Such images functioned as powerful relics as well as icons, and their images were naturally seen as especially authoritative as to the true appearance of the subject: Like icons believed to be painted directly from the live subject, they therefore acted as important references for other images in the tradition.
Alison went on to describe in more depth what these four areas meant.
Board and managers actively undertaking all governance processes required to fulfil governance responsibilities. She said that engagement has been linked to better healthcare outcomes in the literature. However, she found that engagement in processes of healthcare quality governance varied markedly between the cases studied.
Alison went onto describe some of the key processes that boards engaged in and her findings. For example, she found the responsibility of evaluating healthcare quality involves the following processes: Defining what quality healthcare is Selecting appropriate data to reflect the definition of quality and the programs at your service Reporting regularly on healthcare quality Identifying performance variation Identifying action Monitoring effective implementation of action Of interest, Alison said that many board members were not clear about the responsibilities and associated processes involved in governing healthcare quality.
For example, for the task of evaluating healthcare quality, she said board members tended to focus on the process of monitoring data and neglected the other processes. Alison noted that the literature focuses on the use of dashboards and having an agenda item for quality and she has seen this focus in hospitals.
Interestingly, she found that stand-alone reports were often much more informative. Stand-alone reports included those on quality systems e. However, these reports varied in comprehensiveness. Alison discussed a case where one indicator, from a patient experience survey that related to pricing for quality incentives from the Department, was used to inform the board about patient experience.
This contrast with another case that undertook an in-depth analysis of the patient experience survey and presented this to the board along with other internally generated measures and walkarounds, compliments and complaints to give a sophisticated picture of patient experience.
Therefore, those who were truly engaged in monitoring the evaluation of quality had a deeper level of reporting and analysis than just dashboard reports with indicators derived from performance agreements.
The evidence showed that effective boards engaged through a much deeper review and sophisticated analysis of a broad range of qualitative and quantitative data. Alison found boards usually exhibited one or more of the following focuses on quality: Focus on compliance Focus on quality system development Focus on excellence in healthcare outcomes — Open transparent — quality improvement culture She concluded that cases more highly engaged in healthcare governance demonstrated activity in relation to all three focuses but had an emphasis on excellence in healthcare outcomes.
This focus was usually associated with a strong quality improvement culture in which managers felt comfortable to discuss issues with healthcare quality. Board members and senior management who recognised health as a high-risk environment and promoted active scrutiny of healthcare quality.
These cases used innovative internal methods such as internal audits, comprehensive clinical audits of clinical pathways or the development and assessment of program standards to assess program-level risks and identify underperformance. She summarised that this approach recognised that quality of care varies between programs and can sometimes be hidden by data aggregated in dashboards.
Underperformance was an opportunity for improvement. Alison said that boards exhibited reflexivity in several ways and gave the following examples: They reflected on the data and reports they received and whether they enabled the board to fulfil its responsibilities.
These boards had transparent data reporting frameworks that were reviewed periodically. They periodically reflected on the effectiveness of their quality committees in meeting the needs of governance.
They allowed enough time for reflection in meetings through questions and discussion by controlling the agenda and volume of information in a meeting. This discussion promoted a shared understanding of healthcare issues among board members, but also prompted senior managers to critically reflect on the causes and responses to healthcare underperformance.
These will be incredibly helpful for assisting boards to understand how to be effective for governing clinical care in the future.Using evidence from these sections, discuss whether there is effective governance at Dell in regard to (1) accurate financial reports and controls, (2) a critical appraisal of strategic action plans, (3) evaluation of the strategic leadership skills of the CEO, and (4) executive compensation.
Is there evidence of effective governance at Dell in regard to (1) accurate financial reports and controls, (2) a critical appraisal of strategic action plans, (3) evaluation of the strategic. leadership skills of the CEO, and (4) executive compensation?
PLACE THIS ORDER OR A SIMILAR ORDER WITH DELUXE PAPERS TODAY AND GET AN AMAZING DISCOUNT. 1 A duty to care?Evidence of the importance of organisational culture to effective governance and leadership A duty to care? Evidence of the importance of organisational culture.
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In the absence of a usable baseline survey, we exploit the discontinuity created by pilot cell boundaries as our identification strategy. In other words, we rely on cross-sectional data, sampled from a narrow band on both sides of the pilot cell borders to assess program impacts.
Effective Governance for Sustainable Development: 11 Principles to Put in Practice Photo by IISD/ENB. To that end, it would be important to define criteria and mechanisms for evaluating the strength of the evidence of impact, together with other experts, and ensure that practices are well defined and actionable in different contexts, while.