--- title: GovernWith Blog | Health Care description: Health Care | GovernWith blog for Boards, Directors and Executives who want to develop their governance capabilities so they achive their strategic goals and mitigate risk image: https://governwith.com/hubfs/GovernWith%20Blog%20Designer.jpeg --- [![GOVERNWITH logo 200-Apr-22-2024-01-11-17-5227-AM](https://governwith.com/hubfs/GOVERNWITH%20logo%20200-Apr-22-2024-01-11-17-5227-AM.png)](https://governwith.com) - [Our Products](https://governwith.com/products-0) - [Boardroom Plus](https://governwith.com/boardroom-plus) - [Executive Plus](https://governwith.com/executive-plus) - [Subcommittee Plus](https://governwith.com/subcommittee-plus) - [Professional Advice](https://governwith.com/products_professional-advice) - [GovernWith x Convene](https://governwith.com/products-gwc) - Why GovernWith - [About Us](https://governwith.com/about-us) - [The Contemporary Governance Model](https://governwith.com/contemporary-governance-model) - [Case Studies](https://governwith.com/case-studies-testimonials) - [Our Partners](https://governwith.com/partners) - Resources - [Webinars](https://governwith.com/webinars) - [Blog](https://governwith.com/blog) - [Contact Us](https://governwith.com/contact) [JOIN NEWSLETTER](https://governwith.com/join-newsletter) [PLATFORM LOGIN](https://governwith.app) # GovernWith Blog GovernWith blog for Boards, Directors and Executives who want to develop their governance capabilities, achieve their strategic goals and mitigate risk. Browse by All Contemporary Governance Directors Cyber Security Climate Corporate Governance webinars Induction Aged Care Board of Directors ESG Financial Institutions Executive Leadership Team Health Care AI Chairperson Education GWCiT Human Services Sub Committee Clinical Governance Credit Union reform white paper Posts about: ## Health Care [![](https://governwith.com/hubfs/3-Aug-07-2024-05-15-29-9211-AM.png)](https://governwith.com/blog/the-boardroom-bystander-effect) ### [The Boardroom Bystander Effect](https://governwith.com/blog/the-boardroom-bystander-effect) Jun 4, 2024 2:14:47 PM ## The Boardroom Bystander Effect Coming out of the 2023 GovernWith Contemporary Governance Risks Whitepaper, there was an interesting phenomenon we saw trending through the data. The data collected had more than 2,000 individual contributions across both the Board Governance Review and the Director Skills Matrix. These two assessments meet two different criteria and require different “context hats” worn when completing them. The Board Governance Review is answered by an individual’s gauge, or evaluation, of how assured the board is that the whole organisation (board and executive included) are delivering on their Corporate, Sector Specific and Contemporary Governance roles and responsibilities. The Director Skills Matrix is answered by an individual considering their own understanding, qualifications and experience in relation to their Sector, Professional and Contemporary skills, measuring their level of capability.   While not entirely reflective of the psychological definition “an individual being less likely to help a person in need while in the presence of others”, the core message that bystanders often assume someone else will step in, is what we want to highlight.  The diffusion of responsibility, particularly in contemporary governance issues, was demonstrated when comparing an individual’s view of the organisation’s capacity overall - often being quite positive, yet individually most in these same areas indicated their own capabilities were foundational. This emphasises, and gives evidence to, an attitude of pluralistic ignorance where boards may not have the ability to recognise or ask the right questions around trends and issues, if each of them is expecting another to have the educated knowledge and experience to be the voice in those areas.     If a board has reflected in the Governance Review that the organisation are highly proficient in a particular area, but the group results of the individual skills matrix indicate most directors are foundational in their own capabilities - these results don’t align and give urgency to the risks and impact of bystander thinking.  What a fantastic opportunity we have through this data in how we can individually reflect and respond. Shown through centuries of evolution and human behaviour we witness the ultimate benefits of being altruistic, curious and community serving. It’s up to each of us to make having an educated foundation for our thinking important, and to show initiative in seeking out that self development. These human centric trends and issues we see at the forefront of governance now are everybody’s responsibility. For a board, executive and whole organisation to be its most capable and sustainable, every member needs to be a participator in their ongoing development, training and preparation in contributing to these conversations. In 2024 our goal at GovernWith is to ignite and support proactive participation, leaving bystander apathy behind in 2023.  [Read More](https://governwith.com/blog/the-boardroom-bystander-effect) [![](https://governwith.com/hubfs/Blog%20image%20headers%20%281%29.png)](https://governwith.com/blog/esg-what-on-earth-is-it) ### [ESG: What on earth is it?](https://governwith.com/blog/esg-what-on-earth-is-it) Nov 14, 2023 2:57:25 PM In our increasingly interconnected world, the importance of **socially responsible and sustainable business practices** is gaining more attention than ever before. We have had close to 1000 Directors complete our Board Governance Review and Director Skills Matrix. The **results around ESG** continually **indicate a need for development** in the awareness and capabilities of those at the Boardroom table, to contribute and think strategically in this area. When prompting further discussion, **the most common question** is "What on earth is ESG?".  What is ESG? ESG stands for **Environmental, Social, and Governance** trends and issues. The **handprints** (Social) and the **footprints** (Environmental) of an **organisation**.  **Environmental indicators** look at how a company performs in the **sustainability** of **our natural world**. It may include **waste management**, energy use, **consumerism**, climate change mitigation and handling of **extreme events**.  **Social indicators** examine how a **company manages relationships** with its **stakeholders**: employees, suppliers, customers, and the communities, through its operations. They may look at **issues such as** **workforce** (retention and HR practices), cybersecurity, social inclusion and diversity, **modern slavery**, minority groups, gender equity, **First Nations people** and community development.  **Australia** is no stranger to the **growing importance** of ESG.  The country’s **exposure to environmental risks**, such as **covid, bushfires and floods** has amplified the need for organisations to consider environmental factors in their **strategic planning**. **Australia’s social issues**, including the reconciliation with its First Nations people and **ever growing cyber hacking crime**, also play into the policies and strategies seen more and more by those at the boardroom table.   Why is ESG important for boards and organisations?    Risk Management: Being aware of, and understanding ESG trends and issues help **companies identify potential risks** that may arise from environmental damage, social issues, and poor governance. By **proactively, strategically addressing these factors**, organisations can mitigate these risks and **secure their long-term sustainability***. * Workforce: Understanding that **staff are key stakeholders** of an organisation and therefore, **representing their voice**, diversity, gender equity and inclusion is crucial. **This starts at a board level**. Reducing churn, **increasing retention** and building a **strong work place culture**, **the handprint of an organisation** is most strongly reflected through **prioritising** the **voice of its staff**, and **its ability** in not only implementing but **encompassing ESG principles**.   Investor Appeal: There is a growing trend of **investors favouring businesses** that **uphold ESG principles**. Companies demonstrating **strategy, process and mission statements** around these principles can potentially **attract more investment**, boosting their success.     Regulatory Compliance: With an increasing **focus on sustainability**, governments worldwide, including **Australia**, are introducing more **stringent regulations** related to environmental protection, social issues, and governance. By **adopting ESG principles**, organisations can ensure they **stay ahead** of regulatory changes and **avoid penalties**. Coming into **2024** we are seeing an **increase in these mandatory requirements** such as **Climate Change and Modern Slavery.**   Reputation and Stakeholder Engagement: **Companies** known for their **commitment to ESG** principles **enhance their reputation**, which lead to increased consumer loyalty, **better relationships with stakeholders** - including workforce, and overall business success. **Reputation is more exposed** than ever before, while also becoming more **intrinsically tied to the integrity** of how **organisations embody ESG**. This again **ties back to investor appeal** and the **long term sustainability** of the organisation.  