scholarly journals Clinical governance in practice

1999 ◽  
Vol 5 (6) ◽  
pp. 399-404 ◽  
Author(s):  
Femi Oyebode ◽  
Nick Brown ◽  
Elizabeth Parry
Keyword(s):  
National Health Service ◽  
Health Service ◽  
National Health ◽  
Clinical Care ◽  
Clinical Governance ◽  
Standards Of Care ◽  
Department Of Health ◽  
The Government ◽  
High Standards

Clinical governance is defined by the government as:“a framework through which [National Health Service (NHS)] organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish'’ (emphasis not in original) (Department of Health (DOH), 1998).

Involvement of patients in Clinical Governance

2006 ◽  
Vol 44 (6) ◽  
Author(s):  
Danielle B. Freedman
Keyword(s):  
National Health Service ◽  
Health Service ◽  
National Health ◽  
Patient Involvement ◽  
Clinical Care ◽  
Clinical Governance ◽  
High Standards ◽  
The Uk

AbstractClinical Governance is a framework through which the National Health Service (NHS) organisations in the UK are accountable for continuously improving the quality of their services and safeguarding high standards by creating an environment in which excellence in clinical care will flourish. The NHS has moved on from being an organisation that simply delivered services to people, to being a service that is totally patient-led and responds to their needs and wishes. There are numerous national drivers and initiatives for patient involvement, including the

scholarly journals Patient choice in forensic settings: managing requests for change of consultant

2007 ◽  
Vol 31 (12) ◽  
pp. 443-446 ◽  
Author(s):  
Caroline Jacob ◽  
Eluned Dorkins ◽  
Helen Smith
Keyword(s):  
National Health Service ◽  
Health Service ◽  
National Health ◽  
Patient Choice ◽  
Department Of Health ◽  
The Government

The National Health Service (NHS) is undergoing extensive modernisation. Central to this process is the move away from a professional-led health service to a patient-centred system, which offers patients the ‘power’ to make decisions about their healthcare. In 2003, the government announced their plans for ‘patient choice’ within the NHS (Department of Health, 2003).

scholarly journals Clinical governance in the asylum

2002 ◽  
Vol 26 (11) ◽  
pp. 430-432
Author(s):  
Paul Wolfson ◽  
Carol Paton ◽  
Peter Jarrett
Keyword(s):  
Clinical Care ◽  
Clinical Governance ◽  
Standards Of Care ◽  
Quality Of Services ◽  
Department Of Health

Clinical governance was introduced in 1998: ‘a framework through which NHS organisations are accountable for constantly improving the quality of services and safeguarding standards of care by creating an environment in which excellence in clinical care can flourish’. (Department of Health, 1997)

scholarly journals Clinical governance and continuing professional development

1999 ◽  
Vol 5 (3) ◽  
pp. 233-239 ◽  
Author(s):  
John Wattis ◽  
Peter McGinnis
Keyword(s):  
Professional Development ◽  
Clinical Care ◽  
Continuing Professional Development ◽  
Clinical Governance ◽  
Standards Of Care ◽  
High Standards

Clinical governance can be defined as: “a framework through which NHS organisations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish” (NHS Executive, 1998).

Using Continuous Quality Improvement to Implement a Clinical Governance Framework in Amental Health Service

2005 ◽  
Vol 13 (3) ◽  
pp. 241-246 ◽  
Author(s):  
Dinesh Arya ◽  
Tom Callaly
Keyword(s):  
Quality Improvement ◽  
Health Service ◽  
Continuous Quality Improvement ◽  
Clinical Governance ◽  
Standards Of Care ◽  
Learning From Experience ◽  
Governance Framework ◽  
Continuous Quality ◽  
High Standards

Objectives: To outline the principles of continuous quality improvement that can be utilized to develop a clinical governance framework in a mental health service. Conclusions: The term clinical governance is used to describe the framework through which health organizations are accountable for continuously improving the quality of their services and safeguarding high standards of care. Implementing a clinical governance framework requires clear leadership, particularly clinical leadership, the development of structures and processes to facilitate communication and the development of systems for monitoring and evaluating services. Effective implementation can be supported by the development of an open culture that promotes organizational learning from experience and supporting innovation.

scholarly journals Local initiatives in clinical effectiveness

2000 ◽  
Vol 6 (5) ◽  
pp. 373-379 ◽  
Author(s):  
Robert Kehoe
Keyword(s):  
Professional Development ◽  
National Health Service ◽  
Health Service ◽  
National Health ◽  
Secondary Care ◽  
Continuing Professional Development ◽  
Clinical Effectiveness ◽  
Clinical Governance ◽  
Local Initiatives

With the arrival of clinical governance, psychiatrists working for the National Health Service (NHS) can no longer work in isolation, and commitment to both clinical effectiveness and continuing professional development (CPD) is expected and likely to become mandatory. Clinical governance gives clinical effectiveness a high priority within NHS organisations, both at primary and secondary care levels, together with clearer lines of accountability.

scholarly journals Specialist personality disorder services in England: a case for managed clinical networks?

