Compliance
good governance to the CQC. Unfortunately, staff can be some of
the more difficult individuals to get on board with the policy decisions at your care home, which is usually because their objectives are likely to be less concerned with commercials and more centred around taking care of residents and ensuring that they feel supported in delivering high-quality care. If you are being met with carers who
are hostile to change, the first thing to realise is that – like you – they probably just want the best for your residents, which is a good thing; however, they do not have access to all the data that you do and therefore some of your decisions might seem abstract and unnecessary. Providing as much context as you can to decisions can therefore be helpful. It is also imperative to invest in the necessary training for your staff to be able to understand how to carry out your strategies. Again, it is important to realise that
to be compliant with good governance, you are going to need to implement your decisions slowly and to address the underlying culture so that change
Ultimately, a care home does not fail overnight; it fails over a period of time and if you have the right eyes and ears on the ground and know how to ask the right questions then you can take remedial actions to help prevent a disaster
is not always seen as a threat. When implementing change within a home, it is always got to be a balancing act – my team and I have worked with countless care homes to shift the culture of the home gradually so that, when a new decision is announced, it is met warmly.
Guidance for directors without care expertise Although for good governance to be demonstrated all individuals need to be effective, ultimately, the CQC is going to put greatest focus on the directors as the people responsible for most policy decisions. The CQC requires all those who hold the status of a director to prove
that they are a ‘fit and proper person’. That means your board of directors
needs collectively to prove to the regulator that they are effectively carrying out their role and, while the actions of one individual are not regulated, even one person on the board not carrying out their duties efficiently can reduce the overall governance of the care home. This can be a particular issue when a director sits on the board without prior industry experience – but this is not to say directors without care expertise are to be frowned upon. On the contrary, they often bring with them a wealth of business acumen, connections and investment, all of which can greatly
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October 2021 •
www.thecarehomeenvironment.com
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