Last week, we ran the fifth webinar in our Strengthened Standards series, and it struck a chord.
Governance is a big topic. The new Aged Care Act introduces some serious responsibilities for boards and executives. But with that comes a moment of opportunity.
Too often, governance gets reduced to compliance. Templates. Checklists. Board reports that tick a box but don’t tell a story.
This session was about shifting that mindset. What if we used governance to build capability rather than just chase compliance?
Boards Carry the Can
That was one of the first things Mark Sheldon-Stemm said in the session, and it really landed.
Mark’s worked in aged care for decades, as a CEO, board chair, and advisor to over 40 providers. He joined us again to unpack how governance responsibilities are changing and what boards need to do to be ready.
His advice? Don’t wait. There’s no grace period. Even if your reregistration is a year or more away, the Commission may still actively issue a notice. If you come up as a risk, they will expect you to demonstrate that you're working toward the new Standards now.
It’s About Culture, Not Just Control
I also shared a few thoughts from our Chief Nursing Officer, Dr Karen Patterson. Karen has led major health services and sat on multiple boards. Her message was simple but powerful: governance isn’t a file on a shelf. It’s a living system.
That means your board isn’t just there to sign off policies or manage risk. They’re culture-setters. Stewards of safety. Leaders in workforce capability.
Boards now have specific responsibilities for quality of care, consumer experience, workforce skill mix, and oversight of clinical safety. It’s a big shift. And it means they need education, coaching, and support, just like any other part of the workforce.
A New Tool to Support You
To help, Karen has developed a Governance Maturity Matrix. It’s a practical tool to support boards and executives in reflecting on their governance maturity across six domains, from workforce capability to consumer experience.
It includes guiding questions and four clear maturity levels. You can use it to run a self-assessment or structure an internal governance review.
Four Ways to Start Strong
If you're not sure where to begin, here are four simple actions that came out of the session:
- Assign education to your board. They need tailored learning too, especially with new responsibilities under the Act.
- Conduct a governance self-review. Use the matrix as a prompt and identify opportunities for improvement.
- Strengthen board reporting. Make compliance and capability a standing agenda item, not a reactive scramble.
- Link governance to outcomes. Good governance isn’t about documents. It’s about dignity, safety, and the care people can feel.
Thanks again for being part of this important conversation. You’re not alone in navigating this change, and we’re here to help however we can.
Let’s keep building capability, together.
