The healthy NHS board principles for good governance
Publication details: Leeds Foresight Partnership 2013Online resources: Summary: <div><span style="font-size: 8pt;">In this edition, the fundamental principles for good governance originally described in ‘The Healthy NHS Board’ remain but have been enriched by a review of the considerable body of new research and guidance that has been published over the past three years. </span></div><div><span style="font-size: 8pt;">Wide-ranging health reform has produced a significantly changed organisational landscape and the guide also responds to these changes in organisational roles, relationships and accountabilities. Boards are leading NHS organisations in an enormously demanding environment. The long-predicted impact of demographic change and the substantial growth in long term conditions is now upon us. Severe constraints on resources and the drive to improve efficiency, whilst protecting quality, are a daily challenge for health and social care providers alike. NHS leaders are increasingly aware that high quality, safe, sustainable healthcare depends on boards and organisations that are capable of building and maintaining mature, sophisticated partnerships across a complex, multi-faceted local health and social care economy. And although we know that the boards and staff of most NHS organisations demonstrate daily their deep commitment to providing effective, safe, compassionate care, instances of appalling failure have provided very painful lessons and have undermined public trust. </span></div><div><span style="font-size: 8pt;"><br /></span></div><div><div><span style="font-size: 8pt;">The refreshed guide shines an even brighter light than previously on the critical role that the board plays in shaping and exemplifying an organisational culture that is open, accountable and compassionate and puts patients first. Crucially, it identifies a key role for the board to play in prioritising the development of a people strategy that truly hears, supports and nurtures all staff and enables and rewards a culture of innovation and improvement. Finally it offers new insights to boards as they ensure that the organisation builds transparent, accountable relationships and partnerships with patients and the public as well as with key partners and stakeholders. The value of robust, accountable, engaged and transparent governance has never been greater and we therefore warmly commend this resource to all boards as they seek to meet the challenges that lie ahead.</span></div></div>| Item type | Home library | Class number | Status | Date due | Barcode | |
|---|---|---|---|---|---|---|
| Book | Ferriman information and Library Service (North Middlesex) Shelves | WX 150 NCL (Browse shelf(Opens below)) | Available |
Browsing Ferriman information and Library Service (North Middlesex) shelves, Shelving location: Shelves Close shelf browser (Hides shelf browser)
Monograph
54 p.
<div><span style="font-size: 8pt;">In this edition, the fundamental principles for good governance originally described in ‘The Healthy NHS Board’ remain but have been enriched by a review of the considerable body of new research and guidance that has been published over the past three years.&nbsp;</span></div><div><span style="font-size: 8pt;">Wide-ranging health reform has produced a significantly changed organisational landscape and the guide also responds to these changes in organisational roles, relationships and accountabilities. Boards are leading NHS organisations in an enormously demanding environment. The long-predicted impact of demographic change and the substantial growth in long term conditions is now upon us. Severe constraints on resources and the drive to improve efficiency, whilst protecting quality, are a daily challenge for health and social care providers alike. NHS leaders are increasingly aware that high quality, safe, sustainable healthcare depends on boards and organisations that are capable of building and maintaining mature, sophisticated partnerships across a complex, multi-faceted local health and social care economy. And although we know that the boards and staff of most NHS organisations demonstrate daily their deep commitment to providing effective, safe, compassionate care, instances of appalling failure have provided very painful lessons and have undermined public trust.&nbsp;</span></div><div><span style="font-size: 8pt;"><br /></span></div><div><div><span style="font-size: 8pt;">The refreshed guide shines an even brighter light than previously on the critical role that the board plays in shaping and exemplifying an organisational culture that is open, accountable and compassionate and puts patients first. Crucially, it identifies a key role for the board to play in prioritising the development of a people strategy that truly hears, supports and nurtures all staff and enables and rewards a culture of innovation and improvement. Finally it offers new insights to boards as they ensure that the organisation builds transparent, accountable relationships and partnerships with patients and the public as well as with key partners and stakeholders. The value of robust, accountable, engaged and transparent governance has never been greater and we therefore warmly commend this resource to all boards as they seek to meet the challenges that lie ahead.</span></div></div>
There are no comments on this title.