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Showing results for tags 'Clinical governance'.
Found 100 results
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Content Article
In this interview, Lesley Andrews reflects on her role as Head of Governance for the Cromwell Hospital in South West London. Lesley tells us how patient safety is central to her work and why culture, data and leadership are key to improving outcomes. -
Content Article
RightCare Pathway: Falls and Fragility Fractures
Claire Cox posted an article in Patient management
The Falls and Fragility Fractures Pathway defines the core components of an optimal service for people who have suffered a fall or are at risk of falls and fragility fractures.The Falls and Fragility Fractures Pathway has been developed in collaboration with the National Clinical Director for Musculoskeletal Services, Peter Kay, Public Health England (PHE), the National Osteoporosis Society (NOS) and a range of other stakeholders from across the health and care system. The pathway defines the key interlocking components for an optimal system for prevention and management and the priority higher value interventions that systems should focus on to address variation, improve outcomes, reduce cost and contribute toward a sustainable NHS. -
Content ArticleA report on the investigation into the death of Elizabeth Dixon and a series of recommendations in respect of the failures in the care she received from the NHS.
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Content ArticleMany mental health service providers around England are meeting complex challenges with exceptional innovation, energy and creativity. NHS Improvement has drawn on this experience, skill and expertise to develop a national model to support continuous improvement in service delivery. This practical resource offers experience from those that have travelled the journey already, in the hope of supporting and encouraging other mental health trusts or any healthcare provider wishing to improve its services. Chapter 7 looks specifically at safety, clinical audit and clinical governance. It shows that a structured approach to improvement supported by an open and just culture can make safer ways of working part of an organisation’s DNA. It recognises that organisations also need robust and transparent governance to keep services safe during major change.
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Content ArticleJunior doctors can find the process of doing an audit helpful in gaining an understanding of the healthcare process—Andrea Benjamin, BMJ's clinical editor, explains how to do one.
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Content ArticleThe National Institute for Health and Care Excellence (NICE) is a non-departmental public body that provides national guidance and advice to improve health and social care in England. This manual explains the processes and methods used to develop and update NICE guidelines.
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Content ArticleClinical governance is the system 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 clinical excellence will flourish. Clinical governance encompasses quality assurance, quality improvement and risk and incident management. These guidelines cover responsibilities, programme standards and performance monitoring, quality assurance, quality improvement, and risk and incident management.
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Content ArticleClinical audit is a quality improvement process that seeks to improve patient care and outcomes through systematic review of care against explicit criteria and the implementation of change. Aspects of the structure, processes, and outcomes of care are selected and systematically evaluated against explicit criteria. Where indicated, changes are implemented at an individual, team, or service level and further monitoring is used to confirm improvement in healthcare delivery. This book is written primarily for staff leading clinical audit and clinical governance projects and programmes in the NHS. It should also prove useful to many other people involved in audit projects, large or small and in primary or secondary care.
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Content ArticleHow many of you know the full history of duty of candour in healthcare in the UK? It was Will Powell who, after the tragic death of his son Robbie, brought to light that there was none. Even today we only have an institutional duty of candour in place, leaving clinicians with the right to lie as no specific law exists to prevent this.
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Content ArticleThis study from Clay-Williams et al., published in the International Journal for Quality in Healthcare, aimed to explore the associations between the organisation-level quality arrangements, improvement and implementation and department-level safety culture and leadership measures across 32 large Australian hospitals. The authors found that the influence of organisation-level quality management systems on clinician safety culture and leadership varied depending on the hospital department, suggesting that whilst there was some consistency on patient safety attitudes and behaviours throughout the organizations, there were also other factors at play.
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Content ArticleThis NHS Improvement document provides trusts consolidating their pathology services with guidance on the clinical governance structure of the consolidated pathology network.
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Content ArticleClinical governance was the centrepiece of an NHS white paper introduced soon after the Labour government came into office in the late 1990s. The white paper provides the framework to support local NHS organisations as they implement the statutory duty of quality, which was placed on them through the 1990 NHS act. Clinical governance provides the opportunity to understand and learn to develop the fundamental components required to facilitate the delivery of quality care—a no blame, questioning, learning culture, excellent leadership, and an ethos where staff are valued and supported as they form partnerships with patients. These elements have perhaps previously been regarded as too intangible to take seriously or attempt to improve. Clinical governance demands the re-examination of traditional roles and boundaries—between health professions, between doctor and patient, and between managers and clinicians—and provides the means to show the public that the NHS will not tolerate less than best practice. In 1998 Scally and Donaldson set out the vision of clinical governance: “A framework through which NHS organisations are accountable for continually improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish.” In this paper, Aidan Halligan and Liam Dolandson take the story forward. Two years on, how is clinical governance faring in the NHS, and, with the advent of the national plan for the NHS,4 how is it being developed in practical terms?
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Content ArticleClinical governance is an umbrella term. It covers activities that help sustain and improve high standards of patient care. Nursing staff may already be familiar with some of these activities, quality and safety improvement, for example. What is different is the effort to bind these activities together and make them more effective. Healthcare organisations now have a duty to the communities they serve for maintaining the quality and safety of care. Whatever structures, systems and processes an organisation puts in place, it must be able to show evidence that standards are upheld. The Royal College of Nursing (RCN) aims to promote a better understanding of clinical governance with this web resource. It wants to help those working within the nursing family to become more involved with local and national quality improvement projects. The resource describes services and support available from the RCN and these match to five key themes of clinical governance. It also shows where to find support from other agencies.
