We are experts in all aspects of healthcare governance and employ some of the most experienced governance practitioners in the country. We can review and support the development of all aspects of governance including board, corporate, operational, quality, partnership and project-based. We specialise in providing workable solutions which seek to streamline and simplify, rather than create new layers.

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What We Do

Well-led Framework reviews (NHSE)

Service level Well-led support (CQC)

Contract management support

ICB, ICS and Provider Collaborative governance support

Board governance and leadership support

Executive team assessments and development (including 360-degree feedback)

Risk management and BAF support

Our Expertise

Governance is often seen in bureaucratic terms rather than as a tool for safety, effectiveness and efficiency – we firmly believe governance should be a ‘dynamic’ force which is enabling rather than a hindrance to the provision of good care. We think there are certain key ingredients involved in good governance:

  1. An understanding of what it is you are governing – Is it a project or are you trying to introduce a new clinical governance framework or accountability framework with your partners? All of these need a different focus and dare say it, a different skill set. You also need a deep understanding of the services and staff that are involved in the governance you are trying to address.
  2. Clarity on what you are trying to achieve – You should always line up the governance behind a ‘plan’ whether that be a strategy and objective or an action. Outcome focus is crucial to ensuring action orientation and clarity on the goal is crucial.
  3. Clear, uncomplicated mechanisms for transacting – The line from A to B introduces the least possible blocks, alongside this, information also needs to be intelligent. It should focus on the ‘point of learning’ or the ‘point of risk’ and these should be understood from the very top to the base.
  4. The capacity and resources to implement change – Vision, plans and insight are all meaningless without the capacity and resources to implement the change, whether this be sufficiently trained staff, dedicated resources or the right equipment to support new processes.
  5. Leadership and culture which is open, curious and committed – Leaders should ensure that there is a culture which lives good governance as part of its DNA. This means that there is an open and compassionate environment for staff but most of all, that they are proud to work for an organisation which empowers them to be curious and to learn.
  6. The openness and ability to challenge, check and scrutinise – Developing a non-defensive culture which accepts scrutiny and always aims to learn and improve is crucial for good governance.


Please contact one of our Partners for more information.

Governance expertise

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Thematic Review

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