Relevant bibliographies by topics / Clinical governance

Academic literature on the topic 'Clinical governance'

Author: Grafiati
Published: 4 June 2021
Last updated: 23 February 2023

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Journal articles on the topic "Clinical governance"

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Ryan, Sarah. "Advancing clinical governance Advancing clinical governance." Nursing Standard 16, no. 22 (February 13, 2002): 29. http://dx.doi.org/10.7748/ns2002.02.16.22.29.b215.

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Cox, Carol. "Clinical governance and shared governance." Practice Nursing 11, no. 16 (November 2000): 17–20. http://dx.doi.org/10.12968/pnur.2000.11.16.4471.

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Young, Lynn. "Clinical governance." Primary Health Care 10, no. 9 (November 1, 2000): 14–15. http://dx.doi.org/10.7748/phc.10.9.14.s18.

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Morgan, Jane. "Clinical governance." Nursing Standard 20, no. 34 (May 3, 2006): 59–60. http://dx.doi.org/10.7748/ns.20.34.59.s53.

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Mosedale, Pam. "Clinical governance." BSAVA Companion 2011, no. 2 (February 1, 2011): 4–7. http://dx.doi.org/10.22233/20412495.0211.4.

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Ray, T. A. "Clinical governance." Annals of Clinical Biochemistry 37, no. 1 (January 1, 2000): 9–15. http://dx.doi.org/10.1258/0004563001901452.

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Thurtle, Val. "Clinical governance." British Journal of Community Nursing 3, no. 8 (September 1998): 372. http://dx.doi.org/10.12968/bjcn.1998.3.8.7193.

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Bunch, Christopher. "Clinical governance." British Journal of Haematology 112, no. 3 (March 2001): 533–40. http://dx.doi.org/10.1046/j.1365-2141.2001.02515.x.

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Jaggs-Fowler, Robert M. "Clinical Governance." InnovAiT: Education and inspiration for general practice 4, no. 10 (September 7, 2011): 592–95. http://dx.doi.org/10.1093/innovait/inr069.

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Wilson, Jo. "Clinical Governance." British Journal of Nursing 7, no. 16 (September 10, 1998): 987–88. http://dx.doi.org/10.12968/bjon.1998.7.16.5615.

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Dissertations / Theses on the topic "Clinical governance"

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Freeman, Timothy. "Measuring progress in clinical governance." Thesis, University of Birmingham, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.402507.

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Staniland, K. M. "Clinical governance and nursing : a sociological analysis." Thesis, University of Salford, 2007. http://usir.salford.ac.uk/2062/.

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The primary focus for this Thesis is an account of the degree to which nurses and other stakeholders in one National Health Service hospital Trust have responded to the ‘clinical governance’ initiative, the effects on quality improvement and professional regulation and the practical accomplishment of legitimacy. ‘Clinical governance’ involves demonstrating that quality assurance is routine practice within every healthcare organization. A case study was undertaken, using broadly ethnographic methods. The qualitative data were obtained by documentary analysis, non-participant observation of meetings and day-to-day ward activity and semi-structured interviews. In terms of the analysis of documents and observation of meetings, new institutionalism theory was found to be useful as a framework for understanding the political and ceremonial conformity that marked the clinical governance process. Errors and inconsistencies were found in formal documentation and the Trusts’ reporting systems were fraught with problems. Nevertheless, during the same period the Trust obtained national recognition for having appropriate structures and systems in place in relation to clinical governance. A grounded theory approach was adopted in the analysis of the semi-structured interviews. Emerging themes from interview data were identified under the main categories of: ‘Making Sense,’ ‘Knowledge Construction,’ ‘Somebody Else’s Job’ and ‘Real Work.’ It was concluded that at a practice level, clinical governance was poorly understood and that the corporate organizational goals were ambiguous and seen as unrealistic on a day-to-day basis. The study concludes that what is happening is not a ‘failure’ but an unintended consequence that has resulted from an inadequate understanding of how organizations work. It is suggested that the organization has conformed to the appropriate standards in order to survive legitimately, but the ultimate impact of clinical governance on the quality of care in practice is inconsistent.
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Nasr, Joseph Antoine. "Hospital governance in Lebanon : corporate and clinical governance in non-profit private hospitals." Thesis, University of Brighton, 2017. https://research.brighton.ac.uk/en/studentTheses/b678a511-2cda-46a6-982b-8f87bca20980.

