Standards…The Journey To Business Excellence, The Journey ......

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SA Leadership, Quality & Transformation Symposium Friday, 8 November 2019, 11.40am – 12.20pm National Wine Centre, Adelaide Standards…The Journey To Business Excellence, The Journey To Business Transformation

Transcript of Standards…The Journey To Business Excellence, The Journey ......

Page 1: Standards…The Journey To Business Excellence, The Journey ... Images/Michael-Goldsworthy_1.pdfBusiness Excellence, The Journey To Business Transformation. Standards…The Journey

Status: Final Version: 1.0 7 November 2019 © 2019 Australian Strategic Services Pty Ltd

SA Leadership, Quality & Transformation Symposium Friday, 8 November 2019, 11.40am – 12.20pm

National Wine Centre, Adelaide

Standards…The Journey To Business Excellence, The Journey To Business Transformation

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Contentsu Overview: Presentation Disclaimer, Presentation Objectives

u Part One: The Proposition…The Standards Are A Platform For The Journey To Business Excellence and Business Transformation

u Part Two: Standards…Beyond Compliance, The Journey To Quality, Best Practice Or Business Excellence

u Part Three: Transform Your Organisation, Re-engineer Your Business Model, Reinvent Your Governance & Organisational Culture

u Resources : Articles & Tools That Support The Standards…The Journey To Business Excellence, The Journey To Business Transformation

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Presentation Disclaimeru This presentation only provides an overview of the: * key considerations and reflections regarding the

Aged Care Quality Standards * primary principles and practices of business

excellence and business transformation * ideas, improvements and actions that directors,

chief executive officers and executives and managers may wish to consider and action if their organisation is to undertake the:

* journey to business excellence * journey to business transformation.

Note: This presentation does not provide specific governance or organisation advice tailored to your organisation.

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Presentation Objectivesu To provide directors, chief executive officers, executives and managers of aged care

organisations with the opportunity to:

* assess and review the status of their organisation in relation to the Standards and the organisation’s position, be it at a compliance, quality, best practice or business excellence level

* strengthen their understanding of the Standards given that they are in fact a quality framework and a platform from which leaders can commence their business excellence journey and their business transformation journey

* enhance their knowledge of the principles and practices, benefits and value of not just meeting, but exceeding the Standards

* consider the practical steps and actions that should be undertaken to not only meet the requirements of the Standards but in particular commence the journey of business excellence and business transformation.

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Part One: The Proposition… The Standards Are A Platform For The Journey

To Business Excellence & Business Transformation

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The Standards…Business Excellence, Business Transformationu The Aged Care Quality Standards are

a platform for a parallel journey of:

* business excellence, moving beyond a compliance mentality and approach to one of either quality, best practice or business excellence

* business transformation, transforming your organisation, re-engineering your business model and reinventing your governance culture and organisational culture.

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The Standards…A Quality Framework, A Matrixu The Standards are a quality framework,

an interconnected matrix comprising: * 8 consumer outcome statements * 8 organisational statements * 42 requirement statements.

u Standard 8, Organisational Governance is the all encompassing Standard, bringing together and aligning with the other 7 Standards.

u Standard 8, should also be viewed as bringing corporate governance and organisational governance together.

✸ Sourced & Adapted: Aged Care Quality & Safety Commission, Aged Care Standards & Guidance & Resources on the Aged Care Quality Standards for Providers

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The Standards…Are Underpinned By Two Key Principles

Consumer…Partners, Carers,

Families &Friends

Consumer Service Options & Path

ways

Customer Choice & Control

…Competitive Aged Care Marketp

lace

Consumer Directed Care (CDC)

u The two key principles underpinning all aged care reforms and policies, including the Standards are:

* Consumer Directed Care (CDC)… the establishment and implementation of full consumer choice and control

* Consumer Service Options & Pathways… the establishment and implementation of a competitive aged care marketplace.

u In summary, these two principles have propelled the transition from the government-funded welfare paradigm to a customer-driven, competitive market paradigm.

