Clinical governance – the turn of continuous improvement?

Abstract

Purpose

To provide an overview of a model for clinical governance in the National Health Service that incorporates continuous improvement and innovation as a core theme.

Design/methodology/approach

The paper considers the core functions of clinical governance and how these are related to established structures and roles within the modern NHS. A case study approach is used to describe the implementation of a theoretical model in a large teaching NHS Trust.

Findings

A clinical governance cycle is described that comprises three functional domains: accountability, assurance, and innovation. For each domain there is a definable outcome and a key role. Critical success factors for implementation of the model are described.

Originality/value

This paper introduces a new model for clinical governance that focuses on continuous improvement. The paper will be of particular interest to managers and lead clinicians responsible for the development of robust systems for clinical governance and modernisation in the NHS.

Citation

Peak, M., Burke, R., Ryan, S., Wratten, K., Turnock, R. and Vellenoweth, C. (2005), "Clinical governance – the turn of continuous improvement?", Clinical Governance: An International Journal, Vol. 10 No. 2, pp. 98-105. https://doi.org/10.1108/14777270510594272