In disability services, delivering safe, high-quality, and person-centred support is not just an expectation—it’s a fundamental responsibility. Ensuring the right systems, processes, and culture are in place to provide the best possible outcomes for people with disabilities starts with good clinical governance.
The disability sector operates in a complex and evolving landscape. Compliance requirements, including the NDIS Practice Standards, continue to adapt, reflecting the need for continuous improvement in service delivery. While these changes are positive for participants, they can be challenging for providers to navigate and implement effectively.
A strong understanding of clinical governance in disability services helps organisations align with best practices while fostering a culture of safety, accountability, and respect. When we equip teams with the tools to critically assess the support they provide and the systems that underpin it, we shift our perspective—seeing standards not as the highest benchmark but as the foundational minimum from which we strive to go above and beyond.
What is Clinical Governance?
Clinical governance, quality and safety governance, service governance —whatever term you use, clinical governance in disability services is about shared responsibility and accountability for delivering safe, high-quality, and person-centred support. It ensures that the right systems and processes are in place to protect participants, promote continuous improvement of service delivery, and manage risks effectively. Strong clinical governance also relies on clear accountability and effective leadership to drive positive outcomes.
For those working in disability services, clinical governance means fostering a culture where the rights, dignity, and choices of people with disabilities are at the heart of every decision. It’s about ensuring support is delivered with respect, consistency, and a commitment to empowering individuals to live fulfilling lives.
I take responsibility
AICG embraces the mantra "I take responsibility" in clinical governance. This reflects a culture where everyone in the organisation—whether directly or indirectly involved in care—takes personal ownership of their role in ensuring the well-being and safety of every participant.
This story is a great example of how ownership is compromised when multiple individuals have diffused responsibility.
Hear how AICG supports the staff at Enable WA
Enable is a non-government, not-for-profit organisation that has been operating since 1991, providing support to individuals and their families living with disability and psychosocial diagnosis, as well as ageing, and short and long term illness.
AICG has worked with Enable WA to build clinical governance champions throughout the organisation. Hear what some of the Certificate graduates have to say.
What we do isn't always clinical. So why is it called clinical governance?
It’s true that much of what happens in disability services isn’t strictly clinical, but clinical governance in this sector goes beyond healthcare—it’s about ensuring the overall quality and safety of support services. In disability care, this includes the systems, processes, and culture that protect participants’ rights, dignity, and well-being. Whether it’s managing risks, improving service delivery, or ensuring compliance with NDIS Practice Standards, clinical governance provides a framework that applies to all aspects of participant care and support, making it highly relevant to disability services.
I'm not a clinician. Do I need to understand clinical governance?
Yes, clinical governance in disability services is everyone’s responsibility, not just that of clinicians or healthcare professionals. AICG’s mantra, “I take responsibility,” reflects the idea that every person, regardless of their role, contributes to service delivery quality and safety. Clinical governance is not just for clinicians—it applies to everyone involved in delivering disability support services. From direct support workers and case managers to administrative staff and leadership teams, each person has a role in maintaining a safe, high-quality service. Whether it’s through incident reporting, risk management, or simply being aware of participant rights and safety, clinical and non-clinical staff alike play a vital part in upholding clinical governance principles.
How does clinical governance support participant choice and control?
Clinical governance in disability services ensures that participants can make informed choices about their support while maintaining their safety and well-being. It helps providers balance participant autonomy with risk management, ensuring that decision-making processes respect individual preferences while also considering duty of care. Strong clinical governance practices ensure that staff understand how to support participant choice in a way that is ethical, safe, and aligned with best practices.
How does clinical governance help prevent and respond to incidents in disability services?
A clinical governance framework ensures that disability providers have clear procedures for identifying, reporting, and addressing incidents. This includes preventing neglect, abuse, restrictive practices, and medication errors, as well as responding effectively when things go wrong. Clinical governance also ensures that learnings from incidents are used to improve future practices, fostering a culture of continuous improvement and participant safety.
What are the risks of not having strong clinical governance practices in disability services?
Without strong clinical governance, disability service providers risk poor participant outcomes, including unmet needs, inconsistent support, or increased risks to safety and well-being. Compliance failures can lead to sanctions, loss of NDIS registration, or financial penalties. A lack of clinical governance can also result in reputational damage, impacting trust among participants, families, and the broader community. Workforce disengagement may occur if staff lack clear guidance, training, or support to provide quality care. Operational inefficiencies, such as miscommunication, unaddressed risks, and inconsistent service delivery, can further compromise the safety and well-being of participants.
