scholarly journals An overview of clinical governance policies, practices and initiatives

2008 ◽  
Vol 32 (3) ◽  
pp. 381 ◽  
Author(s):  
Maureen E Robinson ◽  
Joanne F Travaglia ◽  
Jeffery Braithwaite
Keyword(s):  
Corporate Governance ◽  
Clinical Care ◽  
Clinical Governance ◽  
Clinical Level ◽  
Executive Group ◽  
Board Room

TO THE EDITOR: Braithwaite and Travaglia make some telling points in their article ?An overview of clinical governance policies, practices and initiatives?. 1 However, while they have identified many of the key components of clinical governance, they have underplayed the role that collaborations and partnerships have in ensuring the quality of clinical care. Braithwaite and Travaglia suggest that corporate governance is about what happens in the board room and clinical governance is what happens at the clinical level of the organisation. The governors (in some cases this is the Boards; sometimes, the executive group) and the clinicians are equally responsible for the quality of clinical care that is provided in the organisation. They have different roles and use different strategies, but for many initiatives they must combine forces. We should not see governance in hierarchical but in partnership terms.

Healthcare governance and the modernisation of the NHS: infection prevention and control

2002 ◽  
Vol 3 (5) ◽  
pp. 16-25 ◽  
Author(s):  
R Pratt ◽  
S Morgan ◽  
J Hughes ◽  
A Mulhall ◽  
C Fry ◽  
...  
Keyword(s):  
Corporate Governance ◽  
Prevention And Control ◽  
Infection Prevention ◽  
Clinical Care ◽  
Clinical Governance ◽  
Infection Prevention And Control ◽  
Healthcare Associated Infections ◽  
Healthcare Associated ◽  
And Control

Q uality is central to the government's programme for modernising the NHS and clinical quality is at the heart of this agenda. The recent introduction of corporate governance with controls assurance and clinical governance in the NHS has established a framework for providing such excellence in clinical care. Governance applies to all healthcare activities and provides an ideal opportunity for infection prevention and control practitioners to improve the quality of their service and reduce the risk of patients acquiring preventable healthcare-associated infections (HAI). This paper will discuss the introduction of governance in the NHS, describe the key principles of clinical governance and relate these to infection prevention and control.

Supporting and activating clinical governance development in Ireland: sharing our learning

2015 ◽  
Vol 29 (4) ◽  
pp. 455-481 ◽  
Author(s):  
Maureen A. Flynn ◽  
Thora Burgess ◽  
Philip Crowley
Keyword(s):  
Patient Safety ◽  
Clinical Care ◽  
Clinical Governance ◽  
Quality And Safety ◽  
Content Type ◽  
Governance Framework ◽  
Integrative Research ◽  
Action Project ◽  
Action Projects

Purpose – The purpose of this paper is to present a description of the Irish national clinical governance development initiative and an evaluation of the initiative with the purpose of sharing the learning and proposing actions to activate structures and processes for quality and safety. The Quality and Patient Safety Division of the Health Service Executive established the initiative to counterbalance a possible focus on finances during the economic crisis in Ireland and bring attention to the quality of clinical care. Design/methodology/approach – A clinical governance framework for quality in healthcare in Ireland was developed to clearly articulate the fundamentals of clinical governance. The project plan involved three overlapping phases. The first was designing resources for practice; the second testing the implementation of the national resources in practice; and the third phase focused on gathering feedback and learning. Findings – Staff responded positively to the clinical governance framework. At a time when there are a lot of demands (measurement and scrutiny) the health services leads and responds well to focused support as they improve the quality and safety of services. Promoting the use of the term “governance for quality and safety” assisted in gaining an understanding of the more traditional term “clinical governance”. The experience and outcome of the initiative informed the identification of 12 key learning points and a series of recommendations Research limitations/implications – The initial evaluation was conducted at 24 months so at this stage it is not possible to assess the broader impact of the clinical governance framework beyond the action project hospitals. Practical implications – The single most important obligation for any health system is patient safety and improving the quality of care. The easily accessible, practical resources assisted project teams to lead changes in structures and processes within their services. This paper describes the fundamentals of the clinical governance framework which might serve as a guide for more integrative research endeavours on governance for quality and safety. Originality/value – Experience was gained in both the development of national guidance and their practical use in targeted action projects activating structures and processes that are a prerequisite to delivering safe quality services.

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 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)

External Quality Assessment: an effective tool for Clinical Governance in Laboratory Medicine

2006 ◽  
Vol 44 (6) ◽  
Author(s):  
Laura Sciacovelli ◽  
Sandra Secchiero ◽  
Lorena Zardo ◽  
Martina Zaninotto ◽  
Mario Plebani
Keyword(s):  
Quality Assessment ◽  
External Quality Assessment ◽  
Clinical Care ◽  
Main Tool ◽  
Laboratory Medicine ◽  
Clinical Governance ◽  
Reference Ranges ◽  
External Quality ◽  
Method Performance

AbstractThe implementation of Clinical Governance will require a redefinition of duties and accountability as a prerequisite to develop and achieve an overall improvement in clinical care through a culture of assessment and monitoring of quality. External Quality Assessment Schemes (EQAS) are the main tool enabling laboratories to measure the quality of their results; they must carefully assess and monitor all elements contributing to the formulation of laboratory information (results, reference ranges/decisional levels, interpretative comments and diagnostic algorithms). There are different ways to design and manage a Scheme and EQAS coordinators are mainly responsible for its effectiveness. The present paper reports, as an example, some experiences of the Centre of Biomedical Research (CRB), which manages EQAS according to high quality specifications and laboratories' needs, that can reflect the Clinical Governance philosophy. Our findings show that EQAS are able to control all the above aspects and, if organisers are committed to fulfilling the responsibility and accountability principles, they will be of great value in quality assessment and in developing an External Quality Assurance Program (EQAP). This is an inter-laboratory comparison designed and conducted to assure the following: evaluation of participants' performance (by evaluating not only analytical performance, but also test interpretation, and advice for clinicians on laboratory requests and diagnosis); evaluation of method performance; and continuous education, training and help. The main aim of the activities of an EQAP in Laboratory Medicine is to sustain improvements in the quality of services provided by participating laboratories for the benefit of patients.

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).

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).

Gastroesophageal Reflux Disease: A Gastroenterologist's Perspective

2011 ◽  
Vol 21 (3) ◽  
pp. 89-99
Author(s):  
Michael F. Vaezi
Keyword(s):  
Gastroesophageal Reflux Disease ◽  
Gastroesophageal Reflux ◽  
Reflux Disease ◽  
Best Practice ◽  
Clinical Care ◽  
Diagnostic Testing ◽  
Diagnostic Tools ◽  
Swallowing Function ◽  
Atypical Symptoms

Gastroesophageal reflux disease (GERD) is a commonly diagnosed condition often associated with the typical symptoms of heartburn and regurgitation, although it may present with atypical symptoms such as chest pain, hoarseness, chronic cough, and asthma. In most cases, the patient's reduced quality of life drives clinical care and diagnostic testing. Because of its widespread impact on voice and swallowing function as well as its social implications, it is important that speech-language pathologists (SLPs) understand the nature of GERD and its consequences. The purpose of this article is to summarize the nature of GERD and GERD-related complications such as GERD-related peptic stricture, Barrett's esophagus and adenocarcinoma, and laryngeal manifestations of GERD from a gastroenterologist's perspective. It is critical that SLPs who work with a multidisciplinary team understand terminology, diagnostic tools, and treatment to ensure best practice.

Enriching AIS Courses With SOX Compliance Activities

2010 ◽  
Vol 5 (1) ◽  
pp. 1-24 ◽  
Author(s):  
Joann Segovia ◽  
Carol M. Jessup ◽  
Marsha Weber ◽  
Sheri Erickson
Keyword(s):  
Corporate Governance ◽  
Financial Reporting ◽  
Internal Controls ◽  
Accounting Profession ◽  
Investor Confidence ◽  
Reporting Requirements ◽  
Sarbanes Oxley ◽  
Audit Firms ◽  
Significant Change

A very significant change to the accounting profession occurred in 2002 when the Sarbanes-Oxley Act of 2002 (SOX) was enacted. This legislation had a significant impact on corporations and their audit firms. The objective was to improve corporate governance and its quality of financial reporting to improve investor confidence. This paper provides instructors with a background on SOX and suggests readings and activities that reflect the requirements of SOX as it relates to the AIS environment and the analysis of internal controls. These activities can strengthen students' understandings of how corporations respond to the various reporting requirements of this Act.

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