HNN320 Leadership And Clinical Governance
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Answer:
Introduction
Clinical governance is considered a set of patient care responsibilities, which are established to ensure healthy clinical outcomes. Moreover, it ensures the exact execution of the clinical services for the aged people and can provide a formidable, high quality and safe care delivery. The pillars of the clinical governance are impactful on the healthcare development of the aged people. Continence management is considered as a foremost criterion for the risk assessment part of the clinical governance. It provides an effective behavioural treatment and tangible care for the behavioural improvement of the old aged people. The continence management is highly effective in the aged care as the aged population requires a sympathetic outlook, quality care and expects a caring behaviour from the caregivers in order to support their behavioural change. The existing contingency management of the aged care was not as effective as the aged patients were not getting effective care .Thus, this study will aim to unfold the importance of the effectiveness of the clinical governance framework to develop the existing care policies for the aged population. The pillars of the clinical governance framework will be analysed in this study in order to establish effective policies for the development of contingency management. The strategic change under the clinical governance framework to implement the strategies will be depicted in the study on the context of the healthcare setting. The barriers to the strategic implementation to develop the proposed policies will be discussed. The recommendations will be provided based on the identified barriers. The concluding part of the study will summarize the whole concept and will refer an overall recommendation for the successful implementation of the clinical governance for the continence management in the aged care.
Analysis
Issue analysis and ineffective aged care policies
The identified issues are associated with the risks attached to continence management for aged care (Robinson, 2017). The existing infrastructure of the aged care organisation is inefficient to provide quality care to the aged patients. The staffs were incapable of delivering indiscriminate care to the patients. The staffs are reluctant in maintaining the healthcare records of the patients. This delays the quality care process of the aged patients (Robinson, 2017). The management is ineffective in performance monitoring and providing a culturally safe environment for the aged people.
The ineffectiveness of the management has been the key reason, for the systematic breakdown of the aged care organisation. Moreover, the failure of the caregivers to perform their duty signifies the inefficiency of healthcare training (Mostashari, 2014). The ethical perspective of quality care is to provide quality care according to the policies for the aged care. The inability of the healthcare personnel to develop effective communication with the patient results in a decline in the healthcare conditions of the aged people. The long unreviewed aged care guidelines are the considerable reason for the breakdown of aged care structures (Wigzell, 2017). The policies are not followed stringently by the healthcare organisations.
Proposed solution based on the Clinical governance framework
The existing aged care policies issues of the aged care organisation can be resolved by the proper application of clinical governance framework for strategic change. The clinical governance framework is capable to provide assistance by involving strategies to satisfy the healthcare requirement of the aged people(Brennan & Flynn, 2013). The quality care facility and communication with the aged people must be developed. Moreover, quality care equipment should also be provided (Wigzell, 2017). There must be sufficient resources to satisfy all the aged care needs. Proper training for aged care staffs is also required. The Australian Commission regarding safety and quality in healthcare has developed the Clinical governance framework to develop the health service quality standard (“Australian Commission on Safety and Quality in Health Care”, 2018).
Strategic change
The clinical government framework is an effective component to ensure quality healthcare delivery to all the stakeholders attached to the aged health care. The strategic change includes the appointment of the chief executive officer for the performance analysis of the aged care staffs, a review of the existing strategies and plans, allotting more budgets to provide training for the ethical aged care education and ensuring the quality improvement (Brennan & Flynn, 2013).
The strategic change can be implemented with the effective utilisation of resources quality aged care, aged treatment equipment, training, a managerial change and overall structural development. The resources can be helpful to develop the existing care setting of the aged care organisation(Yu & Qian, 2018). The holistic development of the aged care setting would reduce the complexity of the healthcare facilities by reducing the risks associated with care services (Haslinger-Baumann, 2018). Proper training can be provided to the caregivers of the aged care organisation to develop nursing care knowledge of the nursing care staffs. They can also be trained to fill up the bladder chart by storing sufficient healthcare information regarding aged care patients (Haslinger-Baumann, 2018). The proposed changes can be used by the aged care organization to improve the declining quality of the healthcare provided by the aged caregivers.
The effectiveness of the proposed plan based on the clinical governance pillars
The pillars of the clinical governance ensure a formidable outcome of the strategic change in aged care. The pillars of the clinical governance are; clinical effectiveness, clinical audit, risk management, proper education and training, patient and public involvement, information and IT system and Staff management (Haslinger-Baumann, 2018).