How does clinical governance support compliance with NDIS Quality and Safeguards requirements?
The NDIS Practice Standards set the expectations for governance, risk management, and quality assurance in disability services. Clinical governance helps providers meet and exceed these standards by embedding strong leadership, accountability, and risk management practices. It ensures that policies and procedures are not just about compliance but also about delivering genuinely high-quality, participant-centred care.
How can we ensure governance remains person-centred and not just about compliance?
While compliance is essential, clinical governance should ultimately be about improving the lives of people with disabilities. A person-centred approach means ensuring that systems focus on dignity, rights, and individual goals rather than just ticking regulatory boxes. Providers can achieve this by actively involving participants and families in decision-making, seeking regular feedback, and creating a culture where staff prioritise participant well-being over rigid processes.
How can we implement clinical governance in a small or resource-limited disability service?
Let's be clear - implementing good clinical governance practices doesn't cost anything. In smaller disability service providers, it starts with building a culture of responsibility and continuous improvement. Establishing clear reporting structures and accessible policies helps guide staff in their roles. You can then build on this foundation by providing regular training on risk management, participant rights, and best practices to ensure that quality and safety remain a priority. Encouraging staff engagement and ensuring everyone understands their role in clinical governance fosters a sense of shared responsibility. Simple, scalable systems, such as incident reporting templates, risk assessments, and participant feedback mechanisms, can support clinical governance implementation without overwhelming resources. Leveraging external support, such as training and resources from AICG or industry networks, can further enhance clinical governance capability.
How do we create a culture of accountability and responsibility under clinical governance?
Creating a culture of accountability starts with strong leadership and clear expectations. Leaders should model accountability by demonstrating a commitment to best practices and participant-centred care. Educating staff on their role in clinical governance and making responsibilities clear through transparent policies and training helps build confidence and understanding, and getting staff involved with policy-making helps them to feel like they are able to have a say in how things get done. Open communication should be encouraged so that staff feel safe reporting concerns and suggesting improvements. Recognising and celebrating accountability reinforces a culture of ownership and shared responsibility. Fostering team collaboration ensures clinical governance is embedded in daily operations rather than seen as just a compliance requirement. By embedding clinical governance into everyday practice, disability service providers can create a safer, more effective, and participant-focused environment.
Train your team in clinical governance
AICG offers team training to strengthen clinical governance within your disability service. Reach out to our team to explore training options tailored to your organisation's needs.
Listen to David Naughton, CEO of Enable WA – the largest disability service provider in regional Western Australia, explain how the organisation has deliberately embraced a deeper understanding and appreciation of clinical governance across all aspects of disability service delivery, including support work, allied health, and high intensity supports.
This webinar supported NDIS providers and healthcare organisations by outlining governance requirements and highlighting key risks for people with disabilities.
The Excellent Care Framework is aligned with Safer Care Victoria’s’ Clinical Governance Framework and the Victorian Department of Health and Human Service’s Quality Governance Framework for Community Services.
This Mission Australia Framework provides guidance to all levels of the organisation to deliver services aligned to standards for safe quality care in Australia. Specifically about child and family, youth, aged care, disability, homelessness, mental health and alcohol and other drug services.
Anglicare’s Clinical & Care Governance Framework is based on the fundamental principles of clinical governance.
This guidance document sets out a high-level framework for clinical governance in health and disability services in New Zealand.
Service and Clinical Governance is everyone's business. This framework guides all stakeholders in understanding their roles and responsibilities.
The NDIS Independent Advisory Council’s (the Council) paper ‘choice and control to safely live a good life of belonging and citizenship’ recognises the system-wide focus on improving supports for people with disability who are at risk of harm. In response to this paper, the NDIA committed to developing a NDIA Participant Safeguarding Policy (Policy) to guide and enhance the way the NDIA works with NDIS participants and people with disability.
Just because people may be older and potentially frailer doesn't mean that decision-making should be taken away from them. Use this facilitator guide to support discussion about dignity of risk in aged care.
Dignity of risk is another way of saying you have the right to live the life you choose, even if your choices involve some risk.
Subscribe to the AICG newsletter to receive the latest articles and webinars about clinical governance in the disability sector.
