Clinical Governance Framework

Clinical Governance is everything we do as individuals and as a company to strive to achieve excellence in the services we provide.

The seven pillars of clinical governance include:-

  • Insurer, Employer and Employee engagement
  • Clinical effectiveness
  • Risk management
  • Education, training and continuing personal and professional development
  • Use of information to support clinical delivery
  • Staffing and staff management
  • Clinical audit

By ensuring the seven pillars of clinical governance are in place, effective clinical governance should enable:-
• Continuous improvement of services and care
• A commitment to quality and learning
• A reduction of the risk from errors and adverse events

Three principles underpinning our Clinical Governance Framework.

First principle: Clinical Governance is integral to and integrated in our activities.

All staff have a responsibility for not only ensuring the safety of the client’s in their day-to-day provision of services, but also seeking to improve the quality of services where they can within available resources. Clinical Governance is integrated into other key functions, for example recruitment, training and development, complaints management, risk management, quality improvement, performance management, information technology and communications.

Second principle: The company must have an open culture and ensure it is a learning team.

This means that within the team all new ideas are encouraged and incidents will be reported, investigated (where appropriate) and analysed so that the full causation is understood. We will take action to prevent similar events happening again and those involved will be supported and handled fairly and appropriately. We will endeavour to learn at every opportunity, from best practice, from others, from internal sources of information such as incidents, complaints, claims and clinical audits and to share our learning with others.

Third principle: We work collaboratively with our partners to improve and ensure high quality service delivery.

The increasing development of partnership based approaches to delivery services requires an emphasis on strong governance and performance management to ensure such arrangements deliver effective outcomes for injury claimants, employers and insurers.

Roles and Responsibilities

Clinical Governance is implemented within the company at three levels:-

Individual – Every member of staff has the responsibility and accountability for providing high quality services and for understanding the essential standards of quality and safety and how their services are compliant with these requirements.

Directorate – The Directorate have a responsibility for understanding their roles and working together by sharing information and knowledge throughout the company and supporting each other as part of everyday practice to provide high quality services. Team/services also have responsibility for the ongoing monitoring and maintenance of compliance with professional standards, cod of ethos and the standards of quality and safety.

Company – Assures high quality services are provided by implementing systems and processes to support individuals and teams.

Individuals – Clinical Governance is part of the practice every member of staff and not a separate function carried out on their behalf. Individuals are responsible for the quality of their own practice. They contribute to this by:-
• At least annually, as part of the performance review process, taking the opportunity to reflect on their practice and performance to understand how this could be changed/or improved.
• Developing individual objectives as part of a Personal Development Plan including practice, competence issues and the key essential standards of quality and safety.
• Reflecting on, and utilising the Consultants’ experience to improve practice.
• A commitment to maintaining a high quality of service by continual development of practice.
• Ensuring professional accountability and self-regulation.
• A commitment to continuing professional development and creating a learning culture.

Directorate leads are responsible for:-
• Supporting Consultants by being readily available, responding to their concerns and providing feedback on their performance.
• Ensuring regular and effective case supervision.
• Ensuring accountability arrangements and systems are in place within their Directorate, for example via the provision of supervision, appraisal, caseload management/review and continuing professional development.
• Ensuring all staff participate in training, notably mandatory training and training essential for the delivery of high quality services.
• Promoting a culture that supports learning and encourages reporting of concerns and incidents; having systems in place to deal with and learn from incidents, complaints, claims and clinical audits and to identify and manage risks.
• Ensuring all staff know what standards they and the service are expected to achieve.

It is the responsibility of Kate Meads, Director to ensure that the Clinical Governance Framework is adhered to at all levels of service delivery.

  

Members of

  • Vocational Rehabilitation Association
  • International Disability Management Standards Council
  • Health & Care Professions Council
  • Health & Care Professions Council
  • British Association of Brain University Case Managers
  • British Association of Brain University Case Managers