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There are multiple internal and external governance mechanisms intended to ensure the functioning of corporations, while maintaining the interests of stakeholders. Although corporate governance is a growing area of research, empirical research is restricted. This research study critically examines historical definitions of corporate governance. It explains the relationship of corporate and clinical governance and explores clinical governance as a subset of hospital governance. It aids an understanding of hospital governance through an examination of the governance of a sample of nonprofit Lebanese hospitals. It examines the relationship of governance with performance. It explores how managers and clinicians are incentivized and the relationship of this to performance. It compares the governance processes between three hospitals and examines the influence of external factors. Mixed methods are used, including quantitative surveys that are developed and explored using factor analysis, and qualitative semi-structured interviews. The findings are used to critically examine major corporate governance theories and their relevance to understanding hospital governance, by understanding the perspectives of those employed in the hospitals. Using critical realism as a theoretical framework, the findings show how the mechanisms of hospital governance are perceived. The survey data from 207 participants were subjected to principal components analysis which resulted in a single factor solution representing individual perceptions of hospital governance for all respondents. The results of perceptions differed according to differences in managerial role, management experience, management education, leadership role, number of years working at the hospital, current role, and the hospital studied. Differences in age and gender had no significant effect. Findings also revealed that clear methods of performance measurement were perceived to be in used in each of the three hospitals, with a good knowledge of the used performance measurement. Hospitals have a good mission, and clear structures. There is a good knowledge of the external stakeholders to the hospitals and their roles, and the involvement of external stakeholders in hospitals is proven to be core to their overall ability to function. The hospitals have good clinical performance and governance systems in terms of quality and safety. On the other hand, there are management deficits. There is an absence of monetary incentives which was mainly caused by corporate governance events represented by a conflict of interest case. This appeared to be caused by the minor role of the board of directors, accompanied with the lack of adequate background, knowledge, and education of its members, resulting in a lack of control over the CEO. These corporate governance events were shown to change interviewees‘ perception of hospital governance. The hospitals also had problems with the internal reporting systems. The contribution of this study lies in illuminating the employees‘ perspectives of corporate governance in the hospital settings. It questions and informs theoretical approaches to the traditional principal-agent and stakeholder models. It creates tools for measuring clinicians‘ and managers‘ perceptions of hospital governance where they work. It shows how corporate governance ̳events‘ affect both clinical and corporate governance. It provides evidence of the importance of the stakeholder approach to hospital governance and demonstrates the influence of external factors on internal hospital governance.
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Cameron, Michelle. "The influence of emotion labour and health discipline rules on the writing and use of health governance documents." Thesis, Queensland University of Technology, 2022. https://eprints.qut.edu.au/232768/1/Michelle_Cameron_Thesis.pdf.

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This research explored the generation of emotion and its management for health governance writers and clinicians. It examined health governance process and document content. The thesis provides insight into how emotion management on the part of health discipline members influences governance document content and implementation. It further provides the identification of organisational elements that may improve clinician participatory governance engagement.
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Latham, Linda Ann. "Clinical governance : a study of implementation : a study of change." Thesis, University of Birmingham, 2003. http://etheses.bham.ac.uk//id/eprint/291/.

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The concept of clinical governance was first introduced to the National Health Service in the White Paper published in 1997 (Department of Health); it has been described as the 'linchpin' of the quality reforms and, as of April 1999, is one of the statutory duties placed on NHS Trust Boards. Clinical governance is defined as: 'A framework through which NHS organisations are accountable for continuously improving the quality if their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish.' (Department of Health, 1998; p33). The research project upon which this thesis is based took place over an 18 month period and has followed one NHS Trust as it implemented this new policy. Implementation may be conceptualised as both a change process and an end state; to capture this duality, two broad research questions are posed namely: what constitutes the local clinical governance agenda (content) and how has clinical governance been implemented (process). Given that the main purpose of these research questions is to explore and describe, an overarching qualitative framework has been adopted and, within this, an action research approach utilised
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Tiwari, Shashank Shekhar. "The ethics and governance of stem cell clinical research in India." Thesis, University of Nottingham, 2013. http://eprints.nottingham.ac.uk/14585/.

