Topic: Positive Governance in Tough Times – Top tips for leading with resiliance
Day: Wednesday 21 October 2020
Time: 1:30pm-1:50pm AEDT
Everyone deserves an amazing aging experience, in particular all those who make up the aged care community, our ageing clients and their family carers and communities, executives, staff, volunteers, key stakeholders and directors. Governing bodies, as they are required to show leadership for strategy and oversight of risk, are therefore a crucial member of this community. The Governance Evaluator has identified that there is a correlation between resilient governance of aged care services and positive aging outcomes. Resilience is described as the capacity to learn, cope, adapt, and transform in the face of everyday events as well as shocks and stresses.
Governing with resilience has never been more important than in these Covid-19 times. The added stress is that before the pandemic started this was described as a struggling industry. Aged care boards and management therefore are dealing with a delicate balancing act between public scrutiny and managing media, safety, care and sustainability, and managing risk with limited resources and staff.
All of this has acted as an accelerator for the issues that already exist. The aged care community are not always experiencing positive ageing. A consequence of this is that directors are also having a poor experience in their roles. Directors’ disengagement is contributing to poor governance due to ineffective director capabilities. This further impacts on a whole board’s capacity to govern effectively.
Over the last five years the Governance Evaluator has conducted over 500 governance review and development programs with over 5,000 board member contributions. This has provided powerful governance data insights.
With the goal of directors leading resilient governance to aid their community experience, from these governance data insights we have distinguished keys areas for how directors can become better skilled and more engaged;
1. The importance of directors having not only corporate governance skills and knowledge but a minimum strategic knowledge about the sector they are in.
2. Once boards start ongoing evaluation and development, they must focus on their top risks for improvement, for example strategic direction, risk management and compliance, governing of clinical care, stakeholder engagement and a culture of continuous review and development.
3. Ongoing board and director evaluation and development leads to resilient governance as directors describe themselves as being more discerning and strategic.
4. Understanding and knowingly enact the top key elements of resilient governance which provide the right leadership for all members of the aged care community to experience a positive ageing outcome.
Fi Mercer is an entrepreneur, disruptive innovator, governance specialist and founder of Governance Evaluator.
She is a sought-after director and has been a transformational leader in her many past and present chair and director roles, as well as her roles as a founding director and CEO with 25 years’ executive leadership experience in the Health, Government, NFP and SME sectors.
Fi’s insight, passion and ability to use innovation in a traditionally non-innovative space makes her a sought-after presenter and adviser in the entrepreneurship and governance space.
Governance Evaluator, established in 2013, is Australia’s preeminent solution for governance review and development, through expert support and data driven governance Insights Governance Evaluator is changing the way boards and councils develop themselves for success. The clients of Governance Evaluator find it to be critical in supporting how they evolve to have strong resilient governance.