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The Standards…Create A Customer-centric Framework

Competitive Marketplace

Customer Choice & Control

Custo

mer O

utco

mes

Customer Experience

Customer Journey

Customer Requirementsu The Standards create a customer-centric framework which is founded on the Commonwealth Government aged care reforms and policies of:

* consumer choice and control * competitive marketplace.u Your governance and organisational

policies and procedures should support: * a consumer’s requirements * a consumer’s journey * a consumer’s experience * a consumer’s outcomes.✸ Sourced & Adapted: Aged Care Quality & Safety Commission

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The Standards…Are Minimum & Of No Competitive Advantage

Business Excellence = National/International

Benchmarking & Awards,A Proactive Approach

Best Practice = Awarded & Recognised

Against Industry Benchmarks,A Proactive Approach

Quality = Exceeding The Standards,

A Proactive Approach

Compliance = Meeting The Standards,

A Reactive Approach

Continuous Im

provement Processe

s & Journey

Reacti

ve

Proactive

Proactive

Reacti

ve

Proactive

Proactive

Organisatio

nal Development P

rocesses &

Journey

Journey From Compliance & Quality to Best Practice or Business Excellence

Cont

inuo

us Im

prov

emen

t & O

rgan

isatio

nal D

evel

opm

ent J

ourn

ey

u The Standards are minimum, every Approved Provider must meet them and they are of no competitive advantage in a customer-driven, competitive marketplace…they are just part of an organisation’s “licence to operate” and ensure compliance:

* consumer outcome statements

* organisational statements * requirements statements.

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The Standards...Support The Move To High Care–Sub-acute Careu 52% of all Australians over the age of 50 years are now being classified as having either

chronic health (1–5 conditions) or complex health (5 or more conditions).

u Therefore aged care (residential care/home care), primary health care (GPs), allied health care (clinicians) and acute care (hospitals) will increasingly be dealing with ageing people with emerging and actual chronic health and complex health conditions.

Past Emerging Future

Residential Aged Care

Mainly Low Care, Some High Care

Reducing High Care, Increasing Sub-acute Care

Minority High Care, Majority Sub-acute Care

Home Care

Mainly Low Care, Few High Care

Minority Low Care, Majority High Care,

Some Sub-acute Care

Minority Low Care, Majority High Care

Increasing Sub-acute Care

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The Standards…Aged Care Is Becoming Health Careu Aged care is becoming health care and is also becoming part of the health care

system; many opportunities lie within these new relationships.Past – Present Present – Future

Aged Care (Residential Care, Home

Care)

Acute Care (Hospitals)

CustomerAllied

Health Care (Clinicians)

Primary Health

Care (GPs)

©ASSPL

Aged Care (Residential Care,

Home Care)

Acute Care (Hospitals)

Allied Health Care (Clinicians)

Primary Health Care

(GPs)

©ASSPL

Customer

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The Standards…Will Define Aged Care Organisations

Leading OrganisationsExcellence

Business Models

Following OrganisationsEmerging – Contemporary

Business Models

Resisting OrganisationsTraditional

Business Models Continuous Im

provement Prin

ciples & Practic

es

Organisatio

nal Development P

rinciples &

Practices

Intensity of Human & Financial Resources

Inte

nsity

of S

trat

egic

Fo

cus

©ASSPL

u Currently, aged care organisations can be categorised as:

* 5%–7% leading organisations * 60%–65% following

organisations * 28%–35% resisting

organisations.u Typically, leading organisations

and upper–mid following organisations will consider/undertake the journey to business excellence and business transformation.

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Part Two: Standards… Beyond Compliance, The Journey To Quality,

Best Practice Or Business Excellence

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Standards…The Definitions That Define The Journeyu There are four definitions that define

the journey from compliance to business excellence:

* Compliance: in a regulatory context, conforming to required policies, rules, specifications, standards, quality frameworks or legislation.

* Quality: the standard of something, as measured against other elements and structures, systems and processes, services and products.

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Standards…The Definitions That Define The Journey * Best Practice: commercial or

professional procedures, methods or techniques that are recognised as being the most effective or superior to standard elements because they produce results that exceed those achieved by other means.

* Business Excellence: integration within an organisation of the proven elements, practices and processes which facilitate an organisation to consistently achieve exemplary levels of productivity, performance and profitability.

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Standards…Can Be Can Be Categorised Into Three Groupsu All standards or quality frameworks can be

categorised into three groups:

* industry or sector standards or frameworks

* governance or organisational standards or quality frameworks

* service or product standards or quality frameworks.

u Each group of standards or quality frameworks is typically, but not always supported by Commonwealth, State or Local Government legislation.

© ASSPL

C’w

lth G

ov’t

Legi

slatio

n

Local Gov’t Legislation

State Gov’t

LegislationYour Board, Organisation or

Services/Products

Industry or Sector

Standards or Frameworks

Governance or Organisational Standards or Frameworks

Service or Product

Standards or Frameworks

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Standards…Typically They Have Five Elementsu Typically each set of industry, government,

organisational or service/product standards or quality frameworks are based on five elements and their associated processes which create and categorise a particular set of standards or quality framework.

u It is important to note that some standards or quality frameworks may have other specific elements, eg:

* ISO 31000, Risk Management

* National Safety and Quality Health Service (NSQHS) Standards.

