Boards governing aged care providers are increasingly under scrutiny during this period of immense change for the aged care sector. With the Royal Commission underway, providers are being called at short notice to provide evidence and account for the quality and safety of their service delivery. At the same time, the new Aged Care Safety and Quality Commission is paving the way towards accreditation against the new standards from July this year, with a specific focus on governance with Standard 8, and the government continues a reform agenda with a focus on consumer-directed care.
To survive in these challenging times, governance needs to be strengthened throughout the organisation.to prepare and be agile during this time of change.
The team at Criterion Conferences interviewed Michael Preece on the current climate of reform in Aged Care. Dr Michael Preece is the Executive Manager Residential at Juniper. Here is a provider’s perspective on what aged care providers need to focus on in this changing climate:
Clinical governance is being shown through the Royal Commission into Aged Care Quality and Safety to be a matter of leadership which is reinforced by a process and not simply a document that guides the process. Leadership in this context could be described as enabling, where the choices of residents, community clients and families are heard and staff are enabled to support the residents and community clients within well-documented risk management strategies.
Beyond 2019, the Aged Care industry will see a sharing of responsibilities between all key stakeholders (organisations, including staff, residents, clients and families). Shared responsibility is not simply giving residents, clients, families and staff a voice in a process, as this “voice” can easily be withdrawn at the will of the organisation. Shared responsibility places all stakeholders on an equal footing, with rights and subsequent responsibilities that go with those rights. Shared responsibilities will see such initiatives as residents, clients and families engaged in the recruitment process for all staff. Residents, clients and families will be placed at the centre of solution finding in situations of unsatisfactory care or services and not just consulted.
The leadership that enables consistent person-centred outcomes that result from focused clinical governance practice is the convergence of top down and bottom up thinking. Top-down leadership has the single focus of enabling bottom-up imagination and innovation. The resultant culture clearly views the residents, clients and families as critical parts of an everyday journey. The day in the residents and clients alongside the workday of the staff is engaging, mutually supportive and flexible.
Don’t miss the chance to see Dr Michael Preece present at the Governance in Aged Care Conference, on the 29th & 30th May 2019, in Sydney.
He will be sharing his insights on:
- Understanding leadership roles and opportunities for strategic improvement
- Creating awareness by providing and asking for the right information
- Building a culture of collaboration and systems that embed quality