Clinical Governance in Healthcare презентация

occasions.

India
Jordan Specialty Hospital
Helios Kliniken, Germany
Sick Kids, Canada
Salford Royal Foundation Trust, UK
...followed by four round-table discussions with more of the world’s leading organisations

University Hospital Birmingham, UK
King's College Hospital, UK
Changi General Hospital, Singapore
Intermountain Healthcare, USA
The General Medical Council UK

A global perspective on clinical governance – we brought together 43 global healthcare leaders from 12 countries

Lausanne

Boston

Sydney

Amsterdam

to make these outcomes best in class
Systematically preventing avoidable harm to patients

“More hand-offs, more errors”

Even at seemingly low error rates per step, processes with multiple steps have unacceptably high error rates.

Source: System changes to improve patient safety, Nolan, T W., British Medical Journal, 320, 771-3, 2000

“Being in control ”

“Being in control ”

outcomes are not uniformly measured; responsibility is poorly-defined

Attention to quality is becoming more systemic; progress depends on systems, not individuals; measurement of outcomes is common but not standard

Key outcomes routinely reported; blame-free learning approach; a culture intolerant of breaking basic rules; clear individual responsibility & accountability

Probably only required in the most high-risk environments: ICU, theatres, A&E

PHASE:

in most health care providers – financial and operational on one hand, clinical value for the patient on the other

to use them, even the best metrics are of little value

quality governance in providers

Care Quality Commission – the UK quality regulator

Setting standards of quality and safety
Monitoring, inspecting and reporting publicly on performance
In-depth investigations looking at care across the whole system.

The Care Quality Commission – the UK quality regulator

guidelines, and measured outcomes. They made dramatic
and continuous improvements:

with measurement: state-of-the-art dashboards, process and outcome measures, many of which in real time.

Quality and safety

Productivity and efficiency

Financial performance

They also seek to benchmark themselves internationally, to learn from best practice around the world.

requests for measurement – which they often feel measure the wrong things – and their own internal drive for excellence

carers and communities

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