Common use of Clinical and Care Governance Clause in Contracts

Clinical and Care Governance. 7.1 Clinical and care governance is a system that assures that care, quality and outcomes are of a high standard for users of services and that there is evidence to back this up. It includes formal structures to review clinical and care services on a multidisciplinary basis and defines, drives and provides oversight of the culture, conditions, processes, accountabilities and authority to act, of organisations and individuals delivering care. 7.2 Quality, clinical, care and professional governance in relation to services provided in pursuance of the functions delegated to the Integration Joint Board will:  involve service users and carers and the wider public in the development of services;  ensure safe and effective services and appropriate support, supervision and training for staff;  strive for continuous quality improvement;  maintain a framework of policies and procedures designed to deliver effective care;  ensure accountability and management of risk. 7.3 Professional staff will continue to work within the professional regulatory framework applicable to health and social care staff and primary care contractors. 7.4 The Health Board’s Chief Executive is responsible for clinical governance, quality, patient safety and engagement, supported by the Health Board’s professional advisers. The Chief Officer of the Integration Joint Board has delegated responsibility for the professional standards of all staff working in integrated services. The Chief Officer, relevant Health Leads and Chief Social Work Officer will work together to ensure appropriate professional standards and leadership. 7.5 The Health Board’s Medical Director is responsible for the systems which support the delivery of clinical governance and medicines governance, those arrangements including the clinical governance unit and the processes which underpin it will operate in support of the Integration Joint Board. 7.6 The Chief Social Work Officer is responsible for ensuring the provision of effective, professional advice to the local authority in relation to the provision of Social Work Services and ensuring the delivery of safe, effective and innovative practice. The Chief Social Work Officer’s annual report will be submitted to the Integration Joint Board. 7.7 The Parties will make available to the Integration Joint Board professional leads representing social work, nursing and medicine. These professional leads will have a number of responsibilities including advising the Chief Officer, Integration Joint Board, Strategic Planning groups and localities on professional issues, clinical and care issues, and providing assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis. The relationship between these professional leads and the Strategic Planning Groups, localities, the Chief Officer and the governance arrangements of the Parties is outlined at Annex 5. 7.8 The Parties have a range of clinical and care governance structural arrangements relevant to particular areas of health and social care. This will still be necessary for clinical and care governance compliance within integrated arrangements. These arrangements will come together in the Clinical and Care Governance Board Workstream Group which will be chaired by the Chief Officer on behalf of both Parties. Through this structure the Parties will be responsible for demonstrating compliance with statutory requirements in relation to clinical governance, authorising an accurate and honest annual clinical governance statement and responding to scrutiny and improvement reports by external bodies such as Healthcare Improvement Scotland and the Care Inspectorate. 7.9 The Parties will provide, as required, assurance to the Integration Joint Board on the Parties compliance with statutory requirements around clinical and care governance arrangements through the Clinical and Care Governance Workstream Group. 7.10 Clinical and professional leads from both Parties will discharge the following functions in relation to the Integration Joint Board, Strategic Planning Groups and Localities:  Advise the Chief Officer, members of the Integration Joint Board, Strategic Planning Groups and Localities on professional issues.  Provide professional expertise to the Integration Joint Board, Strategic Planning Groups and Localities on a wide range of clinical and care issues.  Provide assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis.  In the case of the Chief Social Work Officer, provide their annual report to the Integration Joint Board.  Assure the Integration Joint Board that the National Nursing & Midwifery and other Professional Assurance frameworks are implemented.  Advise the Integration Joint Board on professional workforce and workload planning including the mandatory application of workforce tools.  Advise the Integration Joint Board on the pre and post registration educational standards required for professions.  Provide a link from the Integration Joint Board, Strategic Planning Groups and Localities to professional structures within the Council and the Health Board.  Ensure a shared collective responsibility for governance across the Integration Joint Board.  Ensure professional leadership is seen as integral to the corporate management of the Integration Joint Board.  Ensure a clear focus on the contribution of professional expertise available to the Integration Joint Board, Strategic Planning Groups and Localities.  Ensure an effective line of professional responsibility throughout the organisation; an Integration Joint Board to team / xxxx level approach which ensures all professional leaders influence and shape the work of the Integration Joint Board.  Ensure the effectiveness of the local clinical governance arrangements in meeting local and cross system needs whilst supporting the Integration Joint Board with reports and assurance. 7.11 Clinical and professional leads from both Parties will ensure that relevant policies in relation to clinical and care governance are adhered to, including policies on:  Infection control.  Patient Safety and Clinical Quality.  Care and Assurance Accreditation Framework.  Child and Adult Protection Policies.

