Evidence map›Paper›PMID 12078380›Full record

ArticleQuality & safety in health care2002

Implementing clinical governance in English primary care groups/trusts: reconciling quality improvement and quality assurance.

S M Campbell, R Sheaff, B Sibbald, M N Marshall, S Pickard, L Gask, S Halliwell, A Rogers, M O Roland

Abstract readEvaluation Study
In one paragraph

Article in Quality & safety in health care, 2002. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 22 papers, 2 of them syntheses that pooled it.

0numbers the graph read from it
0cells of the map it votes in
22citing papers in PubMed, 2 pooled it
–field-weighted citation impact
1 · What the graph read from it

What it found

Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.

The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.

2 · The registry

The trial behind it

Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.

Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.

3 · Its place in the literature

Who cites it

22 citing papers in PubMed, 2 syntheses or guidelines pooled it.

  1. Pooled it
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  9. Building managed primary care practice networks to deliver better clinical care: a qualitative semi-structured interview study.The British journal of general practice : the journal of the Royal College of General Practitioners · 2017
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  16. Can learning organizations survive in the newer NHS?Implementation science : IS · 2006
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  20. The role of clinical governance as a strategy for quality improvement in primary care.The British journal of general practice : the journal of the Royal College of General Practitioners · 2002
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4 · The record

Corrections and comments

5 · Who and what money

Authors and funding

9 authors.

S M CampbellNational Primary Care Research and Development Centre, University of Manchester, Manchester M13 9PL, UK. stephen.campbell@man.ac.uk
R Sheaff
B Sibbald
M N Marshall
S Pickard
L Gask
S Halliwell
A Rogers
M O Roland

Funding

No grant is acknowledged in the PubMed record.

6 · The paper itself

Abstract

objectivesTo investigate the concept of clinical governance being advocated by primary care groups/trusts (PCG/Ts), approaches being used to implement clinical governance, and potential barriers to its successful implementation in primary care.

designQualitative case studies using semi-structured interviews and documentation review.

settingTwelve purposively sampled PCG/Ts in England.

participantsFifty senior staff including chief executives, clinical governance leads, mental health leads, and lay board members.

main outcome measuresParticipants' perceptions of the role of clinical governance in PCG/Ts.

resultsPCG/Ts recognise that the successful implementation of clinical governance in general practice will require cultural as well as organisational changes, and the support of practices. They are focusing their energies on supporting practices and getting them involved in quality improvement activities. These activities include, but move beyond, conventional approaches to quality assessment (audit, incentives) to incorporate approaches which emphasise corporate and shared learning. PCG/Ts are also engaged in setting up systems for monitoring quality and for dealing with poor performance. Barriers include structural barriers (weak contractual levers to influence general practices), resource barriers (perceived lack of staff or money), and cultural barriers (suspicion by practice staff or problems overcoming the perceived blame culture associated with quality assessment).

conclusionPCG/Ts are focusing on setting up systems for implementing clinical governance which seek to emphasise developmental and supportive approaches which will engage health professionals. Progress is intentionally incremental but formidable challenges lie ahead, not least reconciling the dual role of supporting practices while monitoring (and dealing with poor) performance.

Indexed as

Attitude of Health PersonnelEnglandGroup PracticeHealth Services ResearchHumansInterviews as TopicMedical AuditOrganizational CultureOrganizational InnovationPrimary Health CareQuality Assurance, Health CareState MedicineSystems Integration

Identifiers

PMID12078380
PMCPMC1743564

What OpenQuestion holds

Textmetadata
Read underepoch 390

Registered trials

None linked

Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.