oh what a feeling!

Delivering a successful turnaround project is a great feeling!

Mid 2018 we got the SOS from a provider. The Agency had been to one of their homes and things were not great. The provider was disappointed, shocked and upset! It is a dark hour in any business.

Like any tough situation the hardest part is taking the first step. Carefully reviewing the current state of the business, identifying causative factors, developing an action plan, bringing people to address issues, documenting and monitoring progress and continuous review are the tried and true method of achieving change. In summary implementing a continuous improvement framework.

The most urgent tasks were to ensure residents were safe (they were) and to get staff ‘on board’. There is no denying it the first weeks were tough. For things to improve honest and hard conversations were needed and tough actions had to be taken. Key staff needed to be supported and shown how to implement continuous improvement and they needed to be empowered to take charge and make change.

In any ‘turnaround’ project there is a phase …

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aged care governance

Looking across the facilities that have current or recent non-compliance highlights there is more than the odd ‘blip’ or errant behaviour by ‘the Agency’ going on.

Creating and operating and aged care service that meets the care needs and preferences of residents and attracts and retains high calibre staff is no small task. It requires strong visionary leadership and robust governance and support systems.

In the rapidly changing aged care environment organisations need to identify and effectively respond to intrinsic and extrinsic factors that change and have a cumulative impact. Organisations invest in their governance and compliance frameworks and systems and recruit Board members with significant leadership and governance experience in a range of fields yet unexpectedly experience non-compliance and /or sanction.

The rate of non-compliance and sanctions has more than doubled in the past year. Organisations with a proud history of high quality service provision now find themselves on ‘the naughty list’. The impact is devastating for residents, staff and the organisation. The recovery period is long!

At Executive and Board level aggregated data may provide reassuring reports of …

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