2005 ◽  
Vol 29 (10) ◽  
pp. 365-368 ◽  
Author(s):  
Kingsley Norton ◽  
Julian Lousada ◽  
Kevin Healy
Keyword(s):  
Mental Health ◽  
National Health Service ◽  
Personality Disorder ◽  
Health Service ◽  
Personality Disorders ◽  
National Health ◽  
Clinical Networks ◽  
Department Of Health ◽  
Specialist Services

Following the publication by the National Institute for Mental Health in England (NIMHE) of Personality Disorder: No Longer A Diagnosis of Exclusion (National Institute for Mental Health in England, 2003), it is perhaps surprising that so soon after there have been threats to the survival of some of the small number of existing specialist personality disorder services to which it refers. Indeed, one of the few in-patient units specialising in such disorders (Webb House in Crewe) closed in July 2004. Such closures or threats argue for closer collaboration in planning between the relevant secondary and tertiary services and also between the Department of Health, the NIMHE and local National Health Service commissioners. Not safeguarding existing tertiary specialist services, at a time of increasing awareness of the needs of patients with personality disorders, may be short-sighted.

Competition and compromise in negotiating the new governance of medical performance: the clinical governance and revalidation policies in the UK

2009 ◽  
Vol 4 (3) ◽  
pp. 283-303 ◽  
Author(s):  
LAURA FENTON ◽  
BRIAN SALTER
Keyword(s):  
National Health Service ◽  
Health Service ◽  
Institutional Context ◽  
Clinical Governance ◽  
New Governance ◽  
Clinical Standards ◽  
High Profile ◽  
Chain Of Command ◽  
The Government ◽  
The Uk

AbstractThis article explores the development of two policies for the governance of medical performance in the UK: the Department of Health's (DH) clinical governance policy and the medical profession's revalidation policy. After discussing the institutional context in which each of these policies emerged, we examine how and why they were constructed. While the clinical governance policy was in large part a swift reaction to high-profile cases of medical misconduct in the late 1990s, revalidation was the profession's response to the politicisation of its self-regulatory apparatus. The profession took notably longer than the DH to piece together its policy as a result of internal disagreements about the role clinical standards should play in the evaluation of a doctor's fitness to practice. Following the Fifth Report of the Shipman Inquiry in late 2004, the government stepped in and eventually introduced legislation that modifies the profession's policy. With clinical governance, the state – via arms-length regulatory organisations – has entered the clinic in new ways, strengthening hierarchy-based forms of governance in the governance of medical performance. However, the success of hierarchical forms of governance is likely to be restricted by the lack of a clear system of sanctioning and the state's reliance on a lengthy chain of command in the National Health Service for the implementation of clinical standards.

scholarly journals A closer look at how managerial support can help improve patient experience: Insights from the UK’s National Health Service

2020 ◽  
pp. 001872672093883
Author(s):  
Chidiebere Ogbonnaya ◽  
Mayowa T Babalola
Keyword(s):  
National Health Service ◽  
Health Service ◽  
Patient Experience ◽  
National Health ◽  
Organizational Support ◽  
Quality Of Healthcare ◽  
Perceived Supervisor Support ◽  
Managerial Support

Recent debates in healthcare have emphasized the need for more respectful and responsive services that meet patients’ preferences. These debates centre on patient experience, one of the most critical factors for measuring healthcare performance. In exploring the relevance of patient experience key questions need answers: what can managers or supervisors do to help improve the quality of healthcare? What is the role of employees? Addressing these questions, this study examines whether perceived supervisor support (PSS) promotes patient experience through a serial mediation involving perceived organizational support (POS), and positive employee outcomes such as engagement, involvement and advocacy. Using two-wave data from the British National Health Service, we show that PSS is strongly associated with POS, which in turn improves engagement, involvement and advocacy among employees. PSS also has a positive indirect influence on patient experience through POS and advocacy; but the indirect paths involving engagement and involvement are not supported. We offer useful guidance on how healthcare employers can support employees towards improving the quality of services rendered to patients.

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