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Title: Establishing role clarity in clinical governance for members of boards in Irish healthcare.
Author: Boyd, Mary
Awarding Body: Queen's University of Belfast
Current Institution: Queen's University Belfast
Date of Award: 2008
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This study examines role clarity in clinical governance. The hypothesis is that there is a lack of role clarity in clinical governance in Irish healthcare and that hospital boards can do much to remedy this. A mixed methods methodology uses secondary analysis of nine inquiries, primary analysis of qualitative semi-structured interviews with experts, and primary analysis of a short quantitative questionnaire. The literature of clinical governance is critically reviewed. Role clarity in clinical governance is defined for the first time as an element in clinical governance. Eleven experts provide deep insights into the extent of this complex nuanced issue. its causes and possible remedies, the impact of training and development. and the clinical governance role of boards. More clarity in roles improves clinical and board governance. Conclusions are that the structure in all acute care hospitals should be more similar so that personnel moving about the health system will orientate qUickly and safely. The multiplicity of terms for posts must be reduced. Everyone should be accountable to the hospital CEO, the CEO accountable to the board, and the board accountable to the Health Service Executive CEO. Teams must have objectives. composition: and boundaries. A performance culture is needed and corporate responsibility for performance must be taken at individual, ward and department level. Job descriptions require review every year. Generic job specifications and job descriptions must be available in a job description database on all HSE staff. The CEO should be accountable to the board for role clarity under a range of headings. Role clarity has not been defined before nor identified as an important determinant of good healthcare. Here it is identified as the fourth most important issue in healthcare and the seventh element of clinical governance. These findings will inform human resource strategy and policy in healthcare. Supplied by The British Library - 'The world's knowledge'
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available