SESSIONS COVERED OVER TWO DAYS

Adelaide: 22-23 February '22 | Brisbane: 2-3 March '22 | Melbourne: 8-9 March '22 | Sydney: 23-24 March '22 | Perth: 30-31 March '22

Registration and Welcome Coffee: 8:30  | Course Duration:  9:00-5:00 including networking breaks | Morning Tea: 10:30 / Lunch: 12:30 / Afternoon Tea: 3:00

  • Review the rapid changes in healthcare accelerated by COVID-19 and the risks and opportunities associated with the rise of hospital substitution, in-home care, digital services and staffing challenges all of which have left providers exposed to unmitigated and potentially costly risks. 
  • Learn how to be an agile organisation with strong care governance to implement changes that meet consumers’ evolving needs. 
  • Assess what Clinical Governance means in the current environment, how frameworks can be re-designed to improve patient experience and outcomes, staff engagement and clinical effectiveness  
  • Understanding that the journey from the early clinical safety movement to today will assist organisations to determine if they operate in an environment that requires clinical governance and the level of governance required. 
  • Broadening the definition of clinical governance to one of care governance, beyond the safety of healthcare consumers to include the safety and wellbeing of clinical staff   
  • Reviewing contemporary models of clinical governance, including what can be learnt from other high-reliability and resilient systems across the business spectrum.   
  • Explore the fundamental elements such as: incident and complaints management, workforce preparedness, audit and the role of standards, open disclosure, and value-based and evidence-based care.   
  • Learn how to conduct a clinical risk assessment of your business, assess the effectiveness of existing controls, develop risk treatments and actions; and understand the fundamentals of risk management in a clinical environment. 
  • Approaches to testing the clinical governance maturity of your business 
  • Define clinical risk appetite statements and how to develop them for your organisation. 
  • Where to start with the clinical risk assessment of digital technology (including Apps, AI, machine learning and the IoT)  
  • How to prepare for a ‘black swan’ event, scenario planning, pre-mortems, and implement early risk mitigation strategies.  
  • Deep dive into organisational structures and accountabilities.   
  • Explore Clinical Governance and related Committees; understand what they are and if one is necessary for your organisation.  
  • Knowing what to measure, including the identification of lead and lag indicators. 
  • Implementing effective reporting throughout the organisation to develop a culture of safety and to ensure minimum quality standards are exceeded.  
  • Effective interrogation of clinical metrics reports to ensure continuous improvement, prevent future patient harm and protect provider reputation and funding.    
  • Examining your ‘soft underbelly’, recognising the potential significant risks with weak governance of clinical supply chain such as poor clinical quality, delays in services, reputation damage, financial loss, contractual penalties. 
  • How to segment and keep track of your clinical suppliers and assess their clinical risk. 
  • Strategies to obtain the necessary assurance that your suppliers are continuously delivering quality care on your behalf. 
  • Support and empower your people to deliver the best care with continuous improvement and reduce clinician burnout. 
  • Examining the role of governing bodies in inspiring a culture of clinical quality and safety.   
  • Modelling effective personal leadership as an exemplar for quality care.   
  • Implementing an effective response to adverse events and putting into practice your crisis management strategy.   
  • Ensuring complaints, incidents and non-compliances are actively and transparently managed in a timely manner 
  • Ensuring effective continuous communication and open disclosure to reduce ongoing harm, reputational damage and financial loss to the organisation.