Supporting and activating clinical governance development in Ireland: sharing our learning

Flynn, Maureen; Burgess, Thora; Crowley, Philip

doi:10.1108/jhom-03-2014-0046

Cited by 9 publications

(11 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In our Delphi study, there was only one element on which the panel did not reach a consensus: that mutual learning moves CG beyond current methods for quality improvement. This finding to an extent reflects the literature in which there are distinct perspectives on whether learning is an essential element of CG,27 and might be explained by the perception that mutual learning does not distinguish CG from other quality improvement methods.…”

Section: Discussionsupporting

confidence: 79%

“…In another study, on the operationalisations of CG across various countries, learning was mentioned as an essential element of CG in five of the 13 included reports 27. In our Delphi study, there was only one element on which the panel did not reach a consensus: that mutual learning moves CG beyond current methods for quality improvement.…”

Section: Discussionmentioning

confidence: 71%

“…In an international comparison of CG operationalisations (involving Australia, Italy, New Zealand, Ireland and the UK), some CG dimensions were fairly universal, whereas others, such as clinical audits, quality assurance and accountability, were less often seen as essential CG aspects 27. We argue that this variation in the extent to which certain aspects are perceived as essential to CG might be a consequence of how healthcare is organised nationally.…”

Section: Discussionmentioning

confidence: 78%

“…We see this as a concern since patient involvement is central to high-quality healthcare, and a lack of positive attitudes towards patient involvement poses a barrier towards their involvement in decisions about their care 1213 20 27 We would therefore encourage policymakers and future research to focus on strategies to improve patient involvement.…”

Section: Discussionmentioning

confidence: 99%

See 3 more Smart Citations

Rethinking clinical governance: healthcare professionals’ views: a Delphi study

et al. 2017

View full text Add to dashboard Cite

ObjectiveAlthough the guiding principle of clinical governance states that healthcare professionals are the leading contributors to quality and safety in healthcare, little is known about what healthcare professionals perceive as important for clinical governance. The aim of this study is to clarify this by exploring healthcare professionals' views on clinical governance.DesignBased on a literature search, a list of 99 elements related to clinical governance was constructed. This list was refined, extended and restricted during a three-round Delphi study.Setting and participantsThe panel of experts was formed of 24 healthcare professionals from an academic hospital that is seen as a leader in terms of its clinical governance expertise in the Netherlands.Main outcome measuresRated importance of each element on a four-point scale.ResultsThe 50 elements that the panel perceived as most important related to adopting a bottom-up approach to clinical governance, ownership, teamwork, learning from mistakes and feedback. The panel did not reach a consensus concerning elements that referred to patient involvement. Elements that referred to a managerial approach to clinical governance and standardisation of work were rejected by the panel.ConclusionsIn the views of the panel of experts, clinical governance is a practice-based, value-driven approach that has the goal of delivering the highest possible quality care and ensuring the safety of patients. Bottom-up approaches and effective teamwork are seen as crucial for high quality and safe healthcare. Striving for high quality and safe healthcare is underpinned by continuous learning, shared responsibility and good relationships and collaboration between healthcare professionals, managers and patients.

show abstract

Section: Discussionsupporting

confidence: 79%

Section: Discussionmentioning

confidence: 71%

Section: Discussionmentioning

confidence: 78%

Section: Discussionmentioning

confidence: 99%

See 2 more Smart Citations

Rethinking clinical governance: healthcare professionals’ views: a Delphi study

et al. 2017

View full text Add to dashboard Cite

show abstract

“…Generally, clinical governance is seen as a mechanism through which managers and clinicians can work together cooperatively Brault et al, 2015;O'Connor and Paton, 2008). The process of implementing clinical governance involves transforming an organisation's systems and culture so that clinicians and management take joint responsibility and accountability for the quality of clinical care, the safety of patients and the financial management of the organisation (Brault et al, 2015;Flynn et al, 2014).…”

mentioning

confidence: 99%

Implementing a new governance model

Stanley-Clarke

Sanders

Munford

2016

Journal of Health Organization and Management

View full text Add to dashboard Cite

Purpose - The purpose of this paper is to discuss the lessons learnt from the process of implementing a new model of governance within Living Well, a New Zealand statutory mental health agency. Design/methodology/approach - It presents the findings from an organisational case study that involved qualitative interviews, meeting observations and document analysis. Archetype theory provided the analytical framework for the research enabling an analysis of both the formal structures and informal value systems that influenced the implementation of the governance model. Findings - The research found that the move to a new governance model did not proceed as planned. It highlighted the importance of staff commitment, the complexity of adopting a new philosophical approach and the undue influence of key personalities as key determining factors in the implementation process. The findings suggest that planners and managers within statutory mental health agencies need to consider the implications of any proposed governance change on existing roles and relationships, thinking strategically about how to secure professional commitment to change. Practical implications - There are ongoing pressures within statutory mental health agencies to improve the efficiency and effectiveness of organisational structures and systems. This paper has implications for how planners and managers think about the process of implementing new governance models within the statutory mental health environment in order to increase the likelihood of sustaining and embedding new approaches to service delivery. Originality/value - The paper presents insights into the process of implementing new governance models within a statutory mental health agency in New Zealand that has relevance for other jurisdictions.

show abstract