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India is rapidly becoming established as a major player in the stem cell sector. However, concerns have been raised about the use of unproven stem cell therapies and the exploitation of parents for cord blood banking. This study aims to explore the nature of stem cell activities, how key stakeholders generate expectations around them and frame the ethical issues they raise, and why the biomedical governance system is unable to regulate these emerging practices. The study involved a survey, documentary analysis and qualitative interviews with key scientists, clinicians, representatives of firms and policymakers. The thesis observes that, unlike international commentaries which largely focus on embryonic stem cell treatments, in India it is adult and cord blood stem cells which are dominant in research and clinical settings. Expectations are configured on the basis that stem cells have the potential to: solve the problem of organ shortage; help patients with ailments; provide affordable health care; and establish India as a global player. The creation of expectations is ethically problematic given the potential health risks and economic exploitation of both native and international patients. However, the ethically contested activities are justified by clinicians on the basis that the Helsinki Declaration allows to use an experimental therapy; there are many 'desperate patients' demanding these treatments; and adult stem cells are safe. To date, the government of India appears to be unable to prevent these activities. Contrary to suggestions in previous literature and by some informants that new legislation is needed to address the problem, this thesis finds that state-led mechanisms for biomedical governance lack the ability to implement existing oversight measures. This implementation gap is partly because other forms of governance are not strong enough and partly because there are high expectations at state level aimed at establishing India as a global player in the stem cell sector.
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Howell, J. "An analysis of the involvement of community nurses in clinical governance." Thesis, University of Edinburgh, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.652633.

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The introduction of clinical governance requires that community nurses participate in the development of corporate accountability for clinical performance, accounting for normality as well as exceptional events in practice. The ability to deal with change has become a necessary part of the community nursing role, a factor complicated by the geographical spread and stratification of community nursing teams. If the development of clinical governance is to avoid domination by medical or managerial perspectives, each staff group is required to represent their standpoint. This is a study of the enacted narrative in the community context, to understand how nurses narrate and justify their involvement in these reforms and, to examine the development of a negotiated consensus by community nursing teams. A research approach within the social constructionist tradition informed by Burke’s (1969) dramatist pentad was used to explore and interpret the respondents’ accounts. Narratives of clinical governance were obtained from unstructured interviews with twenty staff, including district nurses and managers in two NHS trusts. The study findings suggested the continuing penetration of nursing practice by management systems, and associated hybridisation of nursing and management roles. Nursing governance is enacted through clinical audit and standard setting systems, building on the history of nursing involvement in these initiatives to develop a nursing consensus on the governance of nursing practice. The majority of nurses are presented as disengaged from these events, with the resultant nursing governance systems underpinned by an apparent rather than actual consensus.  The uncertainty of the community nursing knowledge base in the face of clinical governance is illustrated, with practitioners reliant on rationalities drawn from managerial and evidence based logics. It is argued that the marginalisation of the nursing perspective by nursing governance systems, may result in a failure of the profession to develop the dialectical skills and articulacy required to present the nursing perspective in this and future developments. Difficulties arising from the way in which clinical governance is being developed are identified. The findings suggest the requirement of a revised approach to the management of nurses, enabling the explicit inclusion of the nursing majority in future policy implementation.
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Worrall, Adrian. "Clinical governance in mental health services : a study of a quality system." Thesis, University of East London, 2009. http://roar.uel.ac.uk/3746/.

