Governance Framework

Read alongside:

Clinical Governance Policy

Anti-Fraud, Bribery and Corruption Policy

Duty of Candour Policy

Incident Reporting and Investigation Policy

https://clinicalpartners.atlassian.net/wiki/spaces/CPEP/pages/1839924813/Internal+Complaints+Management+Policy+and+Procedure?search_id=3f1a0d07-6a6d-43dd-a5ab-e5b6eeac76af

Health & Safety Policy

Exclusion Criteria for Adults (anyone over 18)

Exclusion Criteria for Children

https://clinicalpartners.atlassian.net/wiki/spaces/CMS/pages/1839924123

1.0 Introduction

1.1 Our values underpin all that we do at Clinical Partners.

• We and our Partners must provide the level of quality, service, and effectiveness that we would want for our own families.

• We are always scrupulously honest in our dealing with everyone.

• We always treat our clients, our Partners, and our staff respectfully and fairly.

2.0 Purpose

2.1 Governance frameworks help organisations to continuously improve the quality of their services and safeguard standards of care by creating an environment in which excellence in clinical care will flourish. When considering what constitutes an effective framework it is often described as:

• clinical audit,

• risk management,

• evidence-based care and effectiveness,

• patient experience and involvement,

• learning effectiveness, education, training and continuing professional development,

• effective communication,

• resource management,

• strategic effectiveness.

2.2 It is doing the right thing, at the right time, by the right person, in the way the patient wishes, by an appropriately trained and resourced individual or team. That is what we are striving for at Clinical Partners.

2.3 Clinical Partners is committed to ensure that it is an organisation that is accountable for the actions of its staff, that it values its staff (appraises and develops them), minimises risks, and learns from good practice, and mistakes.

2.4 In order to achieve this we are developing systems and processes to assess and review our performance.

3.0 Scope

3.1 This framework should be read by all staff and clinicians working for Clinical Partners.

3.2 This framework should be read in conjunction with the policies listed above.

4.0 The main elements of our governance framework

4.1 In order to meet our commitments to our stakeholders any service we provide must be safe, effective, responsive, caring and well led. Our success is subject to both internal and external scrutiny and feedback.

Open

5.0 Well led

5.1 To operate effectively Clinical Partners operates a flat structure. Directors are directly involved with all aspects of the day-to-day management and strategic development of the company. Terms of reference exist for all meetings. All meetings are minuted with action logs completed and reviewed with regular reporting to the Board.

5.2 Clinical Partners Governance Structure supports regular and appropriate reporting to the Board.

Open

5.3 Management of resources be it materials, personnel, facilities, funds, and anything else that can be used for providing health care services is vital to ensuring we can provide the right care at the right time in the right place. The Commercial Director for Clinical Partners is responsible for the management of all resources and assets on behalf of the company.

5.4 An Anti-Fraud, Bribery and Corruption Policy is in place to further protect the company’s assets.

5.5 Clinical Partners has a remote workforce that brings with it risks and challenges. We are looking at new ways to communicate with our partners and staff. We already extensively use video conferencing, regular “All Staff” meetings and clinician communication emails.

5.6 As we develop and grow, we are aware of the need to effectively communicate changes, learning from events and feedback to our partners and staff. We have developed a communication plan, and this will be reviewed annually to ensure it remains appropriate and effective.

6.0 Safe

6.1 Risk management is about minimising risks to patients by:

• identifying what can and does go wrong during care

• understanding the factors that influence this

• learning lessons from any adverse events

• ensuring action is taken to prevent recurrence

• putting systems in place to reduce risks

6.2 At Clinical Partners we have policies and procedures in place to minimise risks to our patients and staff. We carry out risk assessments. We investigate when things go wrong, and we maintain a risk register.

6.3 Clinical Partners believe that staffing and staff management is vital to our ability to provide high-quality care. We need to have highly skilled staff, working in an efficient team and in a well-supported environment. We have robust procedures in place to ensure our staff our appropriately recruited, are qualified and trained for the work they do for us.

6.4 Data security is important to our business and Clinical Partners has invested in data security software and processes having achieved ISO 27001.

7.0 Effective

7.1 Clinical audit is a way that we can measure the quality of the care we offer. It allows us to compare our performance against a standard, policy or procedure or a key performance indicator to see how we are doing and identify opportunities for improvement. Changes can then be made, followed by further audits to see if these changes have been successful.

Open

7.2 Clinical Audit is part of Clinical Partners’ Improvement Programme. The programme ensures feedback from a variety of stakeholders is considered, themes and trends in feedback is assessed and action taken to prevent recurrence. Incidents are reviewed and lessons learned cascaded.

7.3 Clinical Partners believes care for patients should be based on good quality evidence from research.  We follow The National Institute for Health and Clinical Excellence (NICE) guidance in the care and treatment of our patients.

7.4 Our prescribing formulary is based on NICE guidance and regularly audited.

8.0 Responsive

8.1 Feedback from patients is captured and provides positive reinforcement of our values. We ask for feedback from patients and also use Trustpilot. Unsolicited feedback is always good to receive as an indication of how patients feel about our service.   

8.2 Complaints are regarded as a way of reviewing our service and as opportunities to lean and improve. We are registered with the ISCAS for third stage complaints.

8.3 We recognise our duty of candour when things go wrong and welcome the opportunity to work with people to put things right where we can and learn from the incident.

9.0 Caring

9.1 If Clinical Partners is to offer the highest quality care it is important that we work in partnership with our patients. This includes gaining a better understanding of the priorities and concerns of those who use our services by involving them in our work, including our care package development.

9.2 Our website has information on many conditions and provides patients with self-assessment documents. Our clinicians’ profiles are available for patients so they can choose the clinician that they feel comfortable with.

9.3 We often receive calls from people who are in crisis. Our teams are trained to listen and assess the situation. If it is felt that Clinical Partners cannot meet that individual's needs safely and effectively, they will be signposted to appropriate services. Where we have safeguarding disclosures at triage, we work hard to ensure that the patient and others at risk receive the care and support needed.

10.0 References

 ISCAS

https://iscas.cedr.com/patients/complaints-process/

CQC

https://www.cqc.org.uk/guidance-providers/healthcare/governance-management-healthcare-services

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Appendix = Group membership

Board of Directors

• Director, CEO and Registered Manager (Chair)

• Commercial Director

• Chief Medical Officer

• NED Legal

• NED IT

Senior Leadership Team

• CEO/Registered Manager (Chair)

• Commercial Director

• Chief Medical Officer

• Head of Private Triage

• Chief People Officer

• IT Director

• Head of NHS Operations

• Chief Finance Officer

• Chief Marketing Officer

• NHS Partnerships