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Content ArticleA lack of medical engagement is known to represent a significant barrier to quality improvement within NHS England. In the context of clinical audit, securing medical engagement is critical to its long-term success because it helps to facilitate organisational learning so that the same errors are not subsequently repeated by others. By fostering open cultures medical engagement can help doctors to re-frame error as a learning opportunity. By engaging doctors in this process, clinical audit goes beyond being a tool of quality control by providing a vehicle for continuous improvement in standards of diagnostic reporting. This study from Ross, Hubert and Wong identified the barriers and facilitators of doctors’ engagement with clinical audit and explores how and why these factors influenced doctors’ decisions to engage with the NHS National Clinical Audit Programme. The study documents performance feedback as a key facilitator of medical engagement with clinical audit. It found that medical engagement with clinical audit was associated with reduced levels of professional anxiety and higher levels of perceived self-efficacy.
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Content ArticleThe NHS Leadership Academy recognises the crucial importance of effective, engaged, accountable board leadership and has commissioned this refreshed edition of ‘The Healthy NHS Board 2013 - Principles for Good Governance’. This guidance supports the NHS Leadership Academy’s mission to develop outstanding leadership in health in order to improve people’s health and their experience of the NHS.
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Content ArticleThe Quality and Patient Safety Team in West Norfolk Clinical Commissioning Group (CCG) works to ensure that safe, effective and high quality health services are commissioned and delivered for its population. The team works to promote a culture of openness and transparency where mistakes are learnt from and where a culture of service improvement is influenced across the health and social care community. This is their quality strategy for 2018-2021.
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Content Article
NHS Constitution for England (updated 2015)
PatientSafetyLearning Team posted an article in Good practice
The principles and values of the NHS in England, and information on how to make a complaint about NHS services. -
Content ArticleThe National Guidance on Learning from Deaths was published by the National Quality Board in March 2017 to initiate a standardised approach, ensuring that learning from a review of the care provided to patients who die should be integral to a provider’s clinical governance and quality improvement work. To fulfil the standards and new reporting, this policy identifies and highlights: The Trust’s governance arrangements. The Trust’s processes on reporting, reviewing and investigation of deaths, including those deaths that are determined more likely than not to have resulted from problems in care. The Trust’s processes, to share and act upon any learning derived from these processes.
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Content ArticleThe Care Quality Commission (CGC) is the independent regulator of health and adult social care in England. They make sure that health and social care services provide people with safe, effective, compassionate, high-quality care and encourage care services to improve. Independent acute hospitals play an important role in delivering healthcare services in England, providing a range of services, including surgery, diagnostics and medical care. As the independent regulator, the CQC, hold all providers of healthcare to the same standards, regardless of how they are funded.
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Content Article
What is the National Institute for Health and Care Excellence (NICE)?
Claire Cox posted an article in NICE
The National Institute for Health and Care Excellence (NICE) provides national guidance and advice to improve health and social care. -
Content ArticleReport from NHS Resolution highlighting the need for the NHS to involve users of care services and staff in safety investigations. It draws on NHS Resolution’s unique dataset to explore best practice in response to incidents resulting from claims from across the system.
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Content ArticleThe Care Quality Commission is the independent regulator of health and adult social care in England. We make sure that health and social care services provide people with safe, effective, compassionate, high quality care and we encourage care services to improve. Their role: They register health and adult social care providers. They monitor and inspect services to see whether they are safe, effective, caring, responsive and well-led, and we publish what we find, including quality ratings. They use our legal powers to take action where we identify poor care. They speak independently, publishing regional and national views of the major quality issues in health and social care, and encouraging improvement by highlighting good practice.
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Content Article
How does the NHS in England work? An alternative guide (2017)
Claire Cox posted an article in Health care
This animation by The Kings fund, presents a whistle-stop tour of how the NHS works in 2017 and how it is changing. -
Content ArticleThe creation of a national network of medical examiners (MEs) was recommended in the Shipman inquiry and was alluded to in the Mid-Staffordshire and Morecambe Bay public inquiries. The Parliamentary Under-Secretary of State for Health, Lord O’Shaughnessy, confirmed in October 2017 that a national system of medical examiners will be introduced from April 2019. The ME reforms set out in the 2009 Coroners Act will be implemented nationally in two phases. By April 2019, NHS trusts should set up non-statutory schemes, based upon the national pilots (particularly in Leicester, Sheffield and Gloucester), funded in part from cremation form fees, in preparation for the commencement of a statutory scheme in 2020/21. A National Medical Examiner will be appointed, reporting directly to the National Director of Patient Safety.
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Content Article"The inestimable, magnificent, Will Powell speaking on Radio Ombudsman about the long struggle to discover the truth about his son's death and the subsequent failure of accountability mechanisms" - Rob Behrens, Parliamentary and Health Service Ombudsman UK, Vice-President IOI Europe, Visiting Professor UCL. MCFC.