Clinical and Care Governance. 7.1 Clinical ‌ 5.1 The Parties and the IJB are accountable for ensuring appropriate clinical and care governance is a system arrangements in respect of their duties under the Act. The Parties will have regard to the principles of the Scottish Government’s Clinical and Care Governance Framework, including the focus on localities and service user and carer feedback. 5.2 The Parties recognise that assures that care, the establishment and continuous review of the arrangements for Clinical and Care Governance and Professional Governance are essential in delivering their obligations and quality ambitions. The arrangements described in this section are designed to assure the IJB of the quality and outcomes are of a high standard for users safety of services delivered in Argyll and that there is evidence Bute. 5.3 Explicit lines of professional and operational accountability are essential to back this up. It includes formal structures to review clinical assure the IJB and care services on a multidisciplinary basis and defines, drives and provides oversight the Parties of the culture, conditions, processes, accountabilities and authority to act, robustness of organisations and individuals delivering care. 7.2 Quality, clinical, care and professional governance in relation to services provided in pursuance of arrangements for their duties under the functions delegated to the Integration Joint Board will:  involve service users and carers and the wider public in the development of services;  ensure safe and effective services and appropriate support, supervision and training for staff;  strive for continuous quality improvement;  maintain a framework of policies and procedures designed to deliver effective care;  ensure accountability and management of risk. 7.3 Professional staff will continue to work within the professional regulatory framework applicable to health and social care staff and primary care contractors. 7.4 The Health Board’s Chief Executive is responsible for clinical governance, quality, patient safety and engagement, supported by the Health Board’s professional advisersAct. The Chief Officer of the Integration Joint Board has delegated responsibility for the professional standards of all staff working in integrated services. The Chief Officer, relevant Health Leads and Chief Social Work Officer will work together to ensure appropriate professional standards and leadership. 7.5 The Health Board’s Medical Director is responsible for the systems which support the delivery of clinical governance and medicines governance, those arrangements including the clinical governance unit and the processes which They underpin it will operate in support of the Integration Joint Board. 7.6 The Chief Social Work Officer is responsible for ensuring the provision of effective, professional advice to the local authority in relation to the provision of Social Work Services and ensuring the delivery of safe, effective and innovative practiceperson-centered care in all care settings delivered by employees of the Council, NHS Highland, the third and independent sectors, and by informal carers. 5.4 In relation to existing health and social care services, NHS Highland is accountable for health functions and services, whilst Argyll and Bute Council is responsible for social care services. Professional governance responsibilities are carried out by the professional leads through to the health and social care professional regulatory bodies. 5.5 The Chief Social Work Officer holds professional accountability for social care services. The Chief Social Work Officer’s annual report Officer reports directly to the Chief Executive and Elected Members of the Council in respect of professional social care matters. He/she is responsible for ensuring that social work and social care services are delivered in accordance with relevant legislation and that staff delivering such services do so in accordance with the requirements of the Scottish Social Services Council. 5.6 Principles of Clinical and Care Governance will be submitted to embedded at service user/clinical care/professional interface using the Integration Joint Boardframework outlined below. The IJB will ensure that explicit arrangements are made for professional supervision, learning, support and continuous improvement for all staff. 7.7 5.7 The Parties IJB will make available fulfil its devolved responsibility in terms of overseeing delivery of delegated functions by ensuring that there is evidence of effective performance management systems. Professional and service user networks or groups will inform the agreed Clinical and Care Governance framework directing the focus towards a quality approach and continuous improvement. 5.8 The Clinical and Care Governance and Professional Governance framework will encompass the following: • Measure the quality of integrated service delivery by measuring delivery of personal outcomes and seeking feedback from service users and/or carers. • Professional regulation and workforce development. • Information governance. • Safety of integrated service delivery and personal outcomes and quality of registered services 5.9 Each of the four elements, listed at 5.8, will be underpinned by mechanisms to the Integration Joint Board professional leads representing social work, nursing and medicine. These professional leads will have a number of responsibilities including advising the Chief Officer, Integration Joint Board, Strategic Planning groups and localities on professional issuesmeasure quality, clinical and care issuesservice effectiveness and sustainability. They will be compliant with statutory, legal and providing assurance that the statutory regulatory requirements policy obligations strongly underpinned by human rights values and social justice. Service delivery will be evidence-based, underpinned by robust mechanisms to integrate professional education, research and development. 