Clinical Governance

Introduction

Clinical Governance is a system for improving clinical practice. It was outlined by the Government in 1998 as a tool for improving standards in the NHS. Although the process is what good medical managers had always done, the new system had two advantages: it brought together disparate elements of medical management, creating coherence; and it formalised the process, creating accountability. Since Clinical Governance is increasingly being seen as the path to medical enlightenment, Corporate Health Ltd adopts its processes as far as they apply to the private occupational health sector. The elements of Clinical Governance and the measures which will be undertaken are described below. The Medical Director of Corporate Health Ltd is responsible for Clinical Governance within the company.

Education & Training

Corporate Health Ltd ensures that all its directly employed and contract professionals meet the internal and external Continuing Professional Development (CPD) and registration requirements of their respective professional bodies. Full time employees have the full CPD requirements funded; part-time employees have funding provided pro rata. Contract, sessional staff are responsible for making their own arrangements. The Corporate Health Ltd networks of doctors and other health professionals are required to provide annual evidence of appropriate CPD and current registration to practise.

Clinical Audit

Clinical audit is a process to improve the quality of clinical care. Clinical performance is reviewed, measured, amended and then measured again to confirm improvement. Clinical audit is undertaken when appropriate in the Physiotherapy Department and in the Medical Centre. Audit of practice and procedure is also undertaken in the Occupational Health Department and in the Medical Suite.

Clinical Effectiveness

Clinical effectiveness is essentially a cost-benefit analysis of a particular clinical intervention. In Corporate Health Ltd, clinical effectiveness is ensured by the development and use of guidelines and protocols.

Risk Management

Risks to Patients. Risks to patients are minimised by strict compliance with statutory regulations (e.g. COSHH regulations, Data Protection Act 1998, Disability Discrimination Act 1995, Medicines Control Agency licences and indemnity insurance) and with guidelines on registration and appraisal of practitioners. Risks to patients are also reduced by maintenance of standards and by critical event audit.
Risks to Employers. Risks to employers are minimised by ensuring that practitioners are appropriately licensed and indemnified and by retaining medical notes for the statutory period of time. The use of appropriately trained and experienced occupational health practitioners will help to reduce employers’ risks of breaching disability discrimination or health and safety at work legislation. In addition, careful protection of the patients’ medical confidentiality by Corporate Health Ltd will protect the employer from breach of the Data Protection Act 1998.
Risks to Corporate Health Ltd. The risks to the organisation are limited by ensuring the recruitment of only high quality employees, by assiduous investigation of formal complaints by the Operations Manager and amendment of practices where necessary. Informal scrutiny of areas for improvement arises during contract review meetings with customers of Corporate Health Ltd.

Research & Development

There is limited opportunity for research in Corporate Health Ltd. However, critical review of the literature is used to develop and improve treatment guidelines and practice protocols.

Openness

The process of Clinical Governance is scrutinised at Corporate Health Ltd management meetings and reported to Council of Management meetings.

Alternatively fill out our online enquiry form: