The pillars that guide the Supportive Services clinical governance system
Clinical Governance Overview New Committee established to oversee Clinical Governance While clinical governance historically referred to a structured approach for maintaining and improving the quality of patient care within health systems, the term is now also used in human services beyond the health sector — with the same core goals: • Ensure high-quality care: Deliver services that meet established standards and are effective in meeting client needs. • Promote safety: Protect clients from harm and minimise risks associated with service delivery. • Enhance accountability: Ensure that services are delivered transparently and responsibly. Following a national restructure of Housing Choices operations, Catherine House is now situated within the Supportive Services Directorate of Housing Choices. The Directorate brings together a national suite of programs with responsibility for the delivery of services that support people to secure a home, sustain their housing, and build a life. This year saw the launch of our new Clinical Governance Committee for Supportive Services.
Resident Experience • There is a commitment to the best experience possible for every client or resident receiving Supportive Services (a person-centred, safe, effective and connected experience). Partnership with Clients • Organisational culture that values participation and voice of clients, residents and carers in decision making. • Client, resident and carer engagement are actively sought and supported to inform service provision, design and governance. • Strengthening the engagement and participation of Aboriginal and Torres Strait Islander clients, residents, carers, communities and ACCOs to achieve positive change and improved outcomes. Staff • Staff are supported with access to training and support that ensures a skilled and competent workforce. • Staff are encouraged by leaders to raise concerns about practice and approaches to service delivery, and the support experiences of clients, residents and carers.
Accountability • Roles, responsibilities and expectations for quality and safety are known and understood by the workforce, management and executive. • Policy and practice support accountable service delivery. • Risk is identified by all staff and acted upon. • An integrated incident management system supports a culture of effective response, learning and improvement. • Accurate reporting and review underpin a culture of transparent decision making. Continuous Improvement • Quality performance measures are collected, shared and used to inform decision-making and improvement in experience and service outcomes for clients, residents and carers. • Staff are supported to apply best practice in a culture of continuous learning and reflective practice through a clearly articulated professional supervision framework.
Staff in the directorate are now guided by a single co-ordinated clinical governance system that manages service risks, identifies continuous improvement opportunities, and promotes contemporary and best practice approaches in service delivery. Meeting quarterly, the committee connected services. They analyse and assess program data, and consider opportunities to build on staff training, leadership skills, organisational systems, processes and culture to achieve the best outcomes within the Supportive Services Directorate programs. The new clinical governance approach establishes a basis where quality systems components are connected to ensure a co-ordinated approach to accountable, person-centred, evidence-informed, culturally responsive services. oversees the delivery of safe, effective, person-centred and
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