What clinical governance means for care partners

The aged care sector is in the midst of its biggest reform since 1997. With the strengthened Aged Care Quality Standards and the Aged Care Act 2024, the spotlight is firmly on clinical governance. However, clinical governance is not just about policies, procedures, or the responsibility of senior clinicians; it extends to every person involved in participant care.

Why care partners are central to clinical governance

The strengthened Standards clearly state that the role of care partners is to be defined in the clinical governance framework of a provider. Care partners are often the eyes and ears of quality care. They are working with the care workers who are in the home every day, building trust with participants and noticing subtle changes in health, well-being, and risk. Under the strengthened standards, their role has expanded into a critical layer of the clinical governance framework, where they contribute directly to safety, quality, and accountability.

Risk recognition and escalation

Care partners are often the first to hear about when something isn’t right, whether it’s a participant experiencing new pain, a decline in mobility, or subtle behavioural changes. Their role is to not only recognise and report these signs but also to escalate them quickly through the proper channels and ensure the issue is clearly documented. This vigilance helps prevent adverse events and ensures participants receive timely intervention.

Safe, evidence-based care

Care partners must work within established procedures, follow clinical guidance, and apply evidence-based practices in their daily tasks. This ensures their actions align with broader care plans and regulatory expectations. By embedding safety and best practice into everyday routines, they contribute to a consistent standard of care across the organisation.

Effective communication

Good clinical governance depends on strong communication. Care partners must provide accurate and timely reports to nurses and clinicians, ensuring that decisions are based on the most up-to-date information. This communication not only supports better care outcomes but also creates an auditable trail that demonstrates compliance with the standards.

Participant-centred outcomes

At the heart of governance is the participant. Care partners play a vital role in supporting participant goals, dignity, and choice while balancing this with safety considerations. They ensure that the participant’s voice is heard in decision-making, contributing to care that is both person-centred and clinically sound.

“At LPA, we have worked alongside providers for many years to strengthen their clinical governance systems. What we know is that care partners are central to quality and safety. With the introduction of the strengthened Aged Care Quality Standards and the Aged Care Act 2024, it’s no longer enough to see clinical governance as the responsibility of managers and clinicians alone. Providers must build frameworks where care partners are confident, capable, and recognised as vital contributors.

“Our team at LPA brings deep clinical expertise and practical experience to this work. We’ve helped hundreds of organisations design governance systems that are fit for purpose, meet regulatory expectations, and most importantly deliver safer, higher-quality care for older Australians.”

— Lorraine Poulos, Managing Director, LPA

Building a framework that includes care partners

A strong clinical governance framework doesn’t operate in isolation; it is woven into every layer of service delivery. The most effective frameworks create clear roles, responsibilities, and systems so that every member of the workforce, from senior managers to frontline care partners, understands their part in keeping participants safe. This is not just about compliance; it is about embedding a culture where quality care and risk management are shared responsibilities.

What this means for providers

• Defining care partners’ responsibilities within governance and risk systems. Care partners must be more than transactional roles. Providers need to set out explicit expectations around their role, often referred to as the ‘scope of practice’, in recognising and escalating risks, documenting incidents, and upholding participant rights. Clear role descriptions and procedures ensure that care partners know how their actions contribute to the organisation’s overall governance framework.
• Ensuring care partners have access to training, supervision, and escalation pathways. Clinical governance is only effective if care partners are supported to succeed. This means structured training on recognising deterioration, infection prevention, and safe practices, backed by regular supervision from clinical leaders. Escalation pathways must also be practical and accessible, so that care partners can raise concerns with confidence and without fear of reprisal.
• Embedding feedback loops where care partners contribute insights into care planning. A strong governance framework leverages this knowledge by incorporating feedback loops into care planning and review processes. Involving care partners in these conversations ensures care plans are more accurate, responsive, and participant-centred.
• Demonstrating to regulators that participant safety is monitored across all workforce levels. Under the strengthened Aged Care Quality Standards, regulators expect evidence that participant safety is not just managed at the clinical level but is actively monitored across all roles. By integrating care partners into your governance framework, you can demonstrate that risks are identified and managed at every stage of service delivery.

