Bridging 'High Quality Care' : Value adding Quality Care Advisory Bodies

In the reform impacted landscape of aged care services, the role of a Quality Care Advisory Body (QCAB) is more valuable than ever. These bodies, though not decision-makers, are instrumental in providing insights and recommendations that can significantly enhance the quality of care. With recent changes in the definition of high-quality care, it's imperative to explore how advisory bodies can bridge the gap with governing bodies to ensure that aged care services are not only compliant but exemplary.

Understanding High-Quality Care

High-quality care in aged care services is defined by several key principles, including putting the individual first, upholding their rights, and prioritising kindness, compassion, and respect. It also emphasises timely and responsive service delivery, personalised care, and cultural inclusivity. Given this comprehensive definition, the challenge lies in effectively implementing these principles across both residential and home care settings. For the exact definition I provide an excerpt here (Source: Aged Care Act 2024):

Exerpt: 20  Meaning of high quality care

The delivery of a funded aged care service by a registered provider to an individual is high quality care if the service is delivered in a manner that:

 (a) puts the individual first; and

 (b) upholds the rights of the individual under the Statement of Rights; and

 (c) prioritises the following:

 (i) kindness, compassion and respect for the life experiences, self‑determination, dignity, quality of life, mental health and wellbeing of the individual;

 (ii) the timely and responsive delivery of the service to the individual;

 (iii) specific tailoring of care to the personal needs, aspirations and preferences of the individual, including preferences regarding the time when the service is delivered;

 (iv) respecting the individual’s preferences regarding privacy and time alone;

 (v) supporting the improvement of the individual’s wellbeing, independence, autonomy and physical and cognitive capacity through reablement approaches, where the individual chooses to, including by keeping the individual mobile and engaged if they are living in an approved residential care home;

 (vi) supporting the individual to participate in meaningful and respectful activities and remain connected to friends, family, carers and the community, where the individual chooses to;

 (vii) supporting the individual to remain connected to the natural environment, and animals and pets, where the individual chooses to;

 (viii) implementing inclusive policies and procedures, in partnership with Aboriginal or Torres Strait Islander persons, family and community to ensure that culturally safe, culturally appropriate and accessible care is delivered to those persons at all times, which incorporates flexibility and recognises the unique experience of those persons;

 (ix) adapting policy, practices and environments to ensure that services are culturally appropriate for the diverse life experiences of individuals, including by engaging workers with lived experience of diversity in the provider’s workforce and governing body;

 (x) bilingual aged care workers and interpreters being made available if required by the individual;

 (xi) training of the aged care workers to facilitate the delivery of the service by well‑skilled and empowered aged care workers who are able to develop and maintain a relationship with the individual;

 (xii) recruitment and retention of aged care workers to ensure the needs of individuals are able to be met;

The Role of Quality Care Advisory Bodies

QCABs play a pivotal role in elevating the standards of care by providing objective, data-driven insights. They receive information from management, including performance reports and quality indicators such as the Serious Incident Response Scheme (SIRS) and the National Quality Indicators. By analysing this data, advisory bodies can identify trends, highlight potential risks, and offer informed recommendations to the governing body.

Biannual Reporting and Alignment with Governing Body Attestations

A key requirement for QCABs is the issuance of a comprehensive report to the governing body every six months. This report is crucial for assisting the governing body in aligning their strategies and actions with annual attestations, ensuring a cohesive approach to care quality. These reports should provide detailed insights into performance metrics, emerging trends, and areas for improvement, offering a roadmap for strategic planning and decision-making.

Governing bodies that fully grasp the value of QCABs will also consider the broader reform agenda. They may delegate specific elements for review, seeking insights and recommendations on targeted areas. By doing so, they can ensure that their strategies remain relevant and responsive to the evolving needs of the aged care sector.

While an independent chair is not a mandatory requirement for QCABs, it is considered best practice to appoint a Certified Chair. A Certified Chair can enhance the advisory body’s effectiveness by ensuring robust governance practices and facilitating productive discussions. This leadership can help maximise the value that the advisory body brings to the organisation.

Strategies for Adding Value- What your QCAB could be adding value with:

1. Holistic Evaluation Framework: Help gather information to establish a comprehensive evaluation framework that aligns with the new definition of high-quality care. This framework should encompass individual rights, personal preferences, cultural inclusivity, and workforce capabilities. By guiding the governing body in applying this framework, advisory bodies can ensure a consistent and holistic approach to care.

2. Feedback Loop Creation: Assist in gathering insights about the providers performance, which includes feedback and complaints from individuals, their families, and staff through robust feedback mechanisms. By systematically analysing this feedback, advisory bodies can provide actionable insights that drive improvements in care quality.

3. Cultural Competency Initiatives: Encourage the adoption of inclusive and culturally appropriate practices by advising on strategies to engage with diverse communities. This could include partnerships with cultural organisations and targeted recruitment and training programs for staff.

4. Reablement and Independence Focus: Support the collection of information on initiatives that focus on reablement and enhancing individuals' independence and autonomy. Advisory bodies can recommend best practices and successful models from other regions or sectors, facilitating knowledge exchange and innovation.

5. Workforce Development Strategies: Offer insights on workforce development, focusing on recruitment, retention, and continuous professional development. This could involve partnerships with educational institutions for training programs or advocating for policies that improve worker conditions and job satisfaction.

6. Data-Driven Decision Making: Help interpret data from SIRS and the National Quality Indicators to identify trends and areas for improvement, ensuring that care quality is continuously enhanced.

7. Risk Management: Assist in identifying potential risks early and suggest mitigation measures by gathering relevant information, highlighting emerging risks, and providing guidance on how to address them.

8. Innovation and Technology Integration: Advocate for the exploration of technological solutions that improve efficiency, communication, and care quality.

9. Regular Training and Workshops: Recommend and suggest topics for regular training sessions and workshops for both care staff and management, focusing on the latest best practices, regulatory updates, and skill development.

10. Strategic Partnerships: Encourage the exploration of partnerships with external organizations, such as research institutions or healthcare providers, to share resources, knowledge, and expertise.

Conclusion

The relationship between Quality Care Advisory Bodies and governing bodies is integral to the delivery of high-quality aged care services. By focusing on these strategies and leveraging biannual reporting, advisory bodies can significantly contribute to the governing body's efforts to meet and exceed care standards. This collaboration ensures that aged care services are not only compliant but are truly person-centered, culturally sensitive, and continuously improving. In doing so, we can create an aged care system that respects and uplifts the individuals it serves, providing them with the dignity, compassion, and quality of life they deserve.

For more information about becoming a Certified Chair then please reach out to Louise Broekman of the Advisory Board Centre .

Anchor Excellence provides a number of certified chairs so do reach out if you would like to add an independant chair to your QCAB

Cynthia Payne Carla Beheram Dr Maggie Haertsch, RN, PhD, MAICD Judy Martin