Making clinical governance work

Degeling, P.J.; Maxwell, S.; Iedema, R.; Hunter, D.J.

doi:10.1136/bmj.329.7467.679

Making clinical governance work

Degeling, P.J.; Maxwell, S.; Iedema, R.; Hunter, D.J.

Authors

P.J. Degeling

S. Maxwell

R. Iedema

D.J. Hunter

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.

Citation

Degeling, P., Maxwell, S., Iedema, R., & Hunter, D. (2004). Making clinical governance work. eBMJ (London), 329(7467), 679-681. https://doi.org/10.1136/bmj.329.7467.679

Journal Article Type	Article
Publication Date	Sep 1, 2004
Deposit Date	May 9, 2007
Publicly Available Date	Nov 10, 2009
Journal	British medical journal (Clinical research edition)
Electronic ISSN	1468-5833
Publisher	BMJ Publishing Group
Peer Reviewed	Peer Reviewed
Volume	329
Issue	7467
Pages	679-681
DOI	https://doi.org/10.1136/bmj.329.7467.679