2.50
Hdl Handle:
http://hdl.handle.net/10755/162618
Type:
Presentation
Title:
Implementing a Clinical Governance Structure in the Emergency Department
Abstract:
Implementing a Clinical Governance Structure in the Emergency Department
Conference Sponsor:Emergency Nurses Association
Conference Year:1999
Author:Joanne, , Farrell
Contact Address:Children's Memorial Medical Center, 2300 Children's Plaza, Chicago, IL, 60614
Contact Telephone:USA
Co-Authors:Elisabeth K. Weber
Clinical Topic: A Nursing Clinical Governance structure supports a philosophy which emphasizes professional decision making. Clinical Governance was implemented in the patient care areas of this hospital approximately ten years ago, however the Emergency Department's (ED) Clinical Governance structure has been utilized inconsistently and as a result, systems and patient care decision making often did not include the professional nurse. Decision making was instead autocratic and communicated to the nurses inconsistently with resultant job satisfaction and patient care issues.

Implementation: The issue, professional nurse's inconsistent utilization of the ED clinical governance structure, was addressed with the introduction of a nurse into the role of Clinical Governance Facilitator. This was a temporary role whose goal is to define, facilitate and enhance the committee member's abilities to consistently implement the clinical governance structure in the ED. The Facilitator worked in the following ways: (1) six committees comprise the ED's clinical governance structure: Practice, Education, Staffing/Scheduling, Peer Review, Research, and the chair of each committee sits on the Coordinating Council. The Coordinating Council had a standing agenda item which was developed by the Facilitator to introduce the chairs to the concepts involved in meetings, minutes, agendas and time lines for project identification, development and completion. (2) A monthly Meeting Day was developed which offers paid time support during the working day (two hour blocks of time) for each committee to meet and to process their work. (3) The Facilitator sits on each committee and actively role models the development and keeping of meeting minutes and agendas to guide the committees toward consistent action on the pending ED systems and patient care issues. Evaluation of the success or failure of this work was measured by nurse job satisfaction and by the number of nurse driven patient care projects which have been successfully introduced into the ED.

Outcomes: Implementing the Clinical Governance Structure in the ED has resulted in several improvements. The nurses experience satisfaction with participating on a governance committee as evidenced by attendance and project completion. The nurses have become integral in the decision making as evidenced by the development and successful implementation of the second nurse driven critical path in the ED.

Recommendations: A nursing clinical governance structure will be more effective in supporting professional nurse decision making when the committee structure is empowered with time and the knowledge of work processes. [Clinical Poster Presentation
Repository Posting Date:
27-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Emergency Nurses Association

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleImplementing a Clinical Governance Structure in the Emergency Departmenten_GB
dc.identifier.urihttp://hdl.handle.net/10755/162618-
dc.description.abstract<table><tr><td colspan="2" class="item-title">Implementing a Clinical Governance Structure in the Emergency Department</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Emergency Nurses Association</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">1999</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Joanne, , Farrell</td></tr><tr class="item-address"><td class="label">Contact Address:</td><td class="value">Children's Memorial Medical Center, 2300 Children's Plaza, Chicago, IL, 60614</td></tr><tr class="item-phone"><td class="label">Contact Telephone:</td><td class="value">USA</td></tr><tr class="item-co-authors"><td class="label">Co-Authors:</td><td class="value">Elisabeth K. Weber</td></tr><tr><td colspan="2" class="item-abstract">Clinical Topic: A Nursing Clinical Governance structure supports a philosophy which emphasizes professional decision making. Clinical Governance was implemented in the patient care areas of this hospital approximately ten years ago, however the Emergency Department's (ED) Clinical Governance structure has been utilized inconsistently and as a result, systems and patient care decision making often did not include the professional nurse. Decision making was instead autocratic and communicated to the nurses inconsistently with resultant job satisfaction and patient care issues.<br/><br/>Implementation: The issue, professional nurse's inconsistent utilization of the ED clinical governance structure, was addressed with the introduction of a nurse into the role of Clinical Governance Facilitator. This was a temporary role whose goal is to define, facilitate and enhance the committee member's abilities to consistently implement the clinical governance structure in the ED. The Facilitator worked in the following ways: (1) six committees comprise the ED's clinical governance structure: Practice, Education, Staffing/Scheduling, Peer Review, Research, and the chair of each committee sits on the Coordinating Council. The Coordinating Council had a standing agenda item which was developed by the Facilitator to introduce the chairs to the concepts involved in meetings, minutes, agendas and time lines for project identification, development and completion. (2) A monthly Meeting Day was developed which offers paid time support during the working day (two hour blocks of time) for each committee to meet and to process their work. (3) The Facilitator sits on each committee and actively role models the development and keeping of meeting minutes and agendas to guide the committees toward consistent action on the pending ED systems and patient care issues. Evaluation of the success or failure of this work was measured by nurse job satisfaction and by the number of nurse driven patient care projects which have been successfully introduced into the ED.<br/><br/>Outcomes: Implementing the Clinical Governance Structure in the ED has resulted in several improvements. The nurses experience satisfaction with participating on a governance committee as evidenced by attendance and project completion. The nurses have become integral in the decision making as evidenced by the development and successful implementation of the second nurse driven critical path in the ED.<br/><br/>Recommendations: A nursing clinical governance structure will be more effective in supporting professional nurse decision making when the committee structure is empowered with time and the knowledge of work processes. [Clinical Poster Presentation</td></tr></table>en_GB
dc.date.available2011-10-27T10:31:14Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-27T10:31:14Z-
dc.description.sponsorshipEmergency Nurses Associationen_GB
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