What are the key questions we need to ask first?    As the **world continues to change and evolve**, so does the definition of good business practice. By **developing ESG strategies** and practices, boards and **organisations in Australia** can **build sustainability** while **contributing positively** to its **community**.    Things to initially consider:  - Do we know the Environmental, Social and and related Governance trends and issues (ESG) that are affecting our organisation?  - Do we discuss and strategise ways to manage these ESG trends and issues and prevent associated risks within the organisation?  - Are we proactive in our approaches and strategies in relation to ESG trends and issues and the contribution our organisation could be making externally? i.e., Reconciliation Action Plan, ethical supply chain partnerships (uniforms, equipment)  - Do we have a designated Board Subcommittee that has oversight of the risk factors and strategies in relation to ESG trends and issues?  - As a Board are we assured we are doing the right thing for our own workforce in relation to these ESG trends and issues, what do our organisation's retention and turnover rates reflect?  [Read More](https://governwith.com/blog/esg-what-on-earth-is-it) [![Assessing the value of Accreditation to Health Systems and Organisations](https://governwith.com/hubfs/Governace%20Background-Oct-09-2023-04-10-15-8060-AM.jpg)](https://governwith.com/blog/assessing-the-value-of-accreditation-to-health-systems-and-organisations) ### [Assessing the value of Accreditation to Health Systems and Organisations](https://governwith.com/blog/assessing-the-value-of-accreditation-to-health-systems-and-organisations) May 30, 2019 3:10:00 PM **Despite accreditation processes being embedded in health systems across more than 70 countries around the world, the actual value of accreditation to health care organisations is not well understood; and more work is needed to determine its value and how to measure it.**  ### **What is the value of accreditation?**  Accreditation is often viewed as a costly, time-consuming bureaucratic burden that adds little value in terms of patient care. Yet accreditation has also been found to be positively associated with high-quality care, high patient satisfaction and good outcomes. This means that accreditation processes could be used to develop and support a culture of safety and quality among health workers. Particularly when staff are aware of its purpose and are involved in the accreditation process.  ### **Measuring value in health care**  Our latest [health policy evidence brief](https://ahha.asn.au/publication/health-policy-evidence-briefs/evidence-brief-no-18-assessing-value-accreditation-health) from the [Deeble Institute for Health Policy Research](https://ahha.asn.au/deebleinstitute), Australian Healthcare and Hospitals Association, assesses the value of accreditation to health service organisations against the health care quadruple aims of:  - Improving the patient experience of care (including quality and satisfaction)  - Improving the health of populations  - Reducing the per capita cost of health care - Meaning in work  Findings from the brief advocate for a research-based approach to developing a common narrative on what constitutes value, so that value relating to interventions such as accreditation can be more appropriately assessed.  ### **Where do we go from here?**  A 2018 review by the Australian Commission on Safety and Quality in Health Care (ACSQHC) has resulted in revisions to the assessment process, the assessment team, use of data, regulatory oversight, communication of assessment outcomes, and resources and support for health services.  The changes will be phased in from January 2019, and it will be interesting to see a formal evaluation of the results further down the track.  [Read More](https://governwith.com/blog/assessing-the-value-of-accreditation-to-health-systems-and-organisations) [![GovernWith Logo](https://governwith.com/hubfs/Logos/Logo_GW%2Btagline.png)](https://governwith.com) GovernWith Pty Ltd 33 Mackey St West 9 Federal Mills Park North Geelong ### Products - [Boardroom Plus](https://governwith.com/boardroom-plus) - [Subcommittee Plus](https://governwith.com/subcommittee-plus) - [Executive Plus](https://governwith.com/executive-plus) - [GWCiT](https://governwith.com/products-gwcit) ### Resources - [Blog](https://governwith.com/blog) - [Webinars](https://governwith.com/webinars) ### Why GovernWith - [About Us](https://governwith.com/about-us) - [Partners](https://governwith.com/partners) ### Contact - [Contact Us](https://governwith.com/contact) © 2023 GovernWith Pty. 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