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
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
2Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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
3Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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.
4Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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.
5Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
Part One: The Proposition… The Standards Are A Platform For The Journey
To Business Excellence & Business Transformation
6Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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.
28Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
Part Three: Transform Your Organisation, Re-engineer Your Business Model,
Reinvent Your Governance Culture & Organisational Culture
29Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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
36Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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
37Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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
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Lifestyle Living & Support Services
Profes
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Registered Training Organisation
Partnership Project
Chief Executive Officer, Executives & M
anagers
Board of Directors
Man
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Vol
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Business Model Example 2
Example Business Model Two
41Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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
42Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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
43Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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.
44Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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.
45Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
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
46Status: Final | Version: 1.0 | 7 November 2019 | © 2019 Australian Strategic Services Pty LtdStandards…The Journey To Business Excellence, The Journey To Business Transformation
Resources: Articles & Tools That Support The Standards…The Journey To Business Excellence,
The Journey To Business Transformation
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.
48Status: 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 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.
49Status: 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 & 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
50Status: 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 & 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
51Status: 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 & 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
52Status: 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:
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?
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
54Status: 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 & 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
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
Aaron Goldsworthy Senior Consultant Australian Strategic Services
03 5429 6331 / 0400 996 331