From your working experience discuss one factor that has been driving change. How has this factor affected policy or how change has been handled?
From the working experience, it is found that there are five common factors that actually drives the change in health care system, these include, strong governance, proper planning, committed leadership, aligned workforce and informed stakeholders. These five factors exhibit successful change in the health care system. However, governance factor is one of the most important and fundamental factor of health care industry. Inadequate governance comprises the capacity of the administration to succeed. Strong governance, interestingly, enormously supports the association. Strong governance has the accompanying qualities: it is productive, permits deferential conflicts of thoughts, is easy, is centered, is coordinated and synergistic, has great results, and preserves necessary assets of the community, and prompts pleasure and individual rewards for the members of board (Lewis & Pettersson, 2009; Arnwine, 2002).
Healthcare governance includes creating proper roles, obligations and a structure inside the association to guarantee an effective change. In change ventures different roles and/or lines of obligation regarding the change are regularly settled, bringing about the ordinary chain of importance of control being broken or altered. This is especially the case if the change extends crosswise over numerous parts of the association and particular administrators tackle the makeshift part of giving the formal power by which changes are made. It is critical that these plans are well seen over the association (Dwyer & Eagar, 2008).
The main function of the governance in the healthcare system is to solve the issues related to regulations, provisions, commissioning, funding and ownership. In order to solve all these five issues, the governance is divided into two parts one is to solve the effective care issues related to patient and another is solve the issues related to the performance of the healthcare system (Lewis & Pettersson, 2009). Through effective governance, the health safety quality for the patients has improved. Governmental abilities have been degenerated in various bearings. The vital arranging led by government offices is currently consider the arrangements of numerous pluralised hubs of legislative force and private area engages for those divisions to be significant and effective (anu.edu.au, 2005).
Cross- sector coordinated efforts have significant conceivable outcomes for advancing majority rule government through adapting by checking between government, the callings, non-government associations and purchaser aggregates in common society. An elective technique for giving access to GP consideration is composed by the wellbeing subsidizing power. On the other hand, a diverse arrangement of budgetary motivators for the Commonwealth could mean that the Commonwealth is all the more effectively occupied with setting motivating forces for GPs to work in little remote groups where charge for-administration is an lacking payment system. This is helping in comprehending the consideration issues in remote ranges (health.vic.gov.au, 2003).
Therefore, in this response, it can be said that effective governance provides evidence to the Board about the resources and processes that helps them to manage, monitor and improve the safety care services in the health care systems. Strong governance mainly involves in redesigning accreditation norms to mirror the administering body's healthcare governance role; creating principles particular to patient security necessities and presenting compulsory principles in these ranges and requires the hospitals and other health care centres to accomplish higher appraisals for quality and safety to get accreditation status (Jha & Epstein, 2009).
anu.edu.au, (2005). The Governance of Health Safety and Quality Professor John Braithwaite, Dr Judith Healy & Dr Kathryn Dwan A Discussion Paper. [online] Available at: https://www.anu.edu.au/fellows/jbraithwaite/_documents/Reports/Governance_Health_2005.pdf [Accessed 18 Mar. 2015].
Arnwine, D. (2002). Effective governance: the roles and responsibilities of board members. Proc (Bayl Univ Med Cent)., 15(2), pp.19â€“22.
Dwyer, J. & Eagar, K. (2008). Options for reform of Commonwealth and State governance responsibilities for the Australian health system. [online] health.gov.au.
health.vic.gov.au, (2003). The Healthcare Boardâ€™s role in clinical governance. [online] Available at: https://www.health.vic.gov.au/qualitycouncil/downloads/clingov_hboard.pdf [Accessed 18 Mar. 2015].
Jha, A. & Epstein, A. (2009). Hospital Governance And The Quality Of Care. Health Affairs, 29(1), pp.182-187.
Lewis, M., & Pettersson, G. (2009). Governance in Health Care Delivery Raising Performance. The World Bank Development Economics Department & Human Development Department. Retrieved from https://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2009/10/13/000158349_20091013151915/Rendered/PDF/WPS5074.pdf