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CG Introduction NHS

This document provides an overview of clinical governance in NHS Shetland. It discusses the origins and definitions of clinical governance, highlighting that it aims to continuously improve quality of care through frameworks that promote safety, effectiveness, patient-centeredness and accountability. The key building blocks that support clinical governance are also outlined, including leadership, communication, risk management and professional development. The document emphasizes that all staff play an important role in governance by focusing on high-quality patient care, learning from mistakes, and participating in quality improvement initiatives. NHS Shetland's role includes encouraging excellence, ensuring clear management systems, promoting a learning culture and linking to national standards.

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48 views

CG Introduction NHS

This document provides an overview of clinical governance in NHS Shetland. It discusses the origins and definitions of clinical governance, highlighting that it aims to continuously improve quality of care through frameworks that promote safety, effectiveness, patient-centeredness and accountability. The key building blocks that support clinical governance are also outlined, including leadership, communication, risk management and professional development. The document emphasizes that all staff play an important role in governance by focusing on high-quality patient care, learning from mistakes, and participating in quality improvement initiatives. NHS Shetland's role includes encouraging excellence, ensuring clear management systems, promoting a learning culture and linking to national standards.

Uploaded by

MukhlidahHanunSiregar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
You are on page 1/ 8

An Introduction to

Clinical Governance in
NHS Shetland
2
The Origins of Clinical Governance
In the United Kingdom as a whole the concept of clinical
governance was first publicised in the document The New
NHS: Modern, Dependable (Department of Health,
1997) this document set out the new Labour governments
10 year plan for the Health service.
In Scotland the Scottish Office Department of Health
indicated its intention to pursue the Clinical Governance
agenda in 1998 with the publication of MEL (1998) 75,
this document complemented the white paper Designed
to Care and highlighted the legal requirement for all
Trusts and Boards in Scotland to have in place systems of
Clinical Governance as well as guidance in how to set in
place such a framework. This framework was required to
be in place by April of 1999, which is effectively the
birthday of Clinical Governance.
3
The Building Blocks of Clinical Governance
(Adapted from Clinical Governance Model, National Clinical
Governance Support Team)
Leadership Communication
PatientInvolvement HighQualityData
Ownership
Safety/NoBlame/OpenandFairCulture
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4
What is Clinical Governance?
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
(A First Class Service Quality in the new NHS,
1998)
Definitions of Clinical Governance are often wordy and
come across to staff as political sound bites. As a result,
the real definition of Clinical Governance can be lost in
rhetoric. Clinical Governance can also be seen solely in the
terms of a legal requirement or political dictate. Perhaps
a simple but not glamorous definition of Clinical
Governance is:
The adoption of principles that lead to high quality
care for patients by a workforce who are motivated to
do this.
Some of the principles that define Clinical Governance
may be summarised as:
Ensuring that quality is placed at the heart of the
health care we provide.
Ensuring that we achieve the highest standards of care
possible.
Endeavouring to prevent mistakes and but not being
afraid to learn from those we do make.
5
Helping secure public confidence in our services.
Meeting our responsibilities as laid down by the
Scottish Executive and UK Government.
It is also useful to mention that Clinical Governance sits
alongside Corporate Governance and Staff Governance in
an approach to healthcare delivery that is summed up as
total quality management.
The Building Blocks of Clinical Governance
The diagram on page 3 provides a model for what are
generally accepted to be the components or elements of
Clinical Governance. The model is based around the
premise that it is the responsibility of all those employed
in healthcare to provide high quality care and to achieve
this goal certain things must be done and principles
adhered to. There are of course variations of this model
but the principles contained within are central to them all.
What Part Do I play in Clinical Governance?
You must remember that care should be always be
centred on the patient experience.
Remember that regardless of your job, grade or
seniority you must recognise your role and
responsibility in providing high quality care and sharing
good practice.
6
If you are a health care practitioner, you must remain
responsible for the quality of your own clinical practice.
Professional self-regulation remains an essential
element in the delivery of high quality patient services.
You can improve care using quality improvement
methods (e.g. Clinical Audit, patient surveys etc),
identifying aspects of care that need improvement,
making plans for improvement and monitoring the
outcome.
You should not be afraid to learn from your practice. If
youve done it well can you do it better? If you havent
done it quite so well, what went wrong and what can you
do next time to do it better.
You should become involved in the daily business of
Clinical Governance. Remember this doesnt just mean
involvement with the direct elements of what you do. It
includes taking an interest and becoming involved in Risk
Management and incident reporting, and, as well as
using the skills you have, helping others to develop.
What part does NHS Shetland Play?
Encouraging a culture of excellence, partnership and
accountability.
Ensuring there are clear management arrangements for
health care provided
7
Promoting a culture of learning - having systems in
place to deal with and learn from incidents and
complaints, and to identify and manage risks
Ensuring that all staff are appropriately qualified and
receive training and development in line with their
personal development plans
Celebrating success as well as looking to improve
Linking with National standards, internal and external
systems of accountability
Want to know more?
Online Free Clinical Governance Training Resources
The Learning to Improve website has been developed
jointly by NHS Quality Improvement Scotland and NHS
Education Scotland to provide an online programme of
learning and a training resource on clinical governance and
risk management. There are 6 learning units for use by
clinical governance or risk management staff, Non-
executive Directors, professional and support staff from
the NHS and other health organisations. "Learning to
Improve" can be found at:
www.clinicalgovernance.scot.nhs.uk
8
The Clinical Governance Support Team is here to
help. The Team office is in Breiwick House.
Kathleen Carolan: Asst. Director of Clinical
Services
EXT 3188
Janine Rochester: Patient Flow Manager
EXT 3680
Fiona Morgan: Clinical Audit Officer
EXT 3234
Heidi Andrews: Project Officer
EXT 3472
Colin Bell: Programme Manager (18 Weeks RtT
SPSP)
EXT 3486
Erwin Lai: Programme Manager (Mental Health
Collaborative, Long Term Conditions
Collaborative)
EXT 3485
OR E-MAIL US
[email protected]
Version5.1
ReviewedMarch 2010
NextReviewMarch2011

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