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2 results

  • CHAPTER 2 - Developing and implementing a local maternity services strategy: the clinical director's role

  • Edited by Tahir Mahmood, Philip Owen, Sabaratnam Arulkumaran, Charnjit Dhillon
  • Book:
    Models of Care in Maternity Services
    Published online:
    05 July 2014
    Print publication:
    01 November 2010, pp 10-24

  • Summary

    Much of the work of a clinical director carries a large element of common sense and much of this chapter is familiar territory to the experienced clinical director. The views of many groups and individuals need to be considered when drawing up a local maternity services strategy. Broadly, they can be categorised into: the patients or users of the service, the commissioners, policy makers and regulatory bodies, and the professionals who deliver the service. Women who use maternity services form the most important interest group. All maternity services strategies will have to take into account government policies, standards set by professional bodies and limits set by regulators. The third element of strategy development is to obtain the views of all staff groups involved in delivering the service. The most valuable component of a risk management system is incident reporting and it remains so during the implementation of strategic change.

  • CHAPTER 15 - The role of the clinical director

  • Edited by Tahir Mahmood, Allan Templeton, University of Aberdeen, Charnjit Dhillon
  • Book:
    Models of Care in Women's Health
    Published online:
    05 July 2014
    Print publication:
    01 June 2009, pp 141-149

  • Summary

    Effective communication is a key role for the clinical director. The clinical director has a vital role in selling the Royal College of Obstetricians and Gynaecologists (RCOG) vision with zeal and determination. The clinical director must demonstrate their commitment and support for the implementation process. Allocation of time within the job plans of a lead consultant demonstrates support but also places a greater obligation on the individual consultant to deliver what is required. It may be necessary to offer advice in areas such as guidelines, patient information and audit. The annual report will be useful in terms of identifying progress towards the standards. It can also be shared with the trust clinical governance steering group, executive board, commissioners of services and even the general public. The reporting framework and reporting timetable should be shared with consultant leads one year in advance of production of an annual report.