Chapter 1 advent (pages 1–8): Roger Watson and Stephen Tilley
Chapter 2 the improvement of Nursing as an dependable occupation (pages 9–20): Susan McGann
Chapter three responsibility and medical Governance in Nursing: a severe review of the subject (pages 21–37): Kerry Jacobs
Chapter four responsibility and scientific Governance (pages 38–46): Roger Watson
Chapter five The felony responsibility of the Nurse (pages 47–63): John Tingle
Chapter 6 responsibility and medical Governance: a coverage standpoint (pages 64–76): Tracey Heath
Chapter 7 responsibility in NHS Trusts (pages 77–86): Stephen Knight and Tony Hostick
Chapter eight responsibility and medical Governance in Nursing: a Manager's point of view (pages 87–98): Linda Pollock
Chapter nine operating with Children:Accountability and Paediatric Nursing (pages 99–116): Gosia Brykczynska
Chapter 10 responsibility and scientific Governance in studying incapacity Nursing (pages 117–131): Bob Gates, Mick Wolverson and Jane Wray
Chapter eleven the place does the dollar cease? responsibility in Midwifery (pages 132–142): Rosemary Mander
Chapter 12 responsibility in group Nursing (pages 143–156): Sarah Baggaley with Alison Bryans and Alison Bryans
Chapter thirteen scientific Governance, responsibility and psychological wellbeing and fitness Nursing: an Emergent tale (pages 157–169): Stephen Tilley
Chapter 14 responsibility in Nursing study (pages 170–189): Alison Tierney and Roger Watson
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Extra resources for Accountability in Nursing and Midwifery, Second Edition
The war The war saw the mobilisation of thousands of nurses. Over 10 000 joined the regular army nursing service, Queen Alexandra’s Imperial Military Nursing Service, and saw action at the front (Haldane, 1923). Through the Territorial Army Nursing Service approximately 6000 nurses were employed in the temporary military hospitals at home and abroad (McGann, 1992, pp. 88–96). Another 6000 nurses were deployed, through the British Red Cross Society (BRCS) in the auxiliary hospitals at home and abroad.
Davies & Mannion (2000) summarise the main components of clinical governance as: AINC03 25/07/2005 2:51 PM Page 33 Clinical governance 33 Clear lines of responsibility and accountability for the overall quality of care. This includes giving the chief executive the ultimate responsibility for clinical quality, and placing an obligation on NHS trusts to arrange formal reporting structures that put quality issues on an even footing with ﬁnancial matters. A comprehensive programme of quality improvement activities, such as clinical audit, evidence-based practice, continuing professional development and engagement with national standards are suggested.
It is only halfway through this second paper that they admit that they have limited their discussions to structural deﬁnitions of accountability (presumably a limitation also applying to the earlier paper), thereby invalidating the good and interesting work on accountability done by earlier authors and their own empirical evidence, which clearly shows that accountability can be understood in a much broader sense. The nursing directors they interviewed suggested that accountability was associated with a personal commitment, a professional disposition, commitment to a set of values and being ‘true to yourself’.