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The concept of governance in healthcare advocates emphasizes the leading contribution of healthcare professionals to the safety and quality in the healthcare sector (Veenstra, et al., 2017). Governance in the healthcare system advocates the requirement of administering value-driven and practice based approaches for elevating the quality of healthcare interventions in the context of enhancing the healthcare outcomes (Veenstra, et al., 2017). The concept of governance encourages the process of teamwork for the safe and effective administration of qualitative healthcare services to the patients of various age groups. The healthcare governance approaches emphasize the process of shared responsibility, consistent learning and collaborative decision-making between patients, healthcare managers and medical professionals in the healthcare sector (Veenstra, et al., 2017). On the other hand, the healthcare management approaches focus on the development of strategic policies and visual approaches for overcoming the hurdles encountered in catering to the daily healthcare requirements of the treated patients (Lawal, et al., 2014). The concepts of healthcare management advocate the requirement of elevating the healthcare outcomes in terms of reducing the admission, turnaround, triage and collection times for the systematic elevation of discharge rate as well as length of stay of patients in the hospital setting (Lawal, et al., 2014). The healthcare management approaches also focus on the enhancement of the patients’ satisfaction rate and reduction in the pace of re-admission following consistent enhancement of the wellness outcomes among the treated patients (Lawal, et al., 2014). These approaches also consider the requirement of improvement in the satisfaction rates of healthcare employees and the reduction in the level of their stress and work burden on a regular basis. This essay effectively compares the concepts of management and governance in the public healthcare sector of New Zealand.
The public healthcare governance system in New Zealand has recently undergone a major transformation in the healthcare service delivery and planning functions through national coordination (Simonet, 2014). This transformation is done in the context of overcoming the cross-governmental issues encountered in delivering safe and effective healthcare services to the common masses. Clinical governance in New Zealand advocates the requirement of acquiring evidence-based measures and team-based strategies for facilitating the systematized healthcare service delivery in the clinical settings (Gauld & Horsburgh, 2014). The principles of clinical governance remain implemented across the organizational structures and processes in New Zealand (Gauld & Horsburgh, 2014). These principles emphasize the requirement of tracking deficits in healthcare policies and management approaches in the context of improving the quality of healthcare services across the healthcare sector. However, the healthcare management structure in New Zealand advocates the requirement of equitable administration of healthcare services while effectively surpassing the social differences experienced by different sections of the society (Sheridan, et al., 2011). The healthcare management approaches consider the social determinants of health for elevating the pattern of health and wellness of entire social groups in New Zealand.
The health management system in New Zealand comprises of private and public funding for a range of healthcare services (Sheridan, et al., 2011). District health boards provide healthcare funding for facilitating the administration of primary healthcare services to eligible patients. Healthcare management strategies in New Zealand focus on the active implementation of self-management approaches for improving the level of self-dependence among patients affected with various chronic disease conditions (Sheridan, et al., 2011). Clinical governance conventions practiced in New Zealand provide the authority of decision-making to the healthcare professionals with the objective of enhancing the effectiveness of treatment interventions in the clinical setting. Clinical governance strategies also advocate the requirement of engaging nurses and physicians in undertaking front-line healthcare services to facilitate the establishment of an effective healthcare governance through clinical leadership (Gauld & Horsburgh, 2015). However, clinical management strategies advocate prioritization of patient-centred interventions and healthcare training on the healthcare cost for improving the patient-care outcomes. Contrarily, healthcare management approaches in New Zealand consider the requirement of improving the knowledge of physicians and nurses in relation to the managerial issues experienced by the healthcare settings on a regular basis (Gauld & Horsburgh, 2015).
Healthcare governance strategies in New Zealand emphasize the participation of the common masses in the process of medical-decision making as well as healthcare planning across the community environment (Chambers, Harvey, & Mannion, 2013). The government of New Zealand promotes the configuration of selectedhealthcare boards with the objective of increasing public participation in the healthcare system. These boards organize periodic meetings and sessions for discussing the social values as well as public accountability in the context of elevating the quality and performance of the healthcare system in New Zealand (Chambers, Harvey, & Mannion, 2013). However, healthcare management strategies acquired by the medical professionals in New Zealand focus on reducing the level of fragmentation existing in the healthcare services and responsible for the deterioration in the coordination of patient care as well as healthcare outcomes (Cumming, 2011).
Clinical governance conventions in New Zealand advocate the requirement of integrating the healthcare services with the objective of administering multidisciplinary medical interventions for the systematic enhancement of the patient outcomes (Cumming, 2011). Effective healthcare management approaches require planning and implementation for promoting the level of understanding and coordination between the physicians, nurses and other paramedical professionals in the hospital setting. Healthcare governance strategies in New Zealand therefore, emphasize interorganizational collaboration and amendment in healthcare policy agreements and pooled budgets with the objective of enhancing the quality and efficiency of healthcare interventions across the clinical settings (Cumming, 2011).
Healthcare governance and management conventions in New Zealand advocate and emphasize the requirement of undertaking collaborative efforts by the physicians, nurses as well as healthcare organizations and stakeholders for channelizing the equitable administration of healthcare services to the eligible candidates. Governance protocols assist in establishing the potential management strategies for improving the quality of patient care services in the clinical settings. The administration of holistic and community-based patient services is supported by the New Zealand healthcare governance system through the implementation of evidence-based and integrated health management strategies across the clinical facilities.
Chambers , N., Harvey , G., & Mannion , N. (2013). Theories about health-care boards. In Towards a framework for enhancing the performance of NHS boards: a synthesis of the evidence about board governance, board effectiveness and board development. United Kingdom: NIHR. Retrieved from https://www.ncbi.nlm.nih.gov/books/NBK259420/
Cumming, J. (2011). Integrated care in New Zealand. International Journal of Integrated Care. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3226018/
Gauld, R., & Horsburgh, S. (2014). Measuring progress with clinical governance development in New Zealand: perceptions of senior doctors in 2010 and 2012. BMC Health Services and Research. doi:10.1186/s12913-014-0547-8
Gauld, R., & Horsburgh, S. (2015). Healthcare professionals’ perceptions of clinical governance implementation: a qualitative New Zealand study of 3205 open-ended survey comments. BMJ Open. doi:10.1136/bmjopen-2014-006157
Lawal, A. K., Rotter, T., Kinsman, L., Sari, N., Harrison, L., Jeffery, C., . . . Flynn, R. (2014). Lean management in health care: definition, concepts, methodology and effects reported (systematic review protocol). Systematic Reviews. doi:10.1186/2046-4053-3-103
Sheridan, N. F., Kenealy, T. W., Connolly, M. J., Mahony, F., Barber, P. A., Boyd, M. A., . . . Moffitt, A. (2011). Health equity in the New Zealand health care system: a national survey. International Journal for Equity in Health. doi:10.1186/1475-9276-10-45
Simonet, D. (2014). Assessment of new public management in health care: the French case. Health Research Policy and Systems. doi:10.1186/1478-4505-12-57
Veenstra, G. L., Ahaus, K., Welker, G. A., Heineman, E., Laan, M. J., & Muntinghe, F. H. (2017). Rethinking clinical governance: healthcare professionals’ views: a Delphi study. BMJ Open, 7(1). doi:10.1136/bmjopen-2016-012591
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