Clinical Governance

Topics: Health care, Nursing, Health care provider Pages: 16 (5861 words) Published: December 18, 2012
IN THE CONTEXT OF THE PRESENT POLITICAL AND SOCIAL CLIMATE, CRITICALLY EXAMINE HOW HEALTH CARE ORGANISATIONS CAN ACCOUNT TO THE PUBLIC FOR THE QUALITY OF CARE DELIVERED INTRODUCTION
The concept of Clinical Governance was dated back when the Labour government came into office in the1990s. The Labour government introduced a National Health Service White Paper to support the National Health Service (NHS) programme. In addition, an internal market was also introduced to improve the quality of care. However, quality of care in the NHS was not explicitly defined. There were variations, lapses and failures in quality of care. For example, findings from Bristol Royal Infirmary Inquiry (2001) where 23 deaths of cardiac surgical paediatric patients occurred were noted as variations in the clinical practices. The Royal Liverpool Children’s Inquiry (Redfern et al 2001) also encountered similar variations in clinical practices. The above cases caused enormous political and public concerns and upheavals which ultimately resulted in significant erosion in the level of confidence in the NHS. The government then decided to make changes in the NHS by focusing on improvement in the quality of care. Thus, the concept of Clinical governance was initiated (Briane 2006).

The initiative of clinical governance was based on the improvement of quality of care at all levels and also to address the issues of poor performance. These initiatives will minimise risk and in still some confidence in patients and the public about the services provided by health care organisations. Donaldson and Scally (1998) explained clinical governance as a vehicle through which NHS organisations take responsibility for continuously monitoring and improving the quality of services and protecting the high standard of care. In effect, clinical governance creates an environment that is conducive for clinical care improvements. The key components of clinical governance which intended to be the framework of quality in NHS includes the following: Risk management, poor performance, coherence, quality methods, culture and infrastructure. Royal College of Nursing (2007) added that clinical governance integrates all the various activities that focus on patient care and embraces the standards of improving high quality of care. It integrates activities which involves team working, improving communication and quality of information as well as reducing patient risks. The question of “Quality of Care” is a key issue that leads to the development of clinical governance. Clinical Governance embraces quality of care, and duty of care at all levels, and this requires changes in the various settings in clinical areas and health care organisations (Currie, Clare, & Scrivener 2004). The purpose of this essay is to examine the extent and effects of good practices that will facilitate quality service delivery to the public by health-care organisations, and a gist of how the present political and social issues have affected healthcare. In addition, the essay will discuss some policies of clinical governance and also cover how effective leadership can create a healthy work environment to determine a patient centred care. Finally, it will evaluate how quality assurance mechanisms adopted by organisations improve practice. POLITICAL AND SOCIAL ISSUES AFFECTING PROVISION OF HEALTHCARE The recent UK financial crises have caused the government to reduce funding and spending in the public sector with the exception of international development. The National Health Service have been consistently funded for many years, however this trend is about to change. The NHS budget is scheduled to be reduced between 2011 and 2014 so as to make projected savings of £15 – 20billion (Department of Health 2009). This will put more pressure on health workers and restrict investments in new development. However the need to improved standard of care remains the...