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Clinical governance is the most ambitious quality initiative in the history of the National Health Service. It is a comprehensive system of steps and procedures to ensure patients receive high quality care and, like most quality systems, it attempts to do this by influencing the behaviour of staff members. This study evaluates the implementation of clinical governance in 30 mental health trusts in England and Wales. It is set broadly within the action research paradigm and uses a participative research method to engage staff and help them learn from each other. Trusts were evaluated against a set of standards and using open questions in two annual cycles of self- and external peer-review. The first cycle focused on clinical governance structures and strategy; the second focused on how managers enabled front-line staff - a topic chosen in response to the findings of the first cycle. By the beginning of 2002, 5 years after clinical governance was introduced and when clinical governance was probably at its peak, this study found that only half the key strategies and structures were in place. Most managers view clinical governance as useful, but struggle to implement it under pressure from the government and without sufficient resources. It is of great concern that their clinical governance work is disconnected from the work of front-line staff and hence probably has little impact on patient outcomes. There are 3 main themes from both cycles: there is a hierarchical rather than enabling management style; there are poor resources, e.g. not enough skilled staff; and there are problems with support for front-line staff, e.g. risk management training needs to be provided to more staff. There was no statistically significant association between trust performance in both cycles and whether there had been a recent merger. Organisational theory was found weak and a tentative developmental model is offered. Clinical governance standards may have declined since the study was conducted because it is no longer the focus of statutory regulator's programme of reviews and because there are new policy priorities. Services need slow reforms with a staged pace and need enabling rather than hierarchical management styles. They also need better resources and to develop beyond a basic survival level to one where they are able to focus on growth and investment before embarking on ambitious policy initiatives.
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Boyd, Mary. "Establishing role clarity in clinical governance for members of boards in Irish healthcare." Thesis, Queen's University Belfast, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.492335.

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This study examines role clarity in clinical governance. The hypothesis is that there is a lack of role clarity in clinical governance in Irish healthcare and that hospital boards can do much to remedy this. A mixed methods methodology uses secondary analysis of nine inquiries, primary analysis of qualitative semi-structured interviews with experts, and primary analysis of a short quantitative questionnaire. The literature of clinical governance is critically reviewed. Role clarity in clinical governance is defined for the first time as an element in clinical governance. Eleven experts provide deep insights into the extent of this complex nuanced issue. its causes and possible remedies, the impact of training and development. and the clinical governance role of boards. More clarity in roles improves clinical and board governance. Conclusions are that the structure in all acute care hospitals should be more similar so that personnel moving about the health system will orientate qUickly and safely. The multiplicity of terms for posts must be reduced. Everyone should be accountable to the hospital CEO, the CEO accountable to the board, and the board accountable to the Health Service Executive CEO. Teams must have objectives. composition: and boundaries. A performance culture is needed and corporate responsibility for performance must be taken at individual, ward and department level. Job descriptions require review every year. Generic job specifications and job descriptions must be available in a job description database on all HSE staff. The CEO should be accountable to the board for role clarity under a range of headings. Role clarity has not been defined before nor identified as an important determinant of good healthcare. Here it is identified as the fourth most important issue in healthcare and the seventh element of clinical governance. These findings will inform human resource strategy and policy in healthcare. Supplied by The British Library - 'The world's knowledge'
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Addicott, Rachael Kylie. "Power, governance and knowledge : the example of London managed clinical networks for cancer." Thesis, Imperial College London, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.430820.

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Books on the topic "Clinical governance"

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Clinical governance. London: NT books, 2002.

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Bloor, Karen. Clinical governance: Clinician, heal thyself? London: IHSM, 1998.

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Great Britain. Department of the Environment. North West Regional Office. Steps towards clinical governance. [London]: Department of Health, 1999.

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Ruth, Chambers. Clinical effectiveness and clinical governance made easy. 3rd ed. Abingdon: Radcliffe Medical Press, 2004.

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Chambers, Ruth. Clinical effectiveness and clinical governance made easy. 2nd ed. Abingdon, Oxon: Radcliffe Medical Press, 2001.

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RCN Institute of Advanced Nursing Education. Realising clinical effectiveness and clinical governance through clinical supervision. Abingdon: Radcliffe Medical Press, 2000.

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RCN Institute of Advanced Nursing Education. Realising clinical effectiveness and clinical governance through clinical supervision. Abingdon: Radcliffe Medical Press, 2000.

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RCN Institute of Advanced Nursing Education. Realising clinical effectiveness and clinical governance through clinical supervision. Abingdon: Radcliffe Medical Press, 2000.

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Education, RCN Institute of Advanced Nursing. Realising clinical effectiveness and clinical governance through clinical supervision. Abingdon: Radcliffe Medical Press, 2000.

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RCN Institute of Advanced Nursing Education. Realising clinical effectiveness and clinical governance through clinical supervision. Abingdon: Radcliffe Medical Press, 2000.

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Book chapters on the topic "Clinical governance"

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Lundy, Claire Teresa. "Clinical Governance." In The Medical Interview Coach, 77–91. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-16321-0_8.

