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Abstract 3 – Clinical Governance and Accountability

Clinical governance is said to be a systematic approach that enables the nurses to maintain and improve the patient care quality within the National Health Service (Phillips et al. 2017). The major components of clinical governance include patients’ risk management, clinical audit, training, education for the professional development, involvement of the patients and their care providers and their experience, staff management and so on. Involvement of the public, care providers and service users are considered as the major areas of activity or the pillars of clinical governance. This indicates about its presence as a framework by which a safeguarding, high standard care could be created and an excellence in clinical care could be achieved. If health improvement is an objective of  local health community, it would definitely concern about diminishing the effect of diabetes by eradicating or delaying commencement of type II diabetes. This could be achieved by maximizing health of the diabetes affected individuals. This involves clinical governance- an agreeing standard for managing diabetes among the target population and establish a proper system to document care and accomplish the set standards.

Accountability literally means to be answerable for a decision made during the course of professional practice. In nursing context, nursing professionals hold position of accountability and hence accountable for their practices. Accountability involves three major elements- clarity, consequences and commitment (Krautscheid 2014).

Though professional accountability allows the nurses to celebrate their successes, it demands them to be honest and cooperative  when an error occurs. During such situations, nurses should clinch the root-cause analysis in order to recognise the system failures rather than applying any punitive approach. Proper use of internal safeguards informs them to deliver right intervention to the ‘right patient’ and at ‘right time’.

Abstract 6 – Clinical Practice Facilitation

Practice facilitation creates the difference between a success and failure considering a medical setup. An efficient and trusted trainer could help a health care organization in the improvement and assist them to put effort to overcome hurdles, which can appear with a large change. In association with peer-to-peer learning (collaborative improvement) practice facilitation can assist the organization to solve problems, develop internal capacity in order to guide quality improvement plans. A prominent example in this context would be MNCPF certification. It offers a 13-week program, which will prepare the individuals to direct practice transformation activities (Pcmh.ahrq.gov 2018). Practice facilitators assist in assessing practices, design and incorporate improved activities in order to support system optimization, or optimizing teams or processes and show the way towards efficient change management practices within a set-up. The activities may depend upon the practice goals and needs. Hence, all together it forms a rational set of activities for practice redesign and change. This includes evaluation and feedback to practices in terms of clinical or business functions in order to achieve a change (Bener et al. 2013). Resource identification, capacity building, use of information technology in health to support clinical efficiency and care; changes of innovative ideas, capacity building in order to improve networks to outside sources, technical support in incorporating care models (Chronic care model) are all part of this set of activities for practice redesign.