Webinar Slide Deck

1. Webinar
Aaron Mullins, Vice President, Asia Pacific
As Vice President for Camms Asia Pacific, Aaron Mullins possesses in depth
knowledge and experience spanning from governance, risk and compliance
to project and portfolio management.
E: Aaron.Mullins@cammsgroup.com
P: +61 400 169 194
22 July 2020
Board Governance in the Care Sector and its role in the prevention of harm
E: dborgmeyer@ansvarrisk.com.au
P: +61 0413 730 839
Diana is responsible for developing and delivering innovative and market
leading risk solutions for Ansvar customers. Prior to joining Ansvar, Diana
was the senior risk management consultant with the Victorian Managed
Insurance Agency (VMIA).
Diana Borgmeyer, CEO, Ansvar Risk

2. Who are we?
Ansvar Risk
Ansvar has been providing specialist insurance and risk management services to
customers since 1961. Ansvar Risk provides a package of holistic risk management
solutions.
Camms
Australian based Governance, Risk and Compliance software provider, working with
400+ customers globally across Health, Aged Care, Disability Services and the Public
Sector. Recognised by Gartner in their Magic Quadrant for Integrated Risk
Management in 2019.

3. Risk Storm – Australian Care Sectors
Ageing Population
– success story of
the 20th Century
Chronic Illnesses
– public health issue
of the 21st Century
Harm Complaints / Claims Cost Viability
Consumer centric
Changing
demand
Business growth
Land and
Property
Interest
Changing care
models
Technology
Regulation
Funding and
Sustainability
Workforce
Care Complexity
Research and
best practice
Policy
Environment
Governance
capability
Accreditation
Culture

4. A history of reviews and a system that is no longer fit for purpose:
• Oakden Mental Health Facility
• The Royal Commission into Aged Care Quality and Safety
• Royal Commission into Disability.
• Public scrutiny and loss of trust
“Once in a lifetime opportunity to come together as a Nation to
review how we care for older people”
“A rising torrent of concerns”

5. Financial
Sustainability
Governance
Care
Standards
Consumers
Led Models
Financial Sustainability Governance Care Standards
Drivers:
• Rising costs associated with
complex care, reviews and staff
costs
• Indexation not keeping pace with
rising costs and funding model not
reflecting true costs.
• Providers reporting balance sheet
losses
• Increasing sensitivity of liquidity
balances
• New prudential standards for aged
care on the way
• Accreditation sanctions come with
financial burden and we are seeing
increasing rates of sanctions
• Insurability risk rising
Drivers:
• Board capability; rising expectations
and accountabilities
• New standards have increased the
focus on governance and risk
management
• Risk frameworks not keeping pace
and strategic risks not adequately
assessed
• Reviews and regulation shining light
on governance failures and
signalling increased regulation
• Care and workforce models under
pressure to change
• Organisational culture – integrity
and behaviours must be key focus
areas for Boards.
Drivers:
• Clinical / Care governance must be
integrated in corporate
governance; Boards are
accountable for quality and safety.
• Clinical governance frameworks
need review / development to
reflect increasing care complexities
and new standards
• High impact / prevalence risks
require oversight and evidence
based management
• Open disclosure and complaints
management have greater focus
• Incident management often not
systematic and not linked to risk
management
Consumer Led Models
Drivers:
• Adoption of Consumer centred models
challenge long history of a protective
control culture to autonomy and choice
• Safeguarding, diversity, choice and
inclusiveness are foundational expectations
in the relationship between provider and
consumer
• Dignity of Risk has much higher focus; this
requires significant cultural and
governance shifts
Ansvar’s Care Sector High Risks – 2020+

6. PANIC
6
How we often attempt to manage risk

7. 7
Staff cut to boost the bottom line
Emails from May 2017 read aloud during the commission reveal
a company in financial difficulty and aggressively targeting cost
cutting ahead of care.
An email from Ian Burge, operations manager at the time,
states there is an urgent need to “improve BACA’s commercial
position”. He outlines “how we’re going to move forward”.
One method of reducing costs he described was reducing staff
numbers. Homes of between 81 and 120 beds were asked to
save at least two shifts of 7.5 hours per day.
There was also a “directive” from management to improve the
company’s financial position with a $3 “uplift” in the aged care
funding instrument (ACFI) payments for every resident.
Cost cutting became the focus
In regards to cost cutting, Mr Burge wrote, “There
are no sacred cows and anything’s possible. So
when it comes to rosters, for example, the easiest
way to save one, two or three shifts in relation to
non-replacement of annual leave.”
An email from Ms Hechenberger from that time
reads, “I love working with you all, especially in this
time of such great opportunity. Keep up the
fantastic work you’re doing… Remember, there are
now two key KPI… that you will be measured on: (1)
save a shift, one, two or three; (2) ACFI uplift, $2, $3
or $4.”
Transcripts from the Royal Commission

8. Effective risk management requires different parts and processes to
come together in a shared view; to collectively understand how
Care organisations are:
• exposed to uncertainty
• positioned to pursue opportunities for improved performance,
growth and innovation by striking the right risk balance
• resilient enough to absorb and respond to events, disruptions
and shocks
• setting the right risk culture to ensure behaviours are consistent
with the mission and values of Care Choice.
It is about making sound decisions; ensuring your organisation is safe
and resilient, but that it also continues to thrive.
Risk management
is fundamentally
about making
decisions in the
context of
uncertainty
Operational Risk Management – Supporting Risk Informed
Decisions

9. The typical challenges experienced by Care organisations in managing governance and risk properly can include:
Challenges
Governance
complexity
Frameworks
and systems are
not keeping
pace
Poor culture
and mistrust

10. Combining Ansvar Risk’s industry best practice methodologies and IP with CAMMS’ global leading risk
management technology, a cloud based, out of the box Risk and Incident Management solution for Care
organisations.
Functionality includes:
• Enterprise, Operational and Clinical Risk Management
• Incident Management
• Feedback and Complaints Management
• Action Management
• KPIs and Balanced Scorecards
Key features aligned to industry best practice include:
• Common risk and control libraries
• Pre-configured workflows and forms
• Simple lodgement portal
• Email alerts and notifications
• Standard reports for executive and operational use
• Access to online system-based training courses
What is the solution?

11. Portal

12. Mobile App

13. Reports

14. Registers

15. CAMMSCOLLEGE
Brand new, comprehensive global training & Events Calendar

16. Australia . New Zealand . North America . Asia . United Kingdom
Early Adopters Scheme
CAMMS and Ansvar Risk is looking to partner with 3 organisations as part of an Early Adopters Scheme:
Benefits include:
• Discounted pricing on subscription to the Ansvar Risk Management solution, powered by Camms
• Case Study to Care Sector on outcomes achieved through industry alliances

17. Australia . New Zealand . North America . Asia . United
For more questions after the webinar email
aaron.mullins@cammsgroup.com

18. The entire contents of this document are subject to copyright with all rights reserved. All copyrightable text and graphics,
the selection, arrangement and presentation of all information and the overall design of the document are the sole and exclusive property of CAMMS.
Copyright © 2020 CAMMS. All rights reserved.
For more information contact us
+61(0)882125188 www.cammsrisk.com.au/request-demo Chatwithusonlinesales@cammsgroup.com