Governance and leadership. The provider will: • cooperate with and have representation on local oversight arrangements as agreed with NHS England and NHS Improvement commissioners • identify a trust director or senior nominated person who is responsible for the screening programme • ensure internal clinical oversight and governance by an identified clinical lead and a • programme manager. The clinical lead has overall clinical responsibility for the programme across the pathway. • provide documented evidence of clinical governance that includes: • compliance with NHS Trust and NHS England and NHS Improvement information governance/records management • user involvement, experience and complaints • joint checks and audit mechanisms • risks and mitigation plans • ensure that there is regular monitoring and audit of the screening programme, and as part of the organisation’s clinical governance arrangements, the board is assured of the quality and integrity of the screening programme • produce an annual report of screening services, which is signed off by the board • ensure the programme is delivered by trained workforce that meets national requirements
Governance and leadership. The provider will: • cooperate with and have representation on local oversight arrangements as agreed with NHS England and NHS Improvement commissioners • identify a trust director who is responsible for the screening programme • ensure internal clinical oversight and governance by an identified clinical lead and a programme manager. The clinical lead has overall clinical responsibility for the programme across the pathway. • provide documented evidence of clinical governance that includes: • compliance with NHS Trust and NHS England and NHS Improvement information governance/records management • user involvement, experience and complaints • checks and audit procedures • risks and mitigation plans • ensure that there is regular monitoring and audit of the screening programme, and as part of the organisation’s clinical governance arrangements, the board is assured of the quality and integrity of the screening programme • produce an annual report of screening services, which is signed off by the board • ensure the programme is delivered by trained workforce that meet national requirements
Governance and leadership. The provider will: • cooperate with and have representation on local oversight arrangements as agreed with NHS England and NHS Improvement commissioners • identify a Trust director who is responsible for the screening programme • ensure internal clinical oversight and governance by an identified clinical lead and a programme manager. The clinical lead has overall clinical responsibility for the programme across the pathway. • provide documented evidence of clinical governance that includes: • compliance with the NHS Trust and NHS England and NHS Improvement information governance/records management • user involvement, experience and complaints • failsafe procedures • compliance with checks, audits and failsafe procedures xxxxx://xxx.xxx. uk/government/publications/sct-checks-and-audits-to-improve- quality-and- reduce-risks • ensure that there is regular monitoring and audit of the screening programme, and as part of the organisation’s clinical governance arrangements, the board is assured of the quality and integrity of the screening programme • produce an annual report of screening services, which is signed off by the board • ensure the programme is delivered by trained workforce that meet national requirements
Governance and leadership. The provider will: • cooperate with and have representation on local oversight arrangements as agreed with NHS England and NHS Improvement commissioners • identify a suitably qualified trust laboratory Director who is responsible for the screening laboratory and the linkage of this service within the screening pathway • provide documented evidence of clinical governance that includes: • compliance with NHS Trust and NHS England and NHS Improvement information governance/records management • user involvement, experience and complaints • failsafe procedures • risks and mitigation plans • ensure that there is regular monitoring and audit of the screening programme, and as part of the organisation’s clinical governance arrangements to ensure that organisation is assured of the quality and integrity of the screening programme • produce an annual report of screening services, which is signed off by the Trust Board or relevant sub-committee • ensure the programme is delivered by a trained workforce that meet national requirements • commission molecular genetics laboratories in line with the current NHS commissioning guidance for the ordering and provision of genetic tests
Governance and leadership. The provider will: cooperate with and have representation on local oversight arrangements as agreed with NHS England commissioners identify a Trust director who is responsible for the screening programme ensure internal clinical oversight and governance is overseen by an identified clinical lead and a programme manager provide documented evidence of clinical governance that includes: o compliance with the NHS Trust and NHSE information governance/records management o user involvement, experience and complaints o failsafe procedures o risks and mitigation plans ensure that there is regular monitoring and audit of the screening programme, and as part of the organisation’s clinical governance arrangements, the board is assured of the quality and integrity of the screening programme produce an annual report of screening services, which is signed off by the board ensure the programme is delivered by trained workforce that meet national requirements
Governance and leadership. The provider will: • cooperate with and have representation on local oversight arrangements as agreed with NHS England and NHS Improvement commissioners • identify a trust director who is responsible for the screening programme • ensure internal clinical oversight and governance by an identified clinical lead and a programme manager. The clinical lead has overall clinical responsibility and professional accountability for the programme across the pathway. • provide documented evidence of clinical governance that includes: • compliance with NHS Trust and NHS England and NHS Improvement information governance/records management • user involvement, experience and complaints • failsafe procedures • risks and mitigation plans • ensure that there is regular monitoring and audit of the screening programme, and as part of the organisation’s clinical governance arrangements, the board is assured of the quality and integrity of the screening programme • produce an annual report of screening services, which is signed off by the board • ensure the programme is delivered by trained workforce that meet national requirements