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Smith, Judy. "Clinical Governance." In Professional Perspective in Health Care, 45–60. London: Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-1-137-09034-8_3.

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Daniel, Sonya, and Tom Holmes. "Clinical Governance." In Ultrasound in the Critically Ill, 21–24. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-71742-1_3.

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Gear, Sarah. "Clinical governance." In The Complete MRCGP Study Guide, 32–38. 4th ed. London: CRC Press, 2022. http://dx.doi.org/10.1201/9781846198397-3.

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Torri, Emanuele, Maurizio Centonze, Mauro Recla, Luisa Ventura, Dario Visconti, and Paolo Peterlongo. "Clinical governance." In Management in radiologia, 1–35. Milano: Springer Milan, 2010. http://dx.doi.org/10.1007/978-88-470-1717-7_1.

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Ratha, Chinmayee, and Janesh Gupta. "Clinical Governance: SBA Questions." In SBAs and EMQs for MRCOG II, 155–58. New Delhi: Springer India, 2016. http://dx.doi.org/10.1007/978-81-322-2689-5_14.

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Carter, Rob. "Quality and Clinical Governance." In Principles of Professional Studies in Nursing, 135–54. London: Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-0-230-20882-7_8.

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De Chirico, Pasquale, Pasquale Di Fazio, Santa Bambace, and Francesco Salerno. "Clinical governance in radiodiagnostica." In Management in radiologia, 99–105. Milano: Springer Milan, 2010. http://dx.doi.org/10.1007/978-88-470-1717-7_8.

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McKinley, Carl. "Data Information and Governance." In Clinical Informatics Study Guide, 221–26. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-93765-2_15.

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Ratha, Chinmayee, and Janesh Gupta. "Clinical Governance: Answers and Explanations." In SBAs and EMQs for MRCOG II, 399–403. New Delhi: Springer India, 2016. http://dx.doi.org/10.1007/978-81-322-2689-5_28.

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Conference papers on the topic "Clinical governance"

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Thiel, Rainer, Karl A. Stroetmann, and Peter D. Singleton. "Clinical data governance: Legal and ethical challenges." In 2014 IEEE-EMBS International Conference on Biomedical and Health Informatics (BHI). IEEE, 2014. http://dx.doi.org/10.1109/bhi.2014.6864435.

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Saran, S., N. Ruth, A. Hulme, and S. Buch. "G510 Does clinical governance apply to the advance care plans?" In Royal College of Paediatrics and Child Health, Abstracts of the Annual Conference, 24–26 May 2017, ICC, Birmingham. BMJ Publishing Group Ltd and Royal College of Paediatrics and Child Health, 2017. http://dx.doi.org/10.1136/archdischild-2017-313087.502.

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Silvester, Alexander, and John Woodhouse. "1 Ensuring high quality clinical and patient reported outcomes – a RAG rating for surgeons clinical governance." In Leaders in Healthcare Conference, 17–20 November 2020. BMJ Publishing Group Ltd, 2020. http://dx.doi.org/10.1136/leader-2020-fmlm.1.

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Sigdel, D., and R. Ajitsaria. "G443(P) Understanding and usefulness of clinical governance activity among trainees." In Royal College of Paediatrics and Child Health, Abstracts of the RCPCH Conference and exhibition, 13–15 May 2019, ICC, Birmingham, Paediatrics: pathways to a brighter future. BMJ Publishing Group Ltd and Royal College of Paediatrics and Child Health, 2019. http://dx.doi.org/10.1136/archdischild-2019-rcpch.428.

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Sheikh, Hajera, Hannah Marshall, Emma Devereux, Katherine Taylor, Anna Gerrard-Hughes, and Belinda Ng. "890 Giving clinical governance a makeover – a quality improvement project (a work in progress)." In Royal College of Paediatrics and Child Health, Abstracts of the RCPCH Conference–Online, 15 June 2021–17 June 2021. BMJ Publishing Group Ltd and Royal College of Paediatrics and Child Health, 2021. http://dx.doi.org/10.1136/archdischild-2021-rcpch.262.

