Territory Stories

The chronicle

Details:

Title

The chronicle

Other title

Chronic Diseases Network of the Northern Territory

Collection

The Chronicle newsletters; Chronic Diseases Network newsletters; E-Journals; PublicationNT

Date

2013-03-01

Notes

Date:2013-03; Made available via the Publications (Legal Deposit) Act 2004 (NT).; This publication contains may contain links to external sites. These external sites may no longer be active.

Language

English

Subject

Chronic diseases -- Northern Territory -- Treatment -- Periodicals; Chronic Diseases Network of the Northern Territory -- Periodicals

Publisher name

Chronic Diseases Network of the Northern Territory

Place of publication

Darwin

Volume

v. 25 no. 1

File type

application/pdf

Copyright owner

Check within Publication or with content Publisher.

Parent handle

https://hdl.handle.net/10070/246506

Citation address

https://hdl.handle.net/10070/582613

Related items

https://hdl.handle.net/10070/582615

Page content

25March 2013 G EN ER A L A R TIC LES Various professional advisory groups (Medical, Nursing, Allied Health and Aboriginal Health Practitioner) to provide profession-specifi c advice and also take active roles in education, training and research development All of the above structures must aim to achieve a culture of excellence in care delivery thus ensuring provision of best possible care, to every patient on every occasion. Achieving Good Clinical Governance Such a structural scaffolding will provide the stability necessary for us to improve on the clinical governance system already in place. While some background work is occurring to develop the above structure, focus will continue on completing work that has been in progress for some time, including: Medical credentialing to build on huge amounts of work done by Dr Sara Watson and her team at Royal Darwin Hospital Incident reporting and roll out of RiskMan (now being led by newly appointed Director of Safety and Quality, Deane Wilks) Clinical handover to ensure we have consistent systems and processes for handling and transferring clinical information Fine tuning the process for responding to complaints and concerns A central point for information relevant for clinicians Key to good clinical governance is information about safety, quality, evidence, best practice performance, innovation and so forth that is available in a format that clinicians can fully comprehend. We are embarking on publishing an electronic monthly Clinical Bulletin that will summarise information bits that may be of interest to clinicians. Alerts and notifi cations related to equipment, medication, procedures Consultations and discussions occurring (nationally and locally) Information on cutting edge new technology under discussion nationally Safety & Quality information Recommendations for improvement from various investigations and reviews Results of audits and accreditation Policies and procedures under review Key performance indicators and how well we are tracking against them The Clinical Bulletin will complement more detailed information on the above and will soon be available on the Offi ce of Chief Medical Offi cer webpage via the Department of Healths Intranet. I would be interested in your feedback about what other information should be included in the Clinical Bulletin, and on the webpage to improve accessibility of information that is relevant to clinicians. What is on my drawing board? In addition to establishing necessary systems and processes to ensure we are consistent in providing the best possible care each time to every patient, it is also important that we (collectively) drive change, are innovative and even test some boundaries to achieve exponential gains. It is the latter bit that I am sure many will fi nd stimulating and professionally exciting. In the 2013 forthcoming editions of The Chronicle, I would like to share my thoughts on: principles to which we must agree if we want well-coordinated and integrated clinical care provision what we must do to make clinical handover part of our routine practice so that it is not an additional activity we undertake and my commitment to promote preventative care and principles that I see as an absolute core to promote self-management Continued from Page 24


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