{"id":9084,"date":"2025-04-01T13:14:00","date_gmt":"2025-04-01T12:14:00","guid":{"rendered":"https:\/\/www.rldatix.com\/en-uki\/?p=9084"},"modified":"2026-04-07T14:42:26","modified_gmt":"2026-04-07T13:42:26","slug":"transforming-clinical-governance-a-collaborative-and-coordinated-approach-to-patient-safety","status":"publish","type":"post","link":"https:\/\/www.rldatix.com\/en-uki\/resources\/transforming-clinical-governance-a-collaborative-and-coordinated-approach-to-patient-safety\/","title":{"rendered":"Transforming clinical governance: a collaborative and coordinated approach to patient safety\u00a0"},"content":{"rendered":"\n
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Summary<\/h2>\n\n\n\n

Barnsley Hospital NHS Foundation Trust (BHNFT) integrated its central and women\u2019s services clinical governance teams to create a collaborative, person-centred framework for patient safety. This change removed silo working, standardised processes, and embedded shared learning across all specialties. The new model has delivered measurable improvements including 100% compliance with duty of candour, no repeated patient safety incident investigations, and improved patient and staff engagement. The approach is now embedded across the Trust and has gained regional and national recognition, with interest from other organisations in learning from BHNFT\u2019s experience. <\/p>\n\n\n\n

The Challenge<\/h2>\n\n\n\n

Although BHNFT had a strong safety culture, fragmented governance processes between central and women\u2019s services created barriers to shared learning. Women\u2019s services operated differently, using a trigger list for incident reporting with limited external scrutiny. This siloed approach reduced opportunities for trust-wide improvement, and both staff and patients highlighted the need for greater support, openness, and transparency in learning responses. The challenge was to align governance structures, encourage collaboration, and build a sustainable framework that supported safer care for all. <\/p>\n\n\n\n

The Solution<\/h2>\n\n\n\n

Led by the Clinical Governance and Compliance Manager, with support from senior leaders including the Associate Director of Quality and Clinical Governance and the Associate Director of Midwifery, the two teams were brought together into an integrated governance function. Weekly multidisciplinary huddles were introduced to review incidents, complaints, claims, and inquests. A single weekly patient safety incident review meeting was established to ensure consistency. Reports and processes were standardised, enabling benchmarking and shared learning. Staff and patients were actively involved, with feedback mechanisms built in to support continuous improvement. External partners including the ICB, LMNS, and Board-level Maternity Safety Champions also supported the work. <\/p>\n\n\n\n

Results & Next Steps<\/h2>\n\n\n\n

The project has achieved significant impact over the past 18 months: <\/p>\n\n\n\n