Clinical governance development: learning from the New Zealand experience

Abstract

The development of clinical governance in New Zealand has been pivotal to the country's health policy since 2009. Some of the key findings from one component of a national assessment project, which involved interviews with health professionals and managers at 19 of the country's 20 district health boards, are reviewed here. Key lessons for clinical governance are that: clinical governance needs to be clearly defined; it requires robust management-clinical partnerships along with a multi-layered developmental strategy and investment in training; and it also requires organisational arrangements such as a clinical board. The New Zealand emphasis on clinical governance has been positive for health professionals but, at this stage, it is not possible to assess its broader impact.

Conflicts Between Managerial and Medical Authorities and Their Impacts on Hospitals: Applied Study on Aljouf HospitalsAljouf Hospitals

“…In other words, participants lack the exposure of having other persons to be hospital managers rather than doctors. This is in line with previous studies that reported the need for qualified persons in the top management positions [20,[22][23][24][25]. Regarding the question "What are the most important qualities that must be available in the director of the hospital?"…”

“…Copy@ Bander Khalid Al Rayes studies are in consistency with our results and confirm the need of qualified personnel for hospital management, rather than doctors [20,[22][23][24][25]. These studies have put focus on qualifying persons to be good leaders including doctors.…”

The importance of clinical leadership in the hospital setting

“…For example, in New Zealand medical schools are working to provide leadership training in their undergraduate medical curriculum. 56 In Australia, training programs are available to hospital medical registrars in teaching hospitals. 57 Opportunities for allied health professionals to engage in clinical leadership development programs offer similar opportunities for capacity building in leadership, especially in postgraduate training.…”

The theory and practice of integrative health care governance

“…First, to be highly competent and well-trained clinicians. Second, and very importantly, to act as stewards of the health care system with an unwavering focus on improvement and patient safety (Gauld, 2014a;Scally and Donaldson, 1998). This is as health professionals have consistent first-hand exposure to how the system functions and are best placed to lead change and encourage their peers to engage in this.…”