Local, State and/or Commonwealth Legislation

Internal & External Audits & Reviews of Policies & Procedures & Work Practices

Systems & ProcessesPolicies & ProceduresDocuments & Tools

Industry, Organisational and/or Service/Product Accreditation,

Certification and/or Registration

Industry, Organisational or Service/Product Standards or

Quality Frameworks

© A

SSPL

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A Fact…The Aged Care & Health Care Standards Are Alignedu Many key concepts, principles and requirements that underpin and/or are part of the

Aged Care Quality Standards are drawn from, eg:

* the National Safety & Quality Health Service (NSQHS) Standards, developed and utilised by the Australian Commission on Safety & Quality in Health Care

* the National Model Clinical Governance Framework which supports the NSQHS.

u Examples of this alignment are Information Governance & Open Disclosure.

u It is interesting to note that an increasing number of aged care boards, and/or their leaders are only now coming to recognise what their directors of care or nurses have been saying:

“aged care is becoming health care, as residents and/or clients move from low care – high care to high care – sub-acute care, all of whom have emerging and actual

chronic health (1-5 conditions) or complex health (5 or more conditions) challenges”✸ Refer to Michael’s article titled Moving from aged care to health care

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A Fact…The Aged Care & Health Care Standards Are AlignedExample Requirements from the

Aged Care Quality Standards, Standards 3, 6 & 8

National Safety & Quality Health Service Standards (Health Standards)

Specialist Guidances or Frameworks Developed to Support Health Standards

Standard 3, Requirement 3 (g), eg:Minimisation of infection-related risks through implementing: (i) standard and transmission-based precautions to prevent and control infection; and (ii) practices to promote appropriate antibiotic prescribing and use to support optimal care

and reduce the risk of increasing resistance to antibiotics.Standard 8, Requirement 3 (e)Where clinical care is provided — a clinical governance framework, including but not limited to the following:(i) antimicrobial stewardship

Standard 3 Preventing and Controlling Healthcare Associated Infection• Includes transmission based

infections and antimicrobial stewardship criteria

• Australian Guidelines for the Prevention and Control of Infection in Healthcare (2019)

• Antimicrobial Stewardship Clinical Care Standard

• Antimicrobial Use & Resistance in Australia Surveillance Systems

• National Antimicrobial Resistance Strategy 2015 – 2019 (includes aged care resources)

Standard 6, Requirement 3 (c), eg:Appropriate action is taken in response to complaints and an open disclosure process is used when things go wrong.Standard 8, Requirement 3 (e), eg:Where clinical care is provided — a clinical governance framework, including but not limited to the following:…(iii) open disclosure

Standard 1 Clinical Governance• Includes open disclosure criteria

• Australian Open Disclosure FrameworkNB.1 This framework is officially endorsed by the Australian College of Nursing amongst other health care professional bodies.NB.2 The Aged Care Safety & Quality Commission has released its own specific open disclosure guidance which draws on the Australian Open Disclosure Framework and other state based open disclosure policies.

Standard 8, Requirement 3 (e), eg:Where clinical care is provided — a clinical governance framework

Standard 1 Clinical Governance • National Model Clinical Governance Framework

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Beyond Compliance…The Standards Can Be Exceededu The directors of leading and upper–mid-following organisations should expect

their chief executive officers, executives and managers to work toward exceeding the Standards because:

* Standards are minimum, all aged care organisations need to meet them and they provide no competitive advantage in a customer-driven, competitive marketplace

* compliance requirements, principles and processes are considered as reactive; quality, better practice and business excellence principles and processes are considered as proactive; verified by national and international measurement

* creating a truly defining customer-centric culture requires a unique, innovative, entrepreneurial and strategic governance culture and organisational culture, that is leadership focused and driven

* only a commitment to, and resourcing of continuous improvement and organisational development projects and processes by these leaders will support an organisation’s journey to quality, best practice or business excellence.