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"An Empirical Study into Governance Requirements for Autonomic E-Health Clinical Care Path Systems." In The First International Workshop on Requirements Engineering for Information Systems in Digital Economy. SciTePress - Science and and Technology Publications, 2005. http://dx.doi.org/10.5220/0001423600890100.

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Jelenc, Marjetka, and Tit Albreht. "Definiranje izrazov krovno upravljanje v obvladovanju raka ter vodenje in nadzor obvladovanja raka." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.26.

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In the literature concerning national cancer control programmes and cancer care in general, the terms governance and/or stewardship in/of cancer care are frequently used. However, the terms are not defined or explained. In the frame of the project Innovative Partnership for Action Against Cancer (iPAAC JA) a systematic literature review in order to find the definitions of the terms governance and stewardship in/of cancer care was performed. In case of unsuccessful finds creation of new definitions of the mentioned terms was planned. We performed a literature review using Google, Pub Med, and MeSH and an opportunistic search for chapters from books, extra articles and grey literature. The analysed articles did not give definitions or exact explanations of the terms governance/stewardship in/of cancer care. In some of them older articles, published before the year 2000 were cited. However, the terms in older articles were used in the completely other fileds, mostly economy, banking, spirituality, religion or in the field of clinical governance. The working group of experts from different European institutions and countries collaborating in the work package Governance of integrated and comprehensive cancer care of the iPAAC JA decided to create new definitions, which will be particularly useful in the field of cancer control programmes and will facilitate the understanding of the leadership tasks in the demanding area of cancer care as well as cancer control.
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Wulandari, Ratna, and Surya Utama. "The Role of Medical Committee for the Achievement of Good Clinical Governance at Deli Serdang Hospital, North Sumatera." In The 4th International Conference on Public Health 2018. Masters Program in Public Health, Universitas Sebelas Maret, 2018. http://dx.doi.org/10.26911/theicph.2018.04.29.

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Varughese, RS, J. Gilbert, E. Sotiriou, and T. Makaya. "G418(P) Positive impact of clinical governance and quality improvement initiatives on patient care in patients with adrenal insufficiency." In Royal College of Paediatrics and Child Health, Abstracts of the RCPCH Conference–Online, 25 September 2020–13 November 2020. BMJ Publishing Group Ltd and Royal College of Paediatrics and Child Health, 2020. http://dx.doi.org/10.1136/archdischild-2020-rcpch.360.

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"Assessment of Good Clinical Governance (as Measured by Leadership Supervision) of Four Healthcare Tertiary Institutions in Enugu Metropolis, Nigeria." In International Conference on Chemical, Environment & Biological Sciences. International Institute of Chemical, Biological & Environmental Engineering, 2014. http://dx.doi.org/10.15242/iicbe.c914001.

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Reports on the topic "Clinical governance"

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Piotrowski, Helen. COVID-19 Health Evidence Summary No.121. Institute of Development Studies (IDS), April 2021. http://dx.doi.org/10.19088/k4d.2021.065.

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This weekly COVID-19 health evidence summary (HES) is based on 3.5 hours of desk-based research. The summary is not intended to be a comprehensive summary of available evidence on COVID-19 but aims to make original documents easily accessible to decision-makers which, if relevant to them, they should go to before making decisions. This summary covers publications on Clinical characteristics and management; Therapeutics; Vaccines; Leadership and governance; Health systems; Comments, Editorials, Opinions, Blogs, News; Dashboards & Trackers; C19 Resource Hubs; and Online learning & events.
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Piotrowski, Helen. COVID-19 Health Evidence Summary No.122. Institute of Development Studies (IDS), May 2021. http://dx.doi.org/10.19088/k4d.2021.075.

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This weekly COVID-19 health evidence summary (HES) is based on 3.5 hours of desk-based research. The summary is not intended to be a comprehensive summary of available evidence on COVID-19 but aims to make original documents easily accessible to decision-makers which, if relevant to them, they should go to before making decisions. This summary covers publications on Clinical characteristics and management; Vaccines; Indirect impact of COVID-19; Social Science; Leadership and governance; Health systems; Comments, Editorials, Opinions, Blogs, News; Dashboards & Trackers; C19 Resource Hubs and Online learning & events.
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Piotrowski, Helen. COVID-19 Health Evidence Summary No.119. Institute of Development Studies, April 2021. http://dx.doi.org/10.19088/k4d.2021.047.

