Critical Assessment On The Policies And Models Of Clinical

After the serious shortcomings within the Mid-Staffordshire NHS Trust came to light, The Francis Report (Francis, 2013) investigated how the conditions of inexcusable care could prevail within the trust. The Francis Report proposed several extensive changes that could improve the National Health Service (NHS). Garner (2014) informs that these changes include that leaders need to be effective and accountable, staff should be empowered to work in partnership, each trust should aim to improve innovation and quality, whilst putting the patient first. The Department of Health (DH) reflected on the findings and in response to The Francis

Healthcare clinical workers have differing needs for supervision than administrative staff, this may be on account of clinical provider’s clinical knowledge and responsibilities that may not be shared by administrative leaders. The position of leaders to allow this autonomy is supported, Kerfoot (2003) states that poorly lead healthcare

Furthermore, staff ought to treat patients as co-producers of health and not passive recipient of care. Clinical governance (CG) is a notable driver of continuous improvement in the health sector. According to Department of Health (DoH) (1997) CG lays emphasises on excellence in clinical care. The NHS in 2013 established the improvement quality (IQ) which sought to support achievements of health outcomes in England. The Francis report (2010) highlighted various failures in quality of care at the Mid Staffordshire NHS Foundation Trust. Jennings (2008) argue for transforming healthcare by rapidly increasing and broadening world-class leadership with innovative ways of working and technology. The NHS leadership framework (2011) advocates for staff potentials to contribute effectively in service improvement regardless of their roles and disciplines. This permits a workforce that develops a culture of continuous service

The Health and Social Care Act 2012 came into force with crucial principles including new structures and arrangements in health care services to safeguard and strengthen the future of NHS and maintain the modernisation plan. In this Act, many new changes has been made to a number of existing Acts, National Health Services Act (NHS 2006), in order to enable health care system to tackle the existing challenges and also avoid any potential crisis in future. It has also introduced the proper allocation of NHS fund and budget, and improved the integrated care between NHS and social care services to promote patients’ choice in terms of delivering quality care.

This assignment will discuss the core values that underpin social and health service delivery and will compare the current health service provision with health care services at the inception of the NHS. The NHS has seven core values that aim to ensure that quality care is delivered to everyone regardless of their gender, religion, race, age, wealth or sexual orientation. These values have been developed by the general public, patients and staff, with local authorities having to develop and adapt these to provide personalised care. These values not only underpin the social and health delivery service, but also influence the legislation regarding care. For example the Care Act 2014 looks at integrating care, involving the patient and carer

“Running a health care organization is a team sport. It is very important that all members of the team-whether on the medical staff, in management or on the board-understand the role of governance and what constitutes effective governance” (Arnwine, 2002). Running a hospital is a difficult task. Several factors need to be seriously thought of and considered in every decision and undertaking. Unfortunately, all the three important factors in governing a hospital is not always in harmony. As likened to a team sport, if the three major components are not working with each other as a team, there will be tension and a great divide will be experienced. And often times, the patients will be in the middle and will be greatly impacted. This writer believes that there are several factors that contribute to the tension that usually exists among the medical staff, the board and administration. One factor is the disconnect, where each entity is not seeing each other eye to eye and their visions may be different from each other. Another factor may be the lack of communication in order to bridge the gap and to build a respectful and a relationship wherein there is trust for each end every member of the group. Often times, the medical staff is concerned with ensuring that patients are cared for in a manner that their practice is protected as well as the patients are getting the appropriate care. On the other hand, the board of trustees may be focused in ensuring that that

In conclusion, this paper explored the strengths and weaknesses of this organization. A weakness is identified and improvement is recommended to create a Patient Advisory Council in the Shared Governance to promote better patient-centered care. In doing so, patients will have sense of empowerment by having their input in the plan of care. To measure the success of the recommended change, the use of HCAHPS and patient metrics are utilized and compared nationally.

When talking about quality and safety, the deficiencies with the management and ability of the NHS have their own evidence and signs. This is due to extended and unacceptable waiting times for treatment, medical and non-medical care being of poor quality. Dirty hospitals, inflexible

According to the Institute of Medicine (2002), non-English speakers and minorities face difficulties in accessing the necessary health care services. Moreover, minorities have higher chances of being uninsured.

The changes to health policy and the re-organisation of the NHS in recent years which has led to improve integrated governance, has all developed as a result of the catastrophic failings that occurred in Mid-Staffordshire healthcare Trust. The Secretary of State for health, Andrew Lansley, announced a full public inquiry to parliament on the 9th June 2009 into the role of the commissioning, supervisory and regulatory bodies in the monitoring of Mid-Staffordshire Foundation Trust (Midstaff inquiry online, 2013). This inquiry was led by Robert Francis QC, who proposed recommendations to ensure that similar events do not repeat in future. The Francis report made 290 recommendations which included improved support for compassionate, caring and

He has introduced a model of quality care based on structure, process and outcomes. Structure includes the environment in which healthcare is delivered, instruments and equipment, administrative processes and fiscal organization of the institution. Process considers how care is delivered. Outcomes include recovery, restoration of function and survival. (Harrison, 2010) Because care activities are interdependent, value for patients is often revealed only over time and is manifested in longer-term outcomes. The only way to accurately measure value, then, is to track patient outcomes and costs longitudinally (Porter,

Healthcare frameworks are mind boggling substances that must merge the best of managerial and clinical practices into another model of leadership. This paper talks about a portion of the numerous difficulties that administration is face with today in the medicinal services framework, for example, healthcare accessibility, fragmentation and affordability issues, and the "how" of coordinating clinician skill in patient mamagement with the budgetary goals of advanced conveyance

As one of the major national issues, the governance of a health care setting is an important aspect, especially for health care administrators. The significance of governing a health care setting is fueled by the existence of proper documentation regarding inadequate health care quality. This process involves the understanding that health care coverage is offered through a combination of private, public, and non-profit system. As health care administrators engage in the process, their actions have implicit and explicit implications based on legal provisions. While discharging their duties, any omissions in the conduct of these health professionals are also governed by law. Therefore, the legal system plays a critical role in the basic governance of a health care setting, especially on the roles health care administrators.

Local health district helps to maintain good clinical governance in an organisation and ensures to check for risk management. Clinical services operations and standards are always guarded in a region by LHD.

I am Gowthami the health professional appointed to the role of clinical governance project leader at “Mokoia District Health Board”. This report discusses the 3 concepts of governance, management and clinical governance related to the district health board and includes introduction of clinical governance to the staff of Mokoia DHB. As a clinical governance project leader my role is to introduce the implications of clinical governance to the staff, which comprises cultural considerations, timeframes for implementation and obtaining views of the staff at DHB depending upon the elements discussed in the booklet.