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Beyond Compliance…The Standards Can Be Exceeded

Eg: 8(3)(d)Risk Management System & Practices

Eg: 3(g) Infection Control

Eg: 8(3)(e)(i) Antimicrobial Stewardship

Governance Risk Management Policies

& ProceduresGovernance

Antimicrobial Policies & Procedures

Governance Infection Control

Policies & Procedures

Organisational Infection Control

Policies & Procedures

Organisational Risk Management Policies &

Procedures

Organisational Antimicrobial Stewardship

Policies & Procedures

Staff Work Practices

Staff Work Practices

Staff Work Practices

Eg: National Risk Management

Standard ISO: 31000

Eg: NSQHS Standards, Standard 3,

Infection Control

Eg: Antimicrobial Stewardship Clinical

Care Standard

Cons

umer

Meeting Standards – Continuous Improvement & Organisational DevelopmentExceeding Standards

Standards Requirements GovernanceOrganisational Staff

Meeting Standards – Continuous Improvement & Organisational DevelopmentExceeding Standards

© ASSPL

Standards Requirements Governance Organisational Staff

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Beyond Compliance…An Absolute Strategic Imperativeu Continuous improvement and organisational development principles and processes

are the two primary mechanisms of not just meeting compliance requirements but exceeding them via quality, best practice or business excellence.

u For those boards, chief executive officers, executives and managers who take a strategic view, going beyond a compliance mentality and approach is a strategic, organisational and service imperative.

Compliance (Reactive

Approach)

Quality (Proactive Approach)

Best Practice

(Proactive Approach)

Business Excellence (Proactive Approach)

Continuous Improvement Principles & Processes

Organisational Development Principles & Processes ©ASSPL

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Leaders Must Lead…The Journey To Business Excellenceu For organisations to make the move “Beyond Compliance…The Journey To

Business Excellence”, leaders of an organisation, that is the chair/directors, the chief executive officer, executives and managers must all be on the same page regarding:

* what the required and/or additional standards or quality frameworks actually mean at industry, governance and organisational levels for their organisation

* the tangible and measurable value and benefits of exceeding standards or quality frameworks, not just meeting them, eg: financial efficiencies

* the organisation’s strategic position, agreed direction and stated destiny and how such an approach will add significant value and benefit via a Business Excellence Strategy that forms part of an organisation’s Strategic Plan.

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Align Your Business Excellence Journey…Alignment Is Criticalu The journey to business excellence should not be undertaken in isolation, it is not

just a compliance and/or quality journey, it needs to be founded on, aligned to and support the organisation’s:

* vision, mission, values and philosophy statements

* emerging/future business model

* enabling and growth strategies and projects

* financial model (projected cashflow, profit and loss, balance sheet and organisational and industry KPIs)

* destiny, the desired future of the organisation.

u Whether it is compliance, quality, best practice or business excellence, all stages cannot be done in isolation from other elements, systems and processes of the organisation…”too many people see compliance as just policies and procedures”.

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Commit The Additionals…Financial & Human Resourcesu Be under no illusion that in reality, to move

beyond a compliance mentality and approach and undertake a business excellence journey, whether it is to the level/s of quality, best practice or business excellence, will require:

* planning and implementing of the various stages and activities of the journey, a minimum of a three to five year timeframe

* dedicated internal human resources and/or external specialist advisors or consultant/s

* additional financial resources that will, on an annual basis, need to be put into the annual budget as a specific project.

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Leaders Project Manage…The Business Excellence Journeyu Apply a focused, disciplined and robust project management approach to the

planning, implementing and monitoring of a business excellence journey.

u Establish and operate a business excellence project management working group, with a terms of reference, project gantt chart and planning, implementation and monitoring tools and documents.

u Typically the business excellence manager (quality manager) will project manage the business excellence project and/or an external specialist business excellence consultant will facilitate and project manage the project.

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Part Three: Transform Your Organisation, Re-engineer Your Business Model,

Reinvent Your Governance Culture & Organisational Culture

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The Customer & Market Paradigm…A Disruptoru For directors, chief executive officers, executives and managers to fully move

their organisation into the customer-driven, competitive marketplace is a radical departure from their known industry or sector context and modus operandi to which they and their colleagues are perfectly adapted.

u Consequently there is a real need to:

* strategically assess your organisation

* understand the key drivers and trends of the aged care and health care industry

* come to grips with the industry and organisational impacts and implications

* address your transformational leadership challenges and risks, ideas and opportunities.

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The Customer & Market Paradigm…A Disruptoru Therefore, because the aged care industry is

under going such a radical paradigm shift (five years gone of a ten year process) it presents boards, chief executive officers, executives and managers with the dilemma of:

* do they disrupt their organisation, that is seriously transform their organisation, re-engineer their business model and reinvent their culture to ensure they are relevant in the new paradigm

* or, should they wait and see if the new industry paradigm and/or the leading or high end following organisations disrupt their organisation?

