Contemporaneously I have been compiling a library of similar indicators that I believe will be useful in our overall aged care sector. There are some differences between my work, the report provided to the Royal Commission, the Australian Government’s mandatory reportable quality indicators, indicators used by the Victorian Government in its State managed residential aged care facilities, and an international source of over 90 indicators that I have used. The main differences are that where most of those other sources focus on quality of care and safety, and quality of life indicators, I have also built in indicators around, quality of assets, equipment, and supplies, and organisational governance.
Courtesy Michal Mrozek – https://unsplash.com
This is not to suggest that my library of currently 194 indicators is complete. On the contrary, the ROSA report prepared for the Royal Commission “A total of 305 quality and safety indicators for residential aged care were identified”. At some point a limit is reached as to what quantity is manageable to be measured, recorded; and if made mandatory, reported.
things never really do stay the same – we can and will adapt to the new normal
Toward the end of my previous essay I indicated that I would focus on KPIs in this Blog Piece. I will get to that next time – I feel it important to make some commentary on the impact that COVID-19 is having on the services of our aged care colleagues in Victoria. This week saw a specific focus by the Royal Commission into Aged Care Quality and Safety on the management of, and planning for, COVID-19 outbreaks in New South Wales and Victoria. The following dot points are some of a tweet thread I made on Saturday morning summarising my take on the week’s evidence:
Surely what we are seeing is just the unintended consequence of an uncontrollable pandemic virus? No! Early “antidotes” to this situation could have been planned as proactive mitigation action;
In February 2020 we could already see the impact of COVID around the world. When Dorothy Henderson Lodge and Newmarch House hit in March and April in NSW, who indeed was occupying the empty hospital beds? Why not admit COVID+ residents;
But it is more than that. For almost two decades there has been calls for regulated 24X7 RN coverage and mandated staff mix and supply. The benefit to care quality/safety has been demonstrated;
Others have relentlessly advocated for greater transparency in reporting of complaints and poor quality outcomes, knowing that incremental improvement can lead to better care outcomes;
Others have lobbied for increased funding for provision of services based on wage inequality for care staff vs the health care sector. Aged care lags behind Health as a poor cousin – again negatively impacting care;
We are left with residents dying and families in despair. Tragic outcomes from known, foreseeable, and preventable failure of over 20 years of aged care policy and funding.
Committing to the formation of strategy, developing that strategy and communicating it are significant responsibilities of any board.
How best can the developed strategy be measured, reviewed, and managed?
I will leave the measurement of strategy performance for the third in this series of short essays. This short essay focuses on the board’s management of its strategy through the Chief Executive (howsoever titled).
There is nothing that quite replaces the annual board get-away for deep, focused strategic thinking about its role, its responsibilities, and the organisation in which its fiscal duties and fiduciary responsibilities are invested. These can be richly rewarding times, and if well facilitated, can bring long term, positive momentum to the board and senior management, with a renewed focus on organisationally important things to be achieved. But if your board’s last strategic thinking and planning session was, say, in November 2019, you know now that the world has almost completely changed within one calendar quarter.
Your board no doubt meets several times each year. But do you meet to drive an Agenda to get the business done or are you meeting to drive a transformational and winning organisational culture? There is a world of difference between these two outcomes. Without detracting from the value of still getting away for an annual, thorough review of strategy, there are useful alternatives that make more frequently inclusive focus on strategy at regular “any time” board meetings, and more formally on a periodic basis throughout any given year. Whether conscious or unconscious, you and your board drive the culture of the organisation in how you use the opportunities of your governance meetings.
Essentially there can be three types of meetings in which strategy can be given a dedicated place on your board agenda for its appropriate diligent review:
The Greek word σκέφτομαι (skéftomai – thinking) has the sense of contemplation, that is, more than just thinking as in this familiar image below. More like thinking with care or weighing up the impact of thoughts. From this word we get the word skéfto.
Over the years I have been on boards where strategy, its measurement and monitoring have been left to the CEO to lead; and where strategy was not a matter that was on the board agenda in regular (monthly) meetings.
I encourage us all to seriously think about how we can amend agendas to include strategy as a priority item on each board meeting.
Boards can learn how to ask questions of the executive team and management around matters rolled into their Strategic Plan. For example, if you have ten overarching objectives in your current strategic planning document, and your board meets ten or eleven times each year, you could consider a well thought out sixty minutes of discussion around each of these high level objectives at each Board meeting, and the entire Plan would be discussed throughout the year. To provide time for input from the CEO and executive team, even if the Board were to conduct that review of each item in the Plan over a two month period, the entire plan could be thoroughly discussed and re-invigorated every two years. This does not detract of course from the value of a formal annual Strategic Planning review.
However, too often we lay responsibility (blame) at the feet of the CEO and executive team if strategy is not achieved or seems to waver along the path the organisation sets. This is most unfair if the board itself is not taking care of the primary responsibilities of monitoring and oversight of the organisation’s strategy and strategic plan for which it is responsible.
In his well-known text on governance, Tricker describes the basic board functions working through management as:
Just the other day on 15 June 2020 we honoured World Elder Abuse Awareness Day, a day that highlights elder abuse in all of the forms it manifests itself.
Australia has had its own recent and continuing struggles with prevention of spread of COVID-19, and I feel proud to be both an Australian and supporter of most of our aged care providers in how they have managed well in these complex times. As we know, our experience has not been shared with numerous other western nations.
