Making clinical governance relevant for the workforce
Strong engagement means this clinical governance framework has stood the test of time.
Western Health in Melbourne has used the same Best Care clinical governance framework since 2013, employing a range of strategies over time to keep it fresh and relevant for staff.
According to Alison Rule, Director Best Care Governance, Compliance and Assurance, the framework’s success lies in its strong focus on a clear and shared vision: to provide care that is person-centred, co-ordinated, right and safe.
‘Staff don’t tend to like the term “clinical governance”, so we reframed it as Best Care and presented it as a complete package, rather than just a set of quality systems,’ she says.
Alison emphasises the importance of keeping clinical governance simple and accessible. The Best Care Framework has been distilled into a single-page visual and is displayed throughout the health service to ensure it is highly visible. Clinical performance is measured against the four domains of the framework, embedding its language into everyday conversations and practice.
‘The strategy on a page really resonates with staff. It’s displayed throughout clinical areas, huddles are held in front of it, and its language is used all the time,’ Alison says.
‘We’re essentially saying that if you can demonstrate the behaviours described in our Best Care vision, then we’re on the right track. And if you’re using quality systems that support those behaviours, then we’re absolutely on the right track.’
A range of initiatives further support engagement and awareness of the clinical governance systems that underpin Best Care. These include setting monthly focus areas, providing education and practical support on governance systems, and surveying staff to better understand their awareness of and engagement with those systems.
Alison Rule, Director Best Care Governance Compliance and Assurance, Western Health, Victoria
Annual Best Care Awards recognise projects and improvement initiatives that have enhanced care across each domain of the Best Care Framework. The awards reinforce that Best Care is everyone’s responsibility, including staff who support care rather than provide direct clinical services. One year, an award was won by the cleaning team.
‘Our CEO consistently reinforces that Best Care is everyone’s business,’ Alison says. ‘You may not be delivering direct clinical care, but everything you do contributes to providing Best Care.’
Clinical units also feature “Knowing How We’re Doing” boards, aligned to the framework’s domains, providing teams with a clear and consistent view of performance.
As a result, Best Care is now deeply embedded in everyday practice at Western Health. Staff have told Alison they value the framework because it is simple, intuitive, and easy to apply, with the language of Best Care firmly established as business as usual.