When care partners are actively engaged in the clinical governance frameworks, organisations benefit from stronger compliance, greater workforce accountability, and higher participant confidence. Most importantly, it leads to better health outcomes because risks are detected earlier, care is delivered more consistently, and participants feel safer knowing their care is supported by a well-functioning, inclusive governance framework.

Why your deeming notification matters

With the new registration model now rolling out, it is essential that providers pay close attention to their deeming notification. This document is more than just an administrative formality; it is the official confirmation of your organisation’s registration status and the obligations you must meet under the new Aged Care Act and regulatory system.

Your deeming notification outlines the category of registration assigned to your organisation, the services you are approved to deliver, and the conditions attached to those approvals. Importantly, it also signals what standards, evidence, and governance systems you will be assessed against in future audits.

For many providers, this includes expanded responsibilities in clinical governance, workforce capability, and risk management.

Providers can use the checklist below as a good starting point:

Review your registration category

Confirm the category assigned to your organisation and check that it aligns with the services you currently provide (or intend to provide). 

Note any conditions or restrictions that apply.

Map obligations to your systems 

Identify the governance, workforce, and clinical responsibilities outlined in your notification. 

Cross-check these against your current policies, procedures, and training programs to spot gaps.

Prepare your evidence

Gather documentation and examples that show how you meet the requirements (e.g. clinical governance frameworks, workforce supervision records, and incident management data).

Ensure your board and leadership team understand and can demonstrate accountability.

If you haven’t reviewed your deeming notification in detail, you may be overlooking critical compliance requirements that directly impact your operations. For example, you may need to:

• Update your clinical governance framework to reflect strengthened expectations.
• Adjust workforce training and supervision systems to meet category-specific
• obligations.
• Ensure your board and leadership are across new governance accountabilities.
• Prepare evidence that demonstrates participant safety, quality oversight, and
• accountability at all levels.

Failing to act now leaves organisations exposed to significant compliance risk. Regulators will not accept “we didn’t know” as an excuse. Providers who ignore or delay responding to their deeming notification may face audit failures, sanctions, or reputational damage that could have been avoided with early action.

By contrast, organisations that engage with their deeming notification proactively; reviewing requirements, closing gaps, and embedding changes will be better positioned to thrive in the new environment.

“As providers receive their deeming notifications, many are realising that this isn’t just a piece of paper, rather it’s a roadmap for how they will need to operate under the new Aged Care Act. The details within these notifications outline the expectations for governance, clinical care, and workforce responsibilities, and ignoring them places organisations at real risk.

“At LPA, we are already working with providers to unpack their deeming requirements, identify gaps, and put practical solutions in place. We know the sector is under pressure, which is why our approach is hands-on and grounded in the realities of aged care. Acting now means providers can avoid compliance pitfalls later and instead demonstrate confidence, capability, and accountability when the regulator calls.”

— Marisa Galiazzo, CEO, LPA

How LPA can help

At Lorraine Poulos and Associates (LPA), we’ve supported hundreds of providers to establish fit-for-purpose clinical governance systems that bring care partners into the framework. We understand the reality of home care services; your workforce is diverse, your participants’ needs are complex, and compliance can feel overwhelming.

Our team of experienced consultants will work with you to:

• Map out your clinical governance framework.
• Define clear roles for care partners and managers.
• Train staff to identify, escalate, and document risks.
• Review your deeming notification and prepare your organisation for regulatory change.

Because at the end of the day, good clinical governance isn’t about ticking boxes – it’s about safer, higher-quality care for older Australians.

To discover more about how LPA supports providers, visit www.lpaconsulting.com.au or email [email protected]