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Disrupt Or Be Disrupted…Think Uber, Think Airbnb!u All aged care organisations are facing massive disruption1 and discontinuous change2

which is coming from: * Commonwealth Government reforms and policies all of which are happening

within relatively short timeframes * customers increasingly making the purchasing decisions, so an organisation’s

customer and retail capabilities really matter * customer uncertainty because of a lack of adequate, clear and concise information

and/or engagement and education * boards, chief executive officers, executives and managers having to address the

legacy and transitional challenges and risks.1 Disruption; from one paradigm to another paradigm.2 Discontinuous change; powerful shifts that occur within a paradigm at intervals that

are disconnected or have no rhythm.

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Legacy & Transformational Challenges…Aboundu Boards, chief executive officers, executives and managers are increasingly:

* leading their people, from all levels of the organisation, out of the government funded, welfare paradigm into the customer-driven, competitive market paradigm

* providing transformational leadership that transforms their organisation, re-engineers their business model and reinvents their governance culture and organisational culture.

* co-designing a unique, innovate, new business model

* dealing with governance, organisational and service legacy issues; mindful that new entrants to the marketplace have no legacy issues, all their time and resources are expended on capturing customers and market share

* leading and managing today’s business, whilst researching and creating tomorrow’s business.

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Transforming An Organisation, Re-engineering A Business Model, Reinventing A Culture…But Which Way?

Existing Services/ Products

Existing Services/ Products

New Services/ Products

Existing BusinessModel/s

New BusinessModel/s

DANGER

Not Possible, Not A Future

Position

Best Position/Best Option ForOrganisations

Following

Organisations

Sell Or Close

Insolvency

Following

Organisations

Lead

ing Organ

isatio

ns

© ASSPL

Most Likely Initial Position For Many

Organisations

Majority of Organisations Are Here Now

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How Leading & Upper Following Boards, CEOs, Executives & Managers Are…Seriously Transforming Their Organisations

Rusted On PhaseTime

Your Organisation’s Existing Business Model & Services

Government Funded Welfare Paradigm

© ASSPL

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How Leading & Upper Following Boards, CEOs, Executives & Managers Are…Seriously Transforming Their Organisations

Rusted On Phase WD-40 Derusting Phase Rust Free PhaseTime

Best Case Scenario

Mid Case Scenario

Worst Case ScenarioYour Organisation’s New Business Model,

Existing Services & New Services

Your Organisation’s Existing Business Model & Services

Government Funded Welfare Paradigm

Organisational Transformation

Customer-driven Competitive Marketplace Paradigm

© ASSPL

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How Leading & Upper Following Boards, CEOs, Executives & Managers Are…Seriously Transforming Their Organisations

Rusted On Phase WD-40 Derusting Phase Rust Free Phase

Customer-driven, Competitive Marketplace Paradigm

Time

Government Funded Welfare Paradigm

Organisational Transformation

Best Case Scenario

Your Organisation’s Existing Business Model & Services

Mid Case Scenario

Worst Case Scenario

© ASSPL

Your Organisation’s New Business Model,

Existing Services & New Services

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How Leading & Upper Following Boards, CEOs, Executives & Managers Are…Seriously Transforming Their Organisations

Rusted On Phase WD-40 Derusting Phase Rust Free Phase

Customer-driven, Competitive Marketplace Paradigm

Time

Government Funded Welfare Paradigm

Organisational Transformation

Best Case Scenario

Your Organisation’s Existing Business Model & Services

Your Organisation’s New Business Model,

Combining Existing & New Services

Mid Case Scenario

Worst Case Scenario

© ASSPL

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How Leading & Upper Following Boards, CEOs, Executives & Managers Are…Seriously Transforming Their Organisations

Time

Best Case Scenario

Your Organisations’ Existing Business Model & Services

Your Organisation’s New Business Model,

Combining Existing & New Services

Mid Case Scenario

Worst Case Scenario

© ASSPL

DANGER ZONE

Rusted On Phase WD-40 Derusting Phase Rust Free Phase

Customer-driven, Competitive Marketplace Paradigm

Government Funded Welfare Paradigm

Organisational Transformation

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Research & Co-design A New Business Model…Existing & New Customers, Markets, Services, Market Channels, etc.

Co-designing & delivering specialist lifestyle, health & wellbeing solutions

that are individualised for people who have chronic or complex health challenges,