5.10 The IJB is responsible for professional practice are in place embedding mechanisms for continuous improvement of all services through application of a Clinical and monitored on a regular basisCare Governance and Professional Governance Framework. The relationship between these professional leads IJB will be responsible for ensuring effective mechanisms for service user and the Strategic Planning Groups, localities, the Chief Officer carer feedback and the governance arrangements of the Parties is outlined at Annex 5for complaints handling. 7.8 The Parties have 5.11 NHS Highland Executive Medical Director and Board Nurse Director share accountability for Clinical and Professional Governance across NHS Highland as a range of clinical and care governance structural arrangements relevant to particular areas of health and social careduty delegated by NHS Highland. This will still include ensuring: • Quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. • Systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population. • Effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • Systems to support the structured, systematic monitoring, assessment and management of risk. • Co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • Improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny. • Mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • Planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 5.12 The Medical Director, or his/her depute, will be necessary for clinical and care governance compliance within integrated arrangements. These arrangements will come together in a member of the Clinical and Care Governance Board Workstream Group which Committee and will be chaired by provide professional advice in respect of the Chief Officer on behalf overview and consistency of both Parties. Through this structure the Parties will be responsible for demonstrating compliance with statutory requirements in relation to clinical governance, authorising an accurate and honest annual clinical governance statement and responding to scrutiny and improvement reports by external bodies such as Healthcare Improvement Scotland and the Care Inspectorate. 7.9 The Parties will provide, as required, assurance to the Integration Joint Board on the Parties compliance with statutory requirements around clinical and care governance arrangements through the Clinical and Care Governance Workstream Groupand Professional Governance Framework. 7.10 5.13 The Board Nurse Director, or his/her depute, will be a member of the Clinical and Care Governance Committee and will provide professional leads from both Parties will discharge the following functions advice in relation to the Integration Joint Board, Strategic Planning Groups and Localities:  Advise the Chief Officer, members respect of the Integration Joint Board, Strategic Planning Groups overview and Localities on professional issues.  Provide professional expertise to the Integration Joint Board, Strategic Planning Groups and Localities on a wide range of clinical and care issues.  Provide assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis.  In the case consistency of the Clinical and Care Governance and Professional Governance Framework. 5.14 The Chief Social Work Officer, provide their through delegated authority holds professional and operational accountability for the delivery of safe and high quality social work and social care services within the Council. An annual report on these matters will be provided to the Integration Joint BoardCouncil, NHS Highland and the IJB. 5.15 The Chief Social Work Officer will be a member of the Clinical and Care Governance Committee and will provide professional advice in respect of the delivery of social work and social care services by Council staff and commissioned care providers in Argyll and Bute. 5.16 The Parties, in support of the IJB will put in place structures and processes to support clinical and care governance, thus providing assurance on the quality of health and social care in Argyll and Bute.  Assure the Integration Joint Board that the National Nursing & Midwifery A Clinical and other Professional Assurance frameworks are implemented.  Advise the Integration Joint Board on Care Governance Committee, bringing together senior professional workforce leaders across Argyll and workload planning Xxxx, including the mandatory application of workforce tools.  Advise the Integration Joint Medical Director, Board on the pre and post registration educational standards required for professions.  Provide a link from the Integration Joint BoardNurse Director, Strategic Planning Groups and Localities to professional structures within the Council Chief Social Work Officer, and the Health BoardDirector of Public Health, will be established.  Ensure This committee, chaired by one of its members, will ensure that quality monitoring and governance arrangements are in place for safe and effective health and social care service delivery in Argyll and Bute. This will include the following: • compliance with professional codes, legislation, standards, guidance • systems and processes to ensure a shared collective responsibility for governance across workforce with the Integration Joint Board.  Ensure professional leadership is seen as integral appropriate knowledge and skills to meet the corporate management of the Integration Joint Board.  Ensure a clear focus on the contribution of professional expertise available to the Integration Joint Board, Strategic Planning Groups and Localities.  Ensure an effective line of professional responsibility throughout the organisation; an Integration Joint Board to team / xxxx level approach which ensures all professional leaders influence and shape the work of the Integration Joint Board.  Ensure the effectiveness needs of the local clinical population. • effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • systems to support the structured, systematic monitoring, assessment and management of risk. • co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • improvement and learning in areas of challenge or risk that are identified through local governance arrangements in meeting local mechanisms and cross