The Pros And Cons Of The Falls Committee

The Clinical Staff Executive Committee provides clinical supervision and ensures the staff works hard to keep up the excellent reputation and provide patients superb quality of care. This is accomplished by supporting and encouraging staff to engage in continuing education and ongoing in - service programs. Continuum of care staff uses national therapy standards and guidelines to help the patient manage specific diseases.

In a simple definition, shared governance is one of the most innovative and idealistic of organization structures, was developed in the mid-1980s as an alternative to the traditional bureaucratic organization structure (Huston & Marquis, 2004). Shared governance is based on the principals of equity, accountability, ownership, and partnership. This process of management allows each healthcare worker to have a voice in the decision-making and encourage input that will help grow the business and healthcare missions of the organization. In all, it makes each healthcare employee feel as if they are involved with a personal part in the success of the organization. The more employees who are satisfied with

Shared governance empowers nurses by recognizing that nurses, as front line staff, are in a position to have a unique understanding of the complexities of daily patient care. Utilization of unit-based councils made up of staff nurses to solve problems and evaluate procedures ensures that evidence-based best practices are implemented (Fray, 2011). Shared decision making in nursing units increases the use of best practices through process development, sharing of successes across multi-unit areas and in the development of new nurse leaders. Unit-based councils are often chaired by younger nursing staff and nursing leaders act more as facilitators allowing these young new nurses to be

The exact definition of a juvenile is a “young person” who has yet to reach their 18th birthday. The average life expectancy of someone living in the U.S. is about 79 years old. Proposition 21 requires juveniles to be viewed and tried as adults, including receiving adult punishment such as a life sentence. If a juvenile receives a life sentence before they reach adulthood, more than three-fourths of their life is gone (“California Proposition 21”). Juveniles don’t even have a fully developed brain and as a result, can’t fully understand the circumstances that they find themselves in. Courts must not be given the power to try and sentence juveniles as adults because the environment in adult prisons are for adults, not juveniles, therefore, Proposition 21 should be repealed.

Equating status with authority can be misleading or misconstrued by other nurses who have the same status as to the authority figure. For an organization or department to work harmoniously, timely, and chaos free, there should be a clear understanding of who is the authority figure even when the nurses have the same status. “Essentially, in the formal organization, the emphasis is on organizational positions and formal power. Through departmentalization and work division, provides a framework for defining managerial authority, responsibility, and accountability. In a well-defined formal structure, roles and functions are defined and systematically arranged, different people have differing roles, and rank and hierarchy are evident.” (Marquis

Bangor Family Physicians is a partner based medical group practice located in Maine. The practice consists of four family practice physicians, and a medical support staff. The medical support staff is made up of a practice manager, two receptionists, four nurses, two medical assistants, two billing clerks, and a laboratory technician. Additionally, Bangor Family Physicians employs a CPA to assist with taxes and financial advising. The key stakeholders are the four family physician partners, in which each physician holds an equal stake in the practice.

Evaluating various shared governance structures, the councilor structure was determined to be most appropriate for the organization. Staff at all levels received education and training on the principles of shared governance as well as how to effectively lead shared governance councils. The BSWMC-MF shared governance structure consists of unit level councils, regional level councils, as well as Baylor Scott & White Health (BSWH) division and system level

“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

Healthcare professionals are faced with making multi-faceted decisions on a daily basis. These decisions are not just limited to clinical matters, but they include the total patient care experience. Because of emerging healthcare trends and complex health law and ethics, it is imperative that healthcare administrators have a professional organization that they can belong to. “The

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.

The American Nurses Association is leading the way by implementing countless initiatives to bring attention to the nurses’ essential role in care coordination. It is up to the nurse to step up and draw attention to the integral part they play in improving patient satisfaction, patient care quality, and the effective and efficient use of health care resources (American Nurses Association, 2012).

An effective way the nurse can utilize advocacy to increase awareness about a major issue can be accomplished by getting involved in the community board meeting to share the impacts the issue has on the community. According to NYC (2016), Community board plays an important role in providing quality of life for all the residents of New York City by utilizing a democratic approach to involve public participation, consensus building and create a positive local change. To further analyze the importance of community board meeting, this paper will identify the purpose of a community board meeting that I have attended, identify behavioral characteristics of the group leaders, describe a discussion, and analyze some alternative strategies for consensus building.

Hess, discusses shared governance involvement with the nursing shortage that healthcare facilities are now facing. Hess focused on the purpose of shared governance, which is to give registered nurses control over their practice. This will help ensure nurse involvement in the workplace. In expressing his struggle, Hess clearly defines shared governance with the order of structures and processes involved within each organization (Hess, 2004). However, he does agree with its purpose that nursing shared governance helps with every situation a nurse may encounter in the healthcare setting. The following article further evaluates workplace advocacy in a way that relates to shared governance.

This pathway gives staff structure, support and professional integrity. Additionally, The Royal College of nursing, SCIE, and primary care trusts are all involved in the development of protocols and guidelines. This does however indicate that no service users are involved in the creation process, possibly resulting in service and organisational focused guidelines. Successfully implementing protocols has its barriers. The Open University, (K101 Introduction to Health and Social Care, Resources, 2014) highlights several problematic factors including, limited resources, staff shortages and equipment and medical supply problems. However, once implemented successfully these policies may help to manage risk, control budgets and reduce litigation.

The term “Washington Consensus” was created in 1989. The first written usage was in a background paper for a conference that the Institute for International Economics convened in order to examine the extent to which the old ideas of development economics that had governed Latin American economic policy. In order to try and ensure that the background papers for that conference dealt with a common set of issues, John Williamson made a list of ten policies that he thought more or less everyone in Washington would agree were needed more or less everywhere in Latin America, and labeled this the “Washington Consensus.”