Governance and leadership. 9. COAG recognises that strategies aimed at achieving improvements in any particular area will not work in isolation – the building blocks must fit together through the integration of policy ideas and an agreed approach to their implementation. Further information on the Building Blocks is at Box 1. COAG commitments
Governance and leadership. The Council of Australian Government recognises that strategies aimed at achieving improvements in any particular area will not work in isolation – the building blocks must fit together through the integration of policy ideas and an agreed approach to their implementation. Improving outcomes for Aboriginal and Xxxxxx Strait Islander people requires adoption of a multi- faceted approach that sees effort directed across a range of Building Blocks. An improvement in the area of one building block is heavily reliant on improvements made on the other Building Blocks. At the 2 July 2009 meeting of COAG, the ACT Government supported the development of the Closing the Gap: National Urban and Regional Service Delivery Strategy which commits all governments to coordinate and better utilise the substantial funding provided under mainstream and Aboriginal and Xxxxxx Xxxxxx Islander-specific programs to address disadvantage in urban and regional locations. In addition, the Strategy provides for: targeting of existing and future investments in housing, homelessness, education, employment, health and early childhood services to address Aboriginal and Xxxxxx Strait Islander disadvantage in urban and regional areas; improved access by Aboriginal and Xxxxxx Xxxxxx Islander people to better coordinated and targeted services; local need/place-based approaches enabling initiatives to be delivered in a manner appropriate to needs in a particular location; strengthened Aboriginal and Xxxxxx Strait Islander capacity, engagement and participation to promote a strong and positive view of Aboriginal and Xxxxxx Xxxxxx Islander identity and culture and strengthening individual, family and community wellbeing and capacity as a necessary impetus to improved access to, and take-up of, services; more effective program accountability and sustainability, with governments required to enhance statistical collection services and other information sources to improve the detail and accuracy of reporting on outcomes; and COAG monitoring progress in utilising Aboriginal and Xxxxxx Strait Islander-specific and mainstream National Partnerships to improve outcomes in urban and regional locations.
Governance and leadership. COAG recognises that strategies aimed at achieving improvements in any particular area will not work in isolation – the building blocks must fit together through the integration of policy ideas and an agreed approach to their implementation. Further information on the Building Blocks is at Box 1. COAG commitments In the context of the Building Blocks framework, COAG has commenced the task of addressing Indigenous disadvantage across each of the strategic platforms. Some National Partnership agreements have an Indigenous specific focus, addressing one or more of the building blocks: Remote Indigenous Service Delivery; Indigenous Economic Participation; Indigenous Early Childhood Development; Indigenous Health; Remote Indigenous Housing; and
Governance and leadership. The National Indigenous Reform Agreement provides a more detailed explanation of the Building Blocks approach. While each of the Building Blocks contributes to achieving one or more of the six specific targets, by addressing these concurrently, the conditions will be established to reduce Indigenous disadvantage across a broad range of policy fronts. The Overcoming Indigenous Disadvantage framework produced biennially by the Australian Productivity Commission has been realigned to reflect the new COAG environment and the Building Blocks approach. A table providing examples of targets, building blocks, COAG Agreements and outputs is included at Attachment A. The Importance of Culture Connection to culture is critical for emotional, physical and spiritual well being. Culture pervades the lives of Indigenous people and is a key factor in their wellbeing – culture must be recognised in actions intended to overcome Indigenous disadvantage.1 Pride in culture plays a vital role in shaping people's aspirations and choices. Efforts to Close the Gap in Indigenous disadvantage must recognise and build on the strength of Indigenous cultures and identities. Assuming, promoting and supporting a strong and positive view of Aboriginal and Xxxxxx Xxxxxx Islander identity and culture are important ways to reduce social exclusion for Indigenous Australians and to support them in their endeavours and aspirations for a positive future. Cultural awareness and competency on the part of policy makers and people implementing government programs, the elimination of overt and systemic discrimination, and the development of programs that meet the cultural needs of Indigenous people will be an important part of the Closing the Gap initiatives. Engagement and Partnership with Indigenous Australians COAG recognises Aboriginal and Xxxxxx Strait Islanders as Australia’s first peoples. In his Apology to Australia’s Indigenous Peoples on 13 February 2008, the then Prime Minister acknowledged that all governments have a special responsibility to engage with Indigenous communities in order to rebuild the trust lost through ‘the laws and policies of successive Parliaments and governments that have inflicted profound grief, suffering and loss’. COAG is committed to working in partnership with Aboriginal and Xxxxxx Xxxxxx Islander people to achieve the Closing the Gap reforms, recognising that many Aboriginal and Xxxxxx Strait Islander people have demonstrated leadership to create opportunities ...