enabling them to live independently

Eg: P

rivate

Hea

lth In

suran

ce, P

rivate

Insu

rance

, Work

ers Co

mpensat

ion,

My Aged Care, Local Health Networks, NDIS, Primary Health Networks

Eg: Fee-For-Service, Repeat, Referral, Adverts/Marketing,

Refer

ral, A

llianc

es, P

artne

rships

, Brok

erage

, MOU

, Othe

r Prov

ide

rs

Eg: Tenders, Grants, Public Trustees, DoH, DSS, DSC, Medicare,

Family/Carer/Partner, GP, Client Direct

B2GB2B

B2B

B2G

B2C

B2C

© 2017 ASSPL

• Contact• Information• Assessment

• Planning• People/Coordinators

• Services• ICT Systems

Service/Product Categories

Customer Categories

Markets/Sub-market Categories

Market Channels & Revenue Stream Categories

Revenue Categories

Corporate Services

Client GatewayOrganisation

Business Model CategoriesBusiness Model Example 1

Market Channel Descriptors

B2C: Business to Customer

B2G: Business to Government

B2B: Business to Business

Disab

ility

Allied/Primary Health Care

Home Care

Healt

h

Disabled

FrailPersonal Road

Work

Veter

ans

ComplexHealth

Dementia

Mobili

tyMe

ntal

AgedInjury & Accident Accidents

Accidents

Chronic &

Cancer

StrokeDis

abilit

y: In

tellec

tual &

Physi

cal, P

rivate

Health

Health Care: Primary & Allied Health Care, Private Health

Home Care: Frail Aged, Aged – Complex /Chronic Health, Private HealthOthe

r Revenues $

State

Gov’t

Tende

r $

Loca

l Gov

’t Te

nder

$

C’wlth Gov’t Tender $

NDIS $

Tender $

Public Trustee $ DoH $DSS $

DVA $

State

Gov’t

$Ind

ividu

al $

Private HealthInsurance $

Private Insurance $

Fee-For-Service $

Governance, Organisational & Operational Systems

Digital Health Solutions & Apps

Example Business Model One

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Research & Co-design A New Business Model…Existing & New Customers, Markets, Services, Market Channels, etc.

MAI

B, A

CFI, H

ome C

are, P

ub

lic Tru

stee, Te

nders & Grants

B2C: Eg: Deferred Mgt Fees, Fee-for Service, Rental Income, Other Market Channels:

Eg: Don

atio

ns, S

pons

orsh

ips,

Clinical Placement, Contracts, Joint Ventures

G2B

: Eg:

Sta

te &

C’w

lth G

overn

ments, Prim

ary Health Networks,

Aged, Wellness & Retired People, Residential & Home Care, Dementia Fundraising, Bequests,

Parnterships,

Allianc

es, J

oint

Ven

ture

s

B2B: Eg: Brokerage, Partnerships, Private Health Insurance,Improving The Health, Lifestyle & Wellbeing Of People Who Are Ageing With Emerging Or Actual

Chronic Or Complex Health Challenges

Ageing People

Peop

le Tra

nsitio

ning

People with Dementia People With Chronic/

Complex HealthPeople Rehabilitating

End of Life

People Palliating OrResid

ential

Care Services

Retirement Living Services

Allied, Primary Health & Medical ServicesAllied, Primary Health & Medical Services

© 2017 ASSPL

Hom

e Ca

re S

ervi

ces

Lifestyle Living & Support Services

Profes

siona

l Dev

elop

men

t Pro

gram

Registered Training Organisation

Partnership Project

Chief Executive Officer, Executives & M

anagers

Board of Directors

Man

ager

s, St

aff &

Vol

unte

ers

Business Model Example 2

Example Business Model Two

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Validate Your New Business Model…Obtain Or Develop & Use A Financial Modelling Tool

Projected Profit & Loss & Scenarios

Based On The Financial Model

Which Account For Current & Future Services, Against National Industry Benchmarks Or

Metrics

Projected Cashflow & Scenarios Based On The Financial Model Which Account For Current & Future Services, Against National Industry Benchmarks Or

Metrics

Projected Balance Sheet & Scenarios

Based On The Financial Model

Which Account For Current & Future Services, Against National Industry Benchmarks Or

Metrics

Incorporate Industry & Business Key

Drivers & Metrics

Financial Scenarios Against The New Business Model, Accounting For

Current & Future Services, Against National Industry

BenchmarksPast & Present

Financials

Continual Monitoring & Assessment of Industry/Sector Big Picture Components & Trends

© ASSPL

New Business Model; Includes Current & Future

Services

Financial Model Updated Each Month, Bringing Refinement & Accuracy

Strategic Transformational Plan & Project GANTT Chart Documented & Approved By The Board, Communicated & Implemented

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Directors & Leaders…Use A Guiding Cultural Framework Typically the guiding cultural framework for individual, team, service, organisational and board attitudes, behaviours and work practices is curated by:

* Commonwealth, State and Local Government legislation

* industry, governance or organisational standards or quality frameworks

* an organisation’s constitution * governance and organisational policies

and procedures * vision, mission, values, philosophy and core

business statements.

