Hostname: page-component-7c8c6479df-7qhmt Total loading time: 0 Render date: 2024-03-28T20:00:11.055Z Has data issue: false hasContentIssue false

Clinical governance in mental health services

1. a chief executive's perspective

Published online by Cambridge University Press:  02 January 2018

Peter Kennedy*
Affiliation:
York Health Services NHS Trust, Bootham Park, York YO30 7BY
Rights & Permissions [Opens in a new window]

Extract

Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.

This is one of three articles describing how one National Health Service (NHS) trust is tackling clinical governance. The first is by the trust chief executive, the ‘accountable officer’ in the White Paper The New NHS (Department of Health, 1997). The second is by the trust's director of research and development whose responsibilities include assisting clinical directorates to carry out an annual programme of improvements in clinical effectiveness. The third paper is by the mental health lead clinician’ for clinical governance.

Type
Review Articles
Creative Commons
Creative Common License - CCCreative Common License - BY
This is an Open Access article, distributed under the terms of the Creative Commons Attribution (CC-BY) license (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted re-use, distribution, and reproduction in any medium, provided the original work is properly cited.
Copyright
Copyright © 1999 Royal College of Psychiatrists

References

Department of Health (1997) The New NHS: Modern, Dependable. Cmnd 3807. London: The Stationery Office.Google Scholar
Firth-Cozens, H. (1993) Stress performance and medical mistakes. In Medical Accidents. Oxford: Oxford University Press.Google Scholar
Submit a response

eLetters

No eLetters have been published for this article.