Making clinical governance work

Degeling, PJ; Maxwell, S; Iedema, RA; Hunter, DJ

Making clinical governance work

Degeling, PJ Maxwell, S Iedema, RA Hunter, DJ

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Publisher:: B M J Publishing Group
Publication Type:: Journal Article
Citation:: British Medical Journal, 2004, 329 (18), pp. 679 - 681
Issue Date:: 2004-01

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Field	Value	Language
dc.contributor.author	Degeling, PJ	en_US
dc.contributor.author	Maxwell, S	en_US
dc.contributor.author	Iedema, RA	en_US
dc.contributor.author	Hunter, DJ	en_US
dc.date.issued	2004-01	en_US
dc.identifier.citation	British Medical Journal, 2004, 329 (18), pp. 679 - 681	en_US
dc.identifier.issn	0959-535X	en_US
dc.identifier.uri	http://hdl.handle.net/10453/9733
dc.description.abstract	Clinical governance has been described as "by far the most high-profile vehicle for securing culture change in the new NHS."1 However, the government's past preoccupation with delivery and top down performance management has undermined its developmental potential.2 To be effective, clinical governance should reach every level of a healthcare organisation. It requires structures and processes that integrate financial control, service performance, and clinical quality in ways that will engage clinicians and generate service improvements.3 We strongly endorse this view. Because clinicians are at the core of clinical work, they must be at the heart of clinical governance. Recognition of this fact by clinicians, managers, and policy makers is central to re-establishing "responsible autonomy" as a foundation principle in the performance and organisation of clinical work. We look at problems with the prevailing model of clinical governance and describe an alternative approach.	en_US
dc.publisher	B M J Publishing Group	en_US
dc.relation.ispartof	British Medical Journal	en_US
dc.relation.isbasedon	10.1136/bmj.329.7467.679	en_US
dc.subject.classification	General & Internal Medicine	en_US
dc.title	Making clinical governance work	en_US
dc.type	Journal Article
utslib.citation.volume	18	en_US
utslib.citation.volume	329	en_US
utslib.for	1117 Public Health and Health Services	en_US
utslib.for	1103 Clinical Sciences	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences
utslib.copyright.status	open_access
pubs.consider-herdc	false	en_US
pubs.issue	18	en_US
pubs.volume	329	en_US

Abstract:

Clinical governance has been described as "by far the most high-profile vehicle for securing culture change in the new NHS."1 However, the government's past preoccupation with delivery and top down performance management has undermined its developmental potential.2 To be effective, clinical governance should reach every level of a healthcare organisation. It requires structures and processes that integrate financial control, service performance, and clinical quality in ways that will engage clinicians and generate service improvements.3 We strongly endorse this view. Because clinicians are at the core of clinical work, they must be at the heart of clinical governance. Recognition of this fact by clinicians, managers, and policy makers is central to re-establishing "responsible autonomy" as a foundation principle in the performance and organisation of clinical work. We look at problems with the prevailing model of clinical governance and describe an alternative approach.

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http://hdl.handle.net/10453/9733