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This weekly COVID-19 health evidence summary (HES) is based on 3.5 hours of desk-based research. The summary is not intended to be a comprehensive summary of available evidence on COVID-19 but aims to make original documents easily accessible to decision-makers which, if relevant to them, they should go to before making decisions. This summary covers publications on Clinical characteristics and management; Vaccines; Indirect impact of COVID-19; Social Science; Leadership and governance; Health systems; Comments, Editorials, Opinions, Blogs, News; Dashboards & Trackers; C19 Resource Hubs and Online learning & events.
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Millington, Kerry, and Samantha Reddin. COVID-19 Health Evidence Summary No.110. Institute of Development Studies (IDS), February 2021. http://dx.doi.org/10.19088/k4d.2021.013.

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This weekly COVID-19 health evidence summary (HES) is based on 3.5 hours of desk-based research. The summary is not intended to be a comprehensive summary of available evidence on COVID-19 but aims to make original documents easily accessible to decision-makers which, if relevant to them, they should go to before making decisions. This summary covers publications on Clinical characteristics and management; Therapeutics; Vaccines; Indirect impact of COVID-19; Social Science; Leadership and governance; Comments, Editorials, Opinions, Blogs, News; Guidelines, Statements & Tools; Dashboards & Trackers; C19 Resource Hubs; and Online learning & events
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Leavy, Michelle B., Costas Boussios, Robert L. Phillips, Jr., Diana Clarke, Barry Sarvet, Aziz Boxwala, and Richard Gliklich. Outcome Measure Harmonization and Data Infrastructure for Patient-Centered Outcomes Research in Depression: Final Report. Agency for Healthcare Research and Quality (AHRQ), June 2022. http://dx.doi.org/10.23970/ahrqepcwhitepaperdepressionfinal.

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Objective. The objective of this project was to demonstrate the feasibility and value of collecting harmonized depression outcome measures in the patient registry and health system settings, displaying the outcome measures to clinicians to support individual patient care and population health management, and using the resulting measures data to support patient-centered outcomes research (PCOR). Methods. The harmonized depression outcome measures selected for this project were response, remission, recurrence, suicide ideation and behavior, adverse effects of treatment, and death from suicide. The measures were calculated in the PRIME Registry, sponsored by the American Board of Family Medicine, and PsychPRO, sponsored by the American Psychiatric Association, and displayed on the registry dashboards for the participating pilot sites. At the conclusion of the data collection period (March 2020-March 2021), registry data were analyzed to describe implementation of measurement-based care and outcomes in the primary care and behavioral health care settings. To calculate and display the measures in the health system setting, a Substitutable Medical Apps, Reusable Technology (SMART) on Fast Healthcare Interoperability Resource (FHIR) application was developed and deployed at Baystate Health. Finally a stakeholder panel was convened to develop a prioritized research agenda for PCOR in depression and to provide feedback on the development of a data use and governance toolkit. Results. Calculation of the harmonized outcome measures within the PRIME Registry and PsychPRO was feasible, but technical and operational barriers needed to be overcome to ensure that relevant data were available and that the measures were meaningful to clinicians. Analysis of the registry data demonstrated that the harmonized outcome measures can be used to support PCOR across care settings and data sources. In the health system setting, this project demonstrated that it is technically and operationally feasible to use an open-source app to calculate and display the outcome measures in the clinician’s workflow. Finally, this project produced tools and resources to support future implementations of harmonized measures and use of the resulting data for research, including a prioritized research agenda and data use and governance toolkit. Conclusion. Standardization of outcome measures across patient registries and routine clinical care is an important step toward creating robust, national-level data infrastructure that could serve as the foundation for learning health systems, quality improvement initiatives, and research. This project demonstrated that it is feasible to calculate the harmonized outcome measures for depression in two patient registries and a health system setting, display the results to clinicians to support individual patient management and population health, and use the outcome measures data to support research. This project also assessed the value and burden of capturing the measures in different care settings and created standards-based tools and other resources to support future implementations of harmonized outcome measures in depression and other clinical areas. The findings and lessons learned from this project should serve as a roadmap to guide future implementations of harmonized outcome measures in depression and other clinical areas.
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