Clinical governance: the new NHS, new responsibilities?

Abstract

The declared aim of the White Paper 'The New NHS: Modern, Dependable' is to restructure the NHS so that it is based on 'partnership and driven by performance' (Department of Health (DoH), 1997). The key organizing principles are those of efficiency and excellence. Establishing a framework for clinical governance is seen as central to establishing 'an environment in which excellence in clinical care can flourish' (DoH, 1998). These new arrangements will apply to the the practice of all clinical professionals, including nurses. Clinical governance offers a new opportunity for the nursing profession to raise standards of practice without being hamstrung by issues of patient throughput and price, as was the case under the last government. However, it also presents a challenge to the frameworks within which nursing has traditionally operated. In addition, clinical governance brings with it the potential for more direct involvement of non-clinicians in professional practice.

`Doing things right', or `doing the right things'? Call centre migrations and dimensions of knowledge

“…For example when the New South Wales Government Department of Community Services in Australia established its call centre 'Helpline' in 2000, its aim was to transform the child protection service into a 'contemporary and professional organization' (New South Wales Parliament Legislative Council, 2002: 7). Similarly in 1997 the British Government's White Paper, The New NHS: Modern, Dependable, heralded the restructuring of the NHS around the expressed need for 'partnership' and 'performance' (Crinson, 1999). Part of this process involved the introduction of 24-hour nursing advice lines and, by 2000, 22 call centres had been established throughout the UK (Gabe et al, 2005).…”

Children's nursing and interprofessional collaboration: challenges and opportunities

“…Interprofessional working is perceived as one of the ways to get the new NHS working `as one' in order to achieve an `integrated care system' that will improve the delivery of services. Achievement of these goals is dependent on co‐operation replacing competition, and focusing professional responsibility on meeting the increasing complexity of patient care (Crinson, 1999). It marks a departure from historical ways of working that could be described as uni‐professional, where the activities of professions are confined within their own discipline, and multiprofessional, where professions recognize that other disciplines have an important contribution to make to care delivery.…”

Information Point: Sure Start (see pg. 306)

“…(Gillam & Irvine, 2000) Interprofessional working is perceived as one of the ways to get the new NHS working 'as one' in order to achieve an 'integrated care system' that will improve the delivery of services. Achievement of these goals is dependent on co-operation replacing competition, and focusing professional responsibility on meeting the increasing complexity of patient care (Crinson, 1999). It marks a departure from historical ways of working that could be described as uni-professional, where the activities of professions are confined within their own discipline, and multiprofessional, where professions recognize that other disciplines have an important contribution to make to care delivery.…”