C’wlth, State & Local Government Legislation

Governance & Organisational

Policies & Procedures

Industry, Governance or Organisational Standards or

Quality Frameworks

Organisation’s Constitution

©ASSPL

Vision

Values

Mission

Philosophy

Leadership Team

GovernanceCulture

OrganisationalCulture

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Directors & Leaders…Use Your Organisational Platformu Assuming your organisation’s: * vision is aspiring and compelling * mission is enabling and directive * values are defining and guiding * philosophy is applicable and descriptive, combined, they should create an

organisational platform for: * individual, team, organisational and

board attitudes, behaviours and work practices, that is both the:

* governance culture and * organisational culture.

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Directors & Leaders…Boards Frame, Drive & Keep Cultureu Public opinions, Royal Commissions and Standards are

but a few key drivers putting a blow torch on current and future governance cultures and an organisation’s cultures, eg: Hayne Royal Commission.

u Therefore, a board needs to seriously reflect on and develop, document and drive a defining governance culture, expecting the chief executive officer and executives/managers do the same to create a defining organisational culture.

u Remember, a board is the developer, keeper and driver of an organisation’s vision, mission, values and philosophy…the platform for both the governance culture and the organisational culture.

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Directors…Align Governance & Organisational Culturesu Boards govern, chief executive officers lead, executives and

managers manage and staff operate…all parties engaging and enacting one agreed and integrated vision, mission, values and philosophy statements, particularly values.

u All high functioning chairs should drive and monitor both their board’s governance culture and their organisation’s culture.

u Without a board rigorously developing and robustly driving their organisation’s vision, mission, values and philosophy statements:

* the governance culture will be mediocre * the organisational culture will be mediocre.

© ASSPL

Executives, Managers & Sta�

Directors

Organisational Culture Demonstrated & Im

prov

ed

Board

Culture Demonstrated & Improved

Vision, M

ission, Values & Philosophy Embedded & Enacte

d

Visio

n, Missi

on, Values & Philosophy Developed & Driven

Chief Executive O�cer

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Resources: Articles & Tools That Support The Standards…The Journey To Business Excellence,

The Journey To Business Transformation

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47Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation

Business Excellence Articles, Presentations & ToolsASSPL Corporate Governance & Organisational Governance Articles

u Embedding a Governance Culture

u The Fundamentals of Contemporary Governance

u TAGS Aged Care™, The Australian Governance System … The Four Steps to Boards Governing & Managers Managing

ASSPL Corporate Governance & Organisational Governance Tools

u The Aged Care Quality Standards & TAGS Aged Care™ Mapping Tool (T416AC)

u Standard 8 Corporate & Organisational Gov. Assessment & Improvement Tool (T351AC)

u TAGS Aged Care™ Checklist Tool (T380AC)

u Governance Due Diligence Checklist (Two Part) (T260AC)

u Wide range of other corporate and organisational governance tools available.

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Business Excellence Articles, Presentations & ToolsASSPL Standards Assessment & Improvement Tools (available in two versions) u ACQS Standard 1 Assessment & Improvement Tool (T448 & T467a)

u ACQS Standard 2 Assessment & Improvement Tool (T449 & T467b)

u ACQS Standard 3 Assessment & Improvement Tool (T450 & T467c)

u ACQS Standard 4 Assessment & Improvement Tool (T451 & T467d)

u ACQS Standard 5 Assessment & Improvement Tool (T452 & T467e)

u ACQS Standard 6 Assessment & Improvement Tool (T453 & T467f)

u ACQS Standard 7 Assessment & Improvement Tool (T454 & T467g)

u ACQS Standard 8 Assessment & Improvement Tool (T455 & T467h)

u Other Standards assessment and improvement tools are available.

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Business Excellence Articles, Presentations & Tools

Standard 8, Organisational Governance & Corporate Governance = TAGS Aged Care™

The only integrated corporate and organisational governance system, assisting aged care boards to govern and chief executive officers to manage.

u Governance Principles

u Governance Policies & Procedures

u Governance Documents & Tools

TAGS Aged CareTM

The Australian Governance System

Meet Or Exceed Standard 8, Organisational Governance

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Business Excellence Articles, Presentations & ToolsTransitioning To The New Standards, Supporting Resources & Referencesu Standards Factsheet 1–8 & Standards Guidance and Resources for Providers

u Transitioning To The New Aged Care Quality Standards, MOA Benchmarking Visit: https://www.moa.com.au/transitioning-to-the-new-aged-care-quality-standards/

u Responding to the threat of antimicrobial resistance: Australia’s first National Antimicrobial Resistance Strategy 2015–2019. Commonwealth of Australia, Canberra Visit: http://www.agriculture.gov.au

u National Centre for Antimicrobial Stewardship Visit: https://www.ncas-australia.org

u Open Disclosure Framework & Guidelines. Visit: https://www.safetyandquality.gov.au

u National Infection Control Guidelines. Visit: https://www.safetyandquality.gov.au

