Clinical governance
workforce to raise the clinical bar. Hence, a sound clinical governance framework assists managers with identifying whether staff are working to the top of their scope and, if not, identifies areas for improvement and further action.
Prioritisation of safety initiatives Around the world, governments have committed to setting standards in benchmarking quality healthcare. Regulatory bodies play a vital role in setting the healthcare standards that health agencies are required to meet and exceed. Such standards provide the owners and managers of aged care facilities with a bar under which they are deemed to fall short. Prior to the standards revolution at the turn of the century, aged care was very task-driven, mistakes were seen as inevitable, and when they were made, care providers often omitted to learn from their mistakes. Globalisation, commitment from government bodies to research and benchmark best practice, and the combined knowledge of first world healthcare providers to constantly manage risk and improve services has meant that sound clinical governance is now well embedded in aged care culture and our daily work.
Quality assurance programme Fundamental to the clinical governance framework is a quality assurance programme that clearly articulates a vision and strategy for enhancing clinical care and reducing adverse care events. Thus a sound quality assurance programme should prioritise the analysis of quality assurance data to ensure a care home’s outcomes are focused on measuring the right data in the right way.
A sound clinical governance programme should therefore be intuitive, flexible, and responsive in real time. Data collection should follow a logical pattern to derive information by date, by event (count), by event (nature), by contributing factors, by anecdotal evidence, by product intervention, by location both at a high level (by care home or hospital, for example) as well as a more specific location (say, by dining room or bathroom). A robust clinical governance programme should enable you to easily extract patterns and trends based on a wide range of different parameters that are determined by those responsible for managing clinical care outcomes. Assigning a clinical ‘champion’ responsible for wounds, infections,
continence, and falls prevention is an excellent way to get buy in from the staff working at the coalface. The champion does not have to be a manager or indeed even a registered nurse. Some of the best champions in the aged care sector have been caregivers working to the top of their scope. They have been able to bridge the often perceived divide between their care worker colleagues and management and have provided salient suggestions and real world solutions completely tailored to the individual residents they know so well. The 3 ‘C’s of good governance -
Collaboration, Comprehension and Communication - are as relevant in a clinical setting as anywhere. Regularly checking into your clinical governance programme through monthly quality assurance meetings is needed to ensure progress is being made towards your clinical indicator goals. Through structured quality assurance meetings, staff from all levels of the organisation can be given the opportunity to have input (Collaboration), from which data is able to be effectively collated and understood (Comprehension) – the results of which are able to be disseminated back to all relevant members of staff (Communication)
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www.revalcc.co.uk www.revalcc.co.uk www.thecarehomeenvironment.com March 2023
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