Governance is a word floated around corporate and clinical areas frequently, and one may argue that it is fraught with ambiguity. However, most successful business leaders and even clinicians would strongly advocate that governance is critical to organisations. Governance is translated into transparency, ethics, purposefulness, and strategic risk managed approaches thereby providing sustainable, viable, efficient and focused outcomes for both the businesses and clients alike.
Corporate governance, as described by ASX (2014), is the ‘framework of rules, relationships, systems and processes within and by which authority is exercised and controlled within corporations. It encompasses the mechanisms by which companies, and those in control, are held to account’. This speaks in its entirety to the focus of organisations, both big and small, to consider its quality management frameworks, reporting and escalation scales, its onboarding and development opportunities as well as its risk management approach. The opportunity exists for companies to consider its potential and actual risks in light of:
- Workforce capabilities and ongoing supplies of credentialed staff;
- Sales and marketing approaches for occupancy, consumer directed care and on selling opportunities;
- Risk register as a review of accident and incidents, hazards, near misses, compliance issues, audit results and root cause analysis data;
- Business continuity planning that reviews not just emergency management but software and data management risks; and
- Policies and procedures that need to be flexible enough to move in the next decade and automated to minimise risk and increase transparency and timeliness of data; and
- Strategic planning as inspired by future protections, point of difference planning, and an exploration of company values.
Clinical governance, is aptly defined by RACGP (2015 ), as a ‘system through which organisations are responsible for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish’. Therefore, one may clearly elucidate from this that it sits comfortably with alignment to corporate governance. Clinical governance seeks to respect and empower the role of the clinical leader and his or her role and accountabilities in the promotion of education, clinical audits, evidence based practices, clinical research and practice reviews as well as a healthy appetite and intent clinical risk management.
Aged Care Consultancy Australia specialises in working with organisations to minimise their actual or potential corporate and clinical risk whereby core governance approaches are embedded into sustainable business processes and monitoring. Call us on 1300 277 818 or email- Dr Nicole Brooke on email@example.com
ASX Corporate Governance Council (2014). Corporate Governance Principles and Recommendations, ASX Corporate Governance Council,.
The Royal Australian College of General Practitioners (2015 ). Standards for general practices RACGP.
- Trackback Link
- Post has no trackbacks.
- Leadership in Care
- Nursing Standards of Professional Practice
- DoH Webinar: MyAged Care System Improvements
- Department of Health Webinar Summary: Increasing Choice in Home Care
- Main Issues In Aged Care
- 7 core beliefs in the future of the sector dismissed
- Making Policies Work for You!
- Interview of Dr Nicole Brooke
- Corporate and Clinical Governance in Aged Care
- Person Centred Care
- Aged Care (23)
- Case Management (13)
- CDC (15)
- Consumer Directed Care (17)
- Disability (1)
- Dr Nicole Brooke (10)
- Education & Workforce Development (3)
- Electronic Business Systems (9)
- Governance (10)
- Leadership (13)
- Mindfulness (2)
- Policy Development (6)
- Quality Management (8)
- Retirement Living (1)
- Sales and Marketing (4)