Just one week ago, the Kaiser Family Foundation (“KFF”) released the following summary of data around prevalence and mortality rates due to COVID-19 in USA long term care facilities – for ease of discussion, let’s call them all nursing homes. Remembering that the population of the United States of America is about 13 times that of Australia:
As at 11 June 2020, 44 States reported 9,192 current cases of COVID-19 infection in nursing homes;
Collectively, 43 States have reported a total of 230,776 COVID-19 cases in nursing homes;
From 40 States, there has been a combined total of 45,833 COVID-19 related deaths reported in nursing homes;
From 43 States, nursing home facility COVID-19 cases represent an average 15% of the States’ total cases reported;
From 41 States, COVID-19 related deaths represent 45% of total States’ deaths.
At the start of May 2020, I proposed a way in which the (residential) aged care sector might reconsider its apparent very widespread lockdown of facilities and prevention of family members visiting with loved ones in care. Various alternates of “window visits” etc had been quite successfully trialled by some providers, but they fail, for example, where a residential care facility is in a multi storey complex, with all residential living contained at above ground floor level.
There is no doubt that aged care providers have been caught in a bind with the onset of the COVID-19 pandemic. Can they have visitors at all, or on a very strict basis? What is the best guidance? Hospitals have become focused on well controlled prevention strategies – so much so that emergency department traffic has significantly slowed during this pandemic, and only now beginning to return to normal frenetic activity.
Both in hospitals, and in longer term care settings the notion of visits – human touch – in these pandemic times has been a much debated phenomenon. As a species, humanity craves touch contact with those dear to us – particularly when we are ill and so frail that we are facing death, no matter how imminent. This certainly affects the older person in care, as well as family and friends who wish to provide the touch of comfort as much as the words of caring love, concern, and, in a final sense, farewell to this life.
I am not sure how you have been managing your time during these past seven weeks. Because I am now “semi-retired”, I have taken the opportunity to read and refresh my earlier learnings over the past almost forty years on leadership, management, and strategy, while focusing on completing some studies in executive and leadership coaching.
What has struck me is that in this time of turbulent change, particularly in human services delivery right now where the impact of COVID-19 is taking its toll, is that many theories about leadership, management, strategy, and human resources management, actually have not changed, and likely do not need to. Sometimes the “old” fundamentals are as reliable as granite …
In his now famous, and dated article, Henry Mintzberg defined as a plan, ploy, pattern, position or perspective (Mintzberg, 1987, The Strategy Concept I: Five Ps For Strategy). Mintzberg described:
Stop the world – I want to get off is the title of a musical created in the 1960s.
Some 55 years later as we
become globally enmeshed in a pandemic the like of which none of us has
experienced before, one could be forgiven for wanting to shout those words from
the roof tops.
I don’t need to remind you
of the enormity of the task ahead of every organisation in every industry
sector – particularly those in a sector I am so fond of and have given over
half of my career to. I won’t belabour the size of the task ahead of
you. But I do want to ask the rhetorical questions in this group – are we
doing enough in our aged care sector to make an impact?
For providers – if you could get hold of adequate supplies of personal
protective clothing and equipment, are you considering gloving, gowning, and
masking all your front-line care staff? Are you having a skilled
Registered Nurse meet and greet every visitor and taking a temperature prior to
allowing a visitor, contractor, family member, Aged Care Quality and Safety
Commission staff member enter the facility?
Australian government – Department of
Health and Aged Care Quality and Safety Commission – have you increased the
ACFI rate per resident per day, or introduced a coronavirus supplement to cover
the cost of additional medical supplies, staffing supplies, and loss of revenue
when facilities empty due to untimely death of residents? Have you
considered the financial risk and impact of failure of the RAD scheme?
This is likely a longer piece than usual, but I think important as we all consider the place of leadership mid-way through the term of appointment of the Royal Commission into Aged Care Quality and Safety.
I have been asked many times over the years I have served as a CEO, to define leadership. There are of course quotes such as “It is an art, rather than a science”. Or “You can tell if you are a leader when there is someone following behind you”. What seems to be true is that you are not born to be a leader, and leadership is not achieved from a one day development training session. However, we can grow as leaders every day – and indeed we must. And leadership is about people, whilst management is about tasks and things.
But even those small truisms above do not do justice to this
thing called leadership. Most of us can
likely recall our own examples of where we have experienced poor, or
ineffective leadership. We may even now
be wincing as we read, recognising our own lack of skills in a leadership role
at some time in the past. We can also
likely recall and acknowledge some fine experience of leadership that was such
a joy to be party to.
Good leadership is a thing of beauty to experience. Much like a diamond. A diamond has so many qualities and when cut well, is a thing of beauty to behold. It is hardly surprising that “diamonds are a girl’s best friend”. As the following picture shows, even a so called six sided diamond has much more to offer than the “simple” six sided cuts.
So it is with leadership.
I provide below just six sides, or attributes, of leadership that I believe if practiced (well) every day will not only assist us to be better performing leaders but will drive better performance in our organisations. I am certain we can all accept that leadership is more complex than these six, but these are a sound foundation. The attributes are provided in alphabetical order only for convenience:
No matter where and how we are involved in our Australian aged care sector, 2019 was a tough year. The sector ended 2019 with one word ringing in our ears – Neglect – being the title of the Interim Report from the Royal Commission into Aged Care Quality and Safety. What a tough end to 2019!
How do we emerge from 2019 into a brighter and stronger 2020
given that the Royal Commission continues to march on? How do we turn Neglect into
respect and rise above the negative views of all that 2019 revealed about our
I suggest that we should at least consider the following seven factors: