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 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).

scholarly journals Variation in clinical care associated with weekend admission and discharge in psychiatric in-patient units: retrospective case-note review

BJPsych Open ◽  
2020 ◽  
Vol 6 (5) ◽  
Author(s):  
Ryan Williams ◽  
Lorna Farquharson ◽  
Ellen Rhodes ◽  
Mary Dang ◽  
Natasha Lindsay ◽  
...  
Keyword(s):  
Quality Of Care ◽  
Psychiatric Hospital ◽  
Depressive Disorders ◽  
Clinical Care ◽  
Case Note ◽  
Weekend Effect ◽  
Standards Of Care ◽  
Retrospective Case ◽  
Case Note Review

Background Questions have been raised regarding differences in the standards of care that patients receive when they are admitted to or discharged from in-patient units at weekends. Aims To compare the quality of care received by patients with anxiety and depressive disorders who were admitted to or discharged from psychiatric hospital at weekends with those admitted or discharged during the ‘working week’. Method Retrospective case-note review of 3795 admissions to in-patient psychiatric wards in England. Quality of care received by people with depressive or anxiety disorders was compared using multivariable regression analyses. Results In total, 795 (20.9%) patients were admitted at weekends and 157 (4.8%) were discharged at weekends. There were minimal differences in quality of care between those admitted at weekends and those admitted during the week. Patients discharged at weekends were less likely to be given sufficient notification (48 h) in advance of being discharged (OR = 0.55, 95% CI 0.39–0.78), to have a crisis plan in place (OR = 0.65, 95% CI 0.46–0.92) or to be given medication to take home (OR = 0.45, 95% CI 0.30–0.66). They were also less likely to have been assessed using a validated outcome measure (OR = 0.70, 95% CI 0.50–0.97). Conclusions There is no evidence of a ‘weekend effect’ for patients admitted to psychiatric hospital at weekends, but the quality of care offered to those who were discharged at weekends was relatively poor, highlighting the need for improvement in this area.

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.

Obstacles to the Implementation of Antiemetic Guidelines

2009 ◽  
Vol 7 (5) ◽  
pp. 601-605 ◽  
Author(s):  
Steven M. Grunberg
Keyword(s):  
Physician Behavior ◽  
Clinical Care ◽  
Guideline Implementation ◽  
Scientific Basis ◽  
Physician Education ◽  
Standards Of Care ◽  
Minimal Impact ◽  
Antiemetic Guidelines ◽  
The Relationship

Although guidelines help physicians deliver high quality clinical care, they will have minimal impact unless familiarity and adherence are achieved. Although nausea and vomiting are highly feared toxicities of chemotherapy that markedly decrease patient quality of life, modifications in physician behavior and improvements in standards of care, particularly in terms of preventing delayed emesis, have been slow. Variations in format, goals, physician education, and institutional education may all affect guideline implementation and state-of-the-art care. The relationship between these factors and the scientific basis of antiemetic guidelines must be considered to achieve optimal results and compliance.

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

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.

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 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.

Disparities in Diabetes Self-management Education for Uninsured and Underinsured Adults

2011 ◽  
Vol 37 (6) ◽  
pp. 813-819 ◽  
Author(s):  
Kathy Shaw ◽  
Maureen Killeen ◽  
Erin Sullivan ◽  
Patricia Bowman
Keyword(s):  
Health Care ◽  
Health Care Providers ◽  
Management Education ◽  
Clinical Care ◽  
Self Management ◽  
Standards Of Care ◽  
Care Providers ◽  
Limited Availability ◽  
Increased Risk

Purpose To examine accessibility, availability, and quality of diabetes self-management education (DSME) for uninsured adults or those utilizing Medicaid in a community with a high poverty rate. Methods A descriptive needs assessment was conducted in 8 health care agencies serving the uninsured. Face-to-face audiotaped interviews were conducted with 22 health care providers, educators, and administrators to capture descriptive characteristics about clinical care, DSME, continuity of care, and organizational function. Results Twenty-nine percent of adults with diabetes were reported to be uninsured or utilizing Medicaid in these settings. Only 4% of adults received the American Diabetes Association’s DSME standards of care. At 5 agencies, there was no direct access to DSME. Uninsured individuals had access to 2 programs; individuals utilizing Medicaid had access to 1 program. Certified diabetes educators were available at only 3 agencies. There were DSME programs that adhered to recommended guidelines but limited availability for these adults. The majority of education (86%) was limited to clinical encounters with providers, which were infrequent and variable in duration. Time spent on education ranged from 2 to 120 minutes depending on agency type. Education topics addressed by providers varied by agency. Conclusions Findings of this study suggest that adults who are utilizing Medicaid or are uninsured do not get the amount, type, or quality of DSME needed to sustain successful self-management. Limited availability and inadequate access to quality DSME place vulnerable adults at increased risk for devastating and costly complications despite the known benefits.

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