Clinical governance: its origins and its foundations

Nicholls, S.; Cullen, Ron; O’Neill, Sheila; Halligan, Aidan

doi:10.1108/14777270010734055

Cited by 55 publications

(44 citation statements)

References 11 publications

(13 reference statements)

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“…Therefore, it could be said that CG, through making a real partnership between patients, professionals and healthcare providers, offers a chance to hospitals to re-set and find their ways to move out of a constant condition towards a new and "patient-centered" culture. A culture in which there is a dynamic learning and development and questions are raised in the spirit of "trustworthy curiosity" (16)(17)(18). Concept of CG demands us to consider three following dimensions:…”

Section: Introductionmentioning

confidence: 99%

Hospitals’ readiness to implement clinical governance

Fardazar

Safari

Habibi

et al. 2014

Int J Health Policy Manag

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Background: Quality of health services is one of the most important factors for delivery of these services. Regarding the importance and vital role of quality in the health sector, a concept known as "Clinical Governance" (CG) has been introduced into the health area which aims to enhance quality of health services. Thus, this study aimed to assess private and public hospitals' readiness to implement CG in Iran. Methods: This descriptive and cross-sectional study was carried out in 2012. Four hundred thirty participants including doctors, nurses, diagnostic departments personnel, and support staff were chosen randomly from four hospitals (equally divided into private and public hospitals). Clinical Governance Climate Questionnaire (CGCQ) was used for data collection. Finally, data were entered into the SPSS 18 and were analyzed using statistical methods. Results: Among the CG dimensions, "organizational learning" and "planned and integrated quality improvement program" scored the highest and the lowest respectively for both types of hospitals. Hospitals demonstrated the worst condition with regard to the latter dimension. Furthermore, both types of hospitals had positive picture regarding "training and development opportunities". Private hospitals scored better than public ones in all dimensions but there was only a significant difference in "proactive risk management" dimension between both types of hospitals (P< 0.05). Conclusion: Hospitals' readiness for CG implementation was "average or weak". In order to implement CG successfully, it is essential to have a quality-centered culture, a culture specified by less paperwork, more selfsufficiency, and flexibility in hospitals' affairs as well as centring on shared vision and goals with an emphasis on continuous improvement and innovation.

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Section: Introductionmentioning

confidence: 99%

Hospitals’ readiness to implement clinical governance

Fardazar

Safari

Habibi

et al. 2014

Int J Health Policy Manag

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“…There is also the challenge of incorporating the clinical management as a dimension of management in health organizations and the understanding that the initiatives aimed at improving the quality of care need to be integrated and conducted at the organizational level [21][22][23][24][25][26][27] . Therefore, this article aims to present an experience of implementing CG for AMI care in a public hospital in Rio de Janeiro, focusing on the strategies employed and the assistance-related results produced.…”

mentioning

confidence: 99%

Implementando diretrizes clínicas na atenção ao infarto agudo do miocárdio em uma emergência pública

Escosteguy

Teixeira

Portela

et al. 2011

Arq. Bras. Cardiol.

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“…2,[18][19][20][21][22][23] Some critics demurred, suggesting this was a fad, a "new label for old ingredients", more top-down managerialism, that clinical governance was more conceptual than useful, or that it would require more of a culture change to implement than had been suggested by its proponents. [24][25][26][27][28] Supportive literature outweighs criticisms by a considerable margin.…”

Section: What Is Clinical Governance and How Has It Been Endorsed By mentioning

confidence: 99%

An overview of clinical governance policies, practices and initiatives

Braithwaite

Travaglia

2008

Aust. Health Review

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Objective: To map the emergence of, and define, clinical governance; to discuss current best practices, and to explore the implications of these for boards of directors and executives wishing to promote a clinical governance approach in their health services.Methods: Review and analysis of the published and grey literature on clinical governance from 1966 to 2006. Medline and CINAHL databases, key journals and websites were systematically searched.Results: Central issues were identified in the literature as key to effective clinical governance. These include: ensuring that links are made between health services' clinical and corporate governance; the use of clinical governance to promote quality and safety through a focus on quality assurance and continuous improvement; the creation of clinical governance structures to improve safety and quality and manage risk and performance; the development of strategies to ensure the effective exchange of data, knowledge and expertise; and the sponsoring of a patientcentred approach to service delivery. Conclusions:A comprehensive approach to clinical governance necessarily includes the active participation of boards and executives in sponsoring and promoting clinical governance as a quality and safety strategy. Although this is still a relatively WHILE CLINICAL GOVERNANCE is a relatively recent idea, there are nevertheless more than 1000 articles, several books and a range of chapters and monographs dealing with the topic. In order to be comprehensive, we conducted a thorough review of the clinical governance literature from 1966 to 2006 using the Medline and Cumulative Index to Nursing and Allied Health Literature (CINAHL) databases and available grey literature. We provide both a description and an analysis of clinical governance in the context of Australian and international health care. A broader analysis of the literature is available elsewhere. 1 Our aims in this paper are normative. We seek to stipulate what clinical governance is, to discuss what the best clinical governance practices are and canvass the role of boards of directors and executives (ie, the collective groups with responsibility for organisational performance) in sponsoring a clinical governance approach in their health sector organisations.

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Clinical governance: its origins and its foundations

Cited by 55 publications

References 11 publications

Hospitals’ readiness to implement clinical governance

Hospitals’ readiness to implement clinical governance

Implementando diretrizes clínicas na atenção ao infarto agudo do miocárdio em uma emergência pública

An overview of clinical governance policies, practices and initiatives

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