Clinical effectiveness: The clinical effectiveness defines the capability of providing quality aged care. The caregivers must ensure that the aged people are provided quality care, cultural respect and proper communication(Yu & Qian, 2018).
Clinical audit: The audit for the provided healthcare resources can be implemented to identify whether the care process and equipment are properly maintained or not. Thus, the care staffs can implement the care plans perfectly under the provision of the care management staffs (Haslinger-Baumann, 2018).
Risk management: Risk management is the most important tool of clinical governance to mitigate the risks associated with aged care. This is influential for the healthcare professional of the aged care home to develop more risk management techniques by enhancing the training (Haslinger-Baumann, 2018).
Proper education and training: Proper aged care training must be provided to the healthcare staffs to increase the effectiveness of quality. Effective training is capable to deliver a sustainable aged care output (Haslinger-Baumann, 2018).
Patient and public involvement: It is required for the effective performance analysis of caring the old people. The patient must be involved in the care process by providing sufficient healthcare information for the proper implementation of the care process (Davey, 2013). The public involvement can be processed through performance feedback option. This could be helpful to monitor the performance flaws.
Information and IT system: The information regarding the patient must be conceptualised by the caregivers to retain the accountability in the aged care. The development of the IT system can be helpful to develop the system of aged care information (Sloan & Knowles, 2013). Online evidence and database can be used for locating the patient care information.
Staff management: Efficient staffing is required for the infrastructural development of the aged care setting. The staffing process should be unbiased and professional and should have proper training (Davey, 2013).
Barriers to the strategy
The strategic barriers can be addressed by the holistic measurement of the proposed strategy. The barriers are: Ineffective communication, Lack of efficient management to implement the strategies, Lack of training and Lack of care knowledge(Sloan & Knowles, 2013).
Recommendations
The recommended strategies to mitigate the barriers to the strategic implementation are as follows:
- Development of verbal and non-verbal communication between the caregivers and aged patients (Sloan & Knowles, 2013)
- Providing proper training regarding aged care techniques, knowledge and care ethics
- Respecting the social and cultural diversity of the aged patients
Conclusion
The effectiveness of the clinical governance to mitigate the continence management in the aged care issues has been elaborated in this study. The existing problems in the aged home are the ineffectiveness of their staffs in providing proper care, maintaining care ethics and improper management. The clinical management framework and the strategic framework of clinical governance pillars are proposed as strategies. Communication, care and training are considered as strategic barriers that can be mitigated by effective training and knowledge.
References
Australian Commission on Safety and Quality in Health Care. (2018). Retrieved from https://www.safetyandquality.gov.au/
Brennan, N., & Flynn, M. (2013). Differentiating clinical governance, clinical management and clinical practice. Clinical Governance: An International Journal, 18(2), 114-131. doi: 10.1108/14777271311317909
Davey, T. (2013). Individual and Organizational Ethical Practices. Healthcare Management Forum, 26(1), 51-53. doi: 10.1016/j.hcmf.2013.01.001
GOLD STANDARD PROGNOSTIC INDICATOR GUIDELINE TO IDENTIFY PALLIATIVE CARE PATIENTS IN LONG-TERM CARE. (2016). The Gerontologist, 56(Suppl_3), 76-76. doi: 10.1093/geront/gnw162.301
Haslinger-Baumann, E. (2018). Assessment of Healthcare Facilities for the Promotion of Health Literacy – A Feasibility Study. Nursing & Healthcare International Journal, 2(2). doi: 10.23880/nhij-16000143
Mostashari, F. (2014). Health information technology and Healthcare. Healthcare, 2(1), 1-2. doi: 10.1016/j.hjdsi.2013.12.008
Robinson, A. (2017). INTERDISCIPLINARY DRIVERS FOR QUALITY AGED CARE: THE WICKING TEACHING AGED CARE FACILITY PROGRAM. Innovation In Aging, 1(suppl_1), 741-742. doi: 10.1093/geroni/igx004.2674
Sloan, A., & Knowles, A. (2013). Improving communication between healthcare providers and cancer patients: A pilot study. Journal Of Communication In Healthcare, 6(4), 208-215. doi: 10.1179/1753807613y.0000000040
Wigzell, O. (2017). People-centred healthcare: What empowering policies are needed. OECD Observer. doi: 10.1787/87f7b997-en
Yu, P., & Qian, S. (2018). Developing a theoretical model and questionnaire survey instrument to measure the success of electronic health records in residential aged care. PLOS ONE, 13(1), e0190749. doi: 10.1371/journal.pone.0190749
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