 IN YOUR CAPITAL CITY

Questions?

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

Governance in-depth

Top 5 Risks - Benchmark 2018 and 2019

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

40% 37%

Not co n fid e n t Leading a Safe and Quality Culture

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

23% 26%

Not co n fid e n t Safe and Quality Systems

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

37%

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

55%

Lowe r tha n oth e r Gove rn a n ce of Clin ica l Care Sub Mod ule s

12%

Aged care governance – improving the standard

• Skilled effective boards
• Good:
• Culture
• Management
• Practices

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

Aged Care Royal Commission – governance issues in the sector

• Oversight of clinical governance
• Communication breakdowns
• Culture and board oversight
• Board skills and composition

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

• 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

How are organisations responding?

Governance through a crisis

• #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

Learnings

Questions?

Upcoming Events

• Governance in Age Care Workshops
• Clinical Governance Workshops
• 10 Days of Congress – 12 to 23rd 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

Governance Support Services

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

Leading Age Services Australia (LASA) is the national peak body representing all providers of age services across residential care, home care and retirement living.