References: Aluntas, S., and Baykal, U., (2009). Relationship between nurses’organizational trust level and their organizational citizenship behaviours, Journal of Nursing Scholarship 42 (2), pp. 186-194.
Arthur, H., Boddington, R., Dave, C., Salter, D., and Mellor, S., (2006). Team resource management and patient safety. British Journal of Clinical Governance. 11 (1), pp. 58-68.
Arya, D., and Callaly, T., (2005). Using continuous quality improvement to implement a clinical governance framework in mental health service, Australasian Psychiatry. 13 (3), pp. 241-245.
Benbow, M., (2006). Clinical governance and accountability in wound care management, Journal of Community Nursing 21 (2), pp. 20-24.
Bond, P., and Paniagua, H., (2009) Understanding the law and accountability, Practice Nursing. 20 (8), pp.406-408.
Braine, M.E., (2006). Clinical governance: applying theory to practice, Nursing Standard. 20 (20), pp.56-65.
Bristol Royal Infirmary Inquiry, (2001) The inquiry into the management of care of children receiving complex heart surgery at the Bristol royal Infirmary 1984-1995. London: Stationery Office [CM 5207].
Byrnes, J., and Fifer, J., (2010). Moving quality and cost to the top of hospital agenda. Healthcare Financial Management. 64 (8) pp. 64.
Chambers, R., Boath, E., and Rodgers, D., eds. (2007). Clinical Effectiveness and Clinical Governance Made Easy. Abingdon: Radcliffe Publishing Ltd.
Cooper, E., (2009). Creating a culture of professional Development: A milestone pathway tool for registered nurse, The Journal of Continuing Education in Nursing. 40 (11), pp. 501-507.
Crawford, M.J., Rutter, D., Manley, C., Weaver, T., Bhui, K., Fulop, N., and Tyrer, P., (2002). Systematic review of involving patients in the planning and development of health care, British Medical Journal. 325 (1263), pp. 1-5.
Currie, L., Morrell. C., and Scrivener. R., (2004). Clinical Governance: quality at centre of services, British Journal of Midwifery. 12 (5), pp. 330-334.
Dackert, I., (2010). The impact of team climate for innovation well-being and stress in elderly care, Journal of Nursing Management. 18, pp 302-310.
Department of Health, (1999). Continuing Professional Development: Quality in the new NHS. London: Stationery Office [16158]
Department of Health, (2001).Investment and reform for NHS staff: Taking forward the NHS Plan
Department of health, (2000). The NHS Plan: A Plan for Investment, a Plan for Reform. London: Stationery Office
Department of Health, (2003)
Department of Health, (2009). NHS 2010 – 2015: From good to great. Preventative, people-centred, productive. London: Stationery Office [CM7775]
Dougherty, l., and Lister, S (eds) (2007)
Gould, D., Drey, N., and Berridge, EJ., (2006) Nurses’ experiences of continuing professional development, Nurse Education Today. 27, pp. 602-609.
Health and Social Act, (2001). Scrutiny of Health service provision patient and public involvement and independent advocacy. London: Stationery Office.
Hewison, A., (2010). Feeling the cold: Implication for nurse managers arising from financial pressures in health care in England, Journal of Nursing Management. 18, pp. 520-525.
Hughes, R., (2010). Doing more with less: Implications of the recession for health care, British Journal of Neuroscience. 6 (3), pp.134-137.
Kane-Urrabazo, C., (2006). Management’s role in shaping organisational culture. Journal of Nursing Management 14 pp. 188-194.
Leonard, M., Graham, S., and Bonacum, D., (2004). The human factor: the critical importance of effective communication in providing safe care, Qual Saf Health Care. 13 , pp. 85-90.
Morgan, B., (2010). What are the characteristics of a Leader? Canadian Association of Critical Care nursing. 21 (1), pp.17-19.
Mrayyan, M.T., (2004). Nurses’ autonomy: influence of nurse managers’ actions. Journal of Advance Nursing. 45 (3), pp.326-336.
Nursing and Midwifery Council, (2008).,The Code: Standards of conduct, performance and ethics for nurse and midwives.
Redfern, M., Keeling JW., and Powell, E., (2001) The Royal Liverpool Children’s Inquiry
Rose, J., Ahuja,K.A., and Jones, C., (2006). Attitudes of direct care staff towards external professional, team climate psychological wellbeing. Journal of Intellectual Disabilities. 10 (2) pp. 105-120.
Rowe,J., (2000). Accountability: A foundamental component of nursing practice. British Journal of Nursing 9 (9) pp. 549-552.
Royal College of Nursing, (2007)., Clinical Governance: An RCN Resource guide. London
Scally, G., and Donaldson, L.J., (1998)
Scottish Executive, (2001). Patient focus and public involvement. Edinburgh:HMSO
Shields, M.A., and Ward, M., (2001)
Simpson, E.L., and House, A.O., (2002). Involving users in delivery and evaluation of mental health services: systematic review, British Medical Journal. 325 (1265), pp. 1-5.
Weston, M.J., (2010) Strategies for enhancing autonomy and control over nursing practise. Journal of Issues in Nursing [Online] 15 (January) Available from:http://www.medscape/viewarticle723410_2 [accessed 2nd December 2010].
Wilkinson, J.E., Rushmer, R.K., and Davis, H.T.O., (2004) clinical governance and learning organisation, Journal of Nursing Management. 12 (105-113).
Wilson, JO., and Tingle, J., (1999). Clinical Risk Modification: A route to clinical governance. Edinburgh: Butterworth-Heinemann.
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • Essay on Good Governance
  • Bad Governance Essay
  • Essay on Clinical Governance Improving the Continuing Education of Nurses
  • Governance Essay
  • corporate governance Research Paper
  • Clinical Governance and Patient Safety Essay
  • Corporate Governance Essay
  • Transparency in Corporate Governance Essay

Become a StudyMode Member

Sign Up - It's Free