1. Introduction
2. What is Governance
3. Systems and Processes
4. The Board and its committees
4.1. Risk Management
4.2. Assurance
4.3. Review of EHT Board Assurance Framework (BAF)
4.4. Clinical and non clinical components of integrated Governance
5 Partnership Governance
6 Conclusion
Appendices
Appendix 1 – Key Governance reports
Appendix 2 – Trust Board and the organisational objectives for EHT
Introduction
The modern NHS Board was established with the first NHS trust in 1991, introducing the concept of corporate responsibility whereby executive and non-executive directors shared responsibility for the Board’s decisions. NHS boards have a duty to ensure that their organisation delivers healthcare within a system of effective controls and the government’s objectives for the NHS. Chief executives are personally accountable for the quality of clinical care provided by their trusts.
Traditionally governance responsibilities have developed through a number of strands all evolving separately, Integrated Governance is a means to create greater focus, capacity and capability for Boards. By adopting the four characteristic of effective boards, it allows directors to work more corporately as a team, to challenge Board agendas, deliver objectives and to govern effectively.
All Boards need systems of reporting and monitoring that keep them informed of the progress of their objectives, the development and assessment of risks and issues that threaten the achievement of these. In essence Boards need to assure themselves that the trust is well managed, providing safe and appropriate care and is a place where patients would want to be treated.
Since April 2009, the single regulator for Health and Social care for all health services has be the Care Quality Commission. The move to new registration standards and the need to publish care quality accounts will mean that trusts have to review what assurances... [continues]
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