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Business Excellence Articles, Presentations & ToolsTransitioning To The New Standards, Supporting Resources & References (con’t)u Decision-making tool: Supporting a Restraint Free Environment in Residential aged care

Visit: https://agedcare.health.gov.au

u Department of Health, Guide for reporting reportable assaults Visit: https://agedcare.health.gov.au

u National Health and Medical Research Council 2010 Australian guidelines for the prevention and control of infection in health care. Commonwealth of Australia Visit: https://www.nhmrc.gov.au

u The Australian Commission of Safety and Quality in Health Care’s National Model Clinical Governance Framework. Visit: https://www.safetyandquality.gov.au

u Victorian Government health resources on partnering with consumers Visit: https://www2.health.vic.gov.au

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Business Transformation Articles, Presentations & ToolsThe following tools can be provided to you by email:

u Achievements, Disappointments & Ideas Tool

u Current Business Model Tool

u Future Business Model Tool

u Strategic Transformation Project Implementation Tool

u The Board/Executive Comparison Tool…How Do We Compare Against Our Peers & The Market?

Strictly Private and Commercially Confidential

Version: 1.0 | Copyright © 2015 Australian Strategic Services Pty Ltd.

Usage of this document is governed by the licence & copyright agreement found at http://www.asspl.com.au/agreement

Removal of this copyright notice violates the terms of the licence & copyright agreement.

Ref: MG:BH

Date: 13 October 2015

Licence No: Lic Number

Organisation’s Logo

Organisation’s Name

Strategy Stress Test Tool

This tool has been developed by Australian Strategic Services based on the Article titled

“Have you tested your strategy lately?

Published in the McKinsey Quarterly 2015

Strictly Private & Commercially Confidential

Version: 1.0 | Copyright © 2015 Australian Strategic Services Pty Ltd.

Usage of this document is governed by the licence & copyright agreement found at http://www.asspl.com.au/agreement

Removal of this copyright notice violates the terms of the licence & copyright agreement. Ref: MG:BH Date: 13 October 2015 Licence No: Lic Number

Organisation’s Logo

Organisation’s Name The Board/Executive Comparison Tool… How Do We Compare Against Our Peers & The Market?

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53Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation

Business Transformation Articles, Presentations & ToolsThe following tools can be provided to you by email (con’t):

u Strategic Transformation Project Action List

u Strategic Transformation Project Contact List

u Strategic Transformation Project GANTT Chart

u Strategic Transformation Project Status Report

u Strategic Transformation Project Working Group Terms of Reference

u Stress Test Tool (Part 1 & Part 2)

u Systems Review Tool

Strictly Private and Commercially Confidential

Version: 1.0 | Copyright © 2018 Australian Strategic Services Pty Ltd.

Usage of this document is governed by the licence & copyright agreement found at

http://www.asspl.com.au/agreement Removal of this copyright notice violates the terms of the licence & copyright agreement.

Ref: MG:MT Date: 6 August 2018 Licence No: Lic Number

Organisation’s Logo

Organisation’s Name Strategic Transformation Project Working Group Terms of Reference

Note: This document is provided in a pdf format… if a MSWord version is required please email or

telephone Barb on [email protected] or 03 5429 6331

Organisation’s Name

Strategic Transformation Project Status Report

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Business Transformation Articles, Presentations & Toolsu Strategy…The Key Domain of Directors,

Chief Executive Officers & Senior Managers

u Have you tested your strategy lately?

u Seeing your way to better strategy

u Eight shifts that will take your strategy into high gear

u Are your strategy discussions stuck in an echo chamber?

u Adaptive Governance…Transformational Leadership

u Customer-Centric Governance…Customer is King, Cashflow is Queen

u Disrupt or Be Disrupted…The Six Leadership Challenges of the New Customer-Driven Competitive Marketplace

u Implementing The Australian Business Excellence Framework, Eight Local Government Case Studies, Zoe Pattison

u Australian Business Excellence Framework, Standards Australia

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55Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation

Further Informationu To discuss your organisation’s business excellence requirements contact:

Michael Goldsworthy Principal Consultant Australian Strategic Services

03 5429 6331 / 0418 130 581

[email protected]

Aaron Goldsworthy Senior Consultant Australian Strategic Services

03 5429 6331 / 0400 996 331

[email protected]