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Good Governance Handbook
reflect the system’s designed purpose. They build on the nine principles we published in 2012, and which we have tested and found robust in our work with boards and governing bodies. In this edition of the handbook we offer an additional principle that we feel helps distinguish good governance: competence.
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A survey of practice Board Assurance Frameworks (BAFs)
www.good-governance.org.uk4 Good Governance GoodGovernanceInstitute Institute Executive Summary ‘The BAF is broken. It is no longer fit for purpose yet is a formal requirement of good board practice
Clinical audit: A simple guide for NHS Boards & partners
www.good-governance.org.ukrecognised as an effective mechanism for improving the quality of care patients receive as a whole. It offers a crucial component of the drive to improve quality. Boards have not always done enough in the past to measure quality; now they must do so, and clinical audit provides a mechanism for this.
Good Governance Institute
www.good-governance.org.ukThe key trigger is likely to be a failure in patient safety or continuity of care but the problem could be a waste of resources, capacity, fraud or incompetence. ... for instance between acute and ambulance or health and social care or housing when ... (Healthy Board 2013) describes a key role for the board as ensuring
Complaints handling in NHS organisations - Good Governance
www.good-governance.org.ukThe principles set out by the Parliamentary and Health Service Ombudsman aim to support public bodies, including NHS organisations, in the delivery of best practice complaints handling. The six principles for good complaint handling practice are as follows: 1. NHS Digital, Data on written complaints (September 2016) 2. Ibid 3.
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