Page 1975 - Week 06 - Tuesday, 5 June 2018
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Over the last year ACT Health had put considerable work, including consultation, into developing the implementation plan and measurement framework to support the implementation of the strategy from 1 July this year. While the strategy is the overarching document which sets the framework and objectives for this, importantly, the implementation plan will be the driving force for achieving the objectives of the strategy. Of course, a robust measurement framework is necessary through which to drive and monitor progress across the organisation over the coming years.
A capability-building approach to this work is being adopted in order to build knowledge and skills in patient safety and quality improvement across the short, medium and longer term. This will develop a culture of always delivering high quality care and continuous improvement across the ACT Health workforce and the organisation as a whole.
I am advised that ACT Health has also undertaken a number of steps to strengthen the governance of clinical pathways. A proposed clinical governance, monitoring and evaluation process has been circulated to clinical governance executives for consideration.
All current clinical pathways have been reviewed and risk rated with appropriate review dates assigned. The clinical division responsible for each pathway has been identified, and a process for ongoing monitoring and evaluation established, with the outcomes to be reported to the clinical governance executive committee. These processes will help to ensure patients receive the clinical care they need, minimising the risk of adverse events and helping them to move out of the acute setting at the appropriate time.
ACT Health is committed to enabling a culture of quality and safety, and one that demonstrates the principles of risk management through proactive, timely identification and reporting of risks by all staff and including risk in the planning, implementation and maintenance phases of all ACT Health systems, processes, policies and procedures.
Quality care cannot be assured unless there is a system of robust corporate and clinical governance to enable complete oversight of the complex health system in which patients, carers and consumers find themselves.
All staff have a responsibility and are accountable for the quality of our service. They are therefore responsible and accountable for good clinical governance. All staff have an obligation to govern safe, quality care for every patient every time. This is, of course, a basic expectation and level of trust which every patient puts in the hands of the clinicians providing health care, and one which ACT Health understands to be of utmost importance.
One of the key steps in this process is communication and engagement with staff, especially those who are delivering front-line services. It is important that all ACT Health staff are aware of the mechanisms and tools in place to support them to do their job to a high standard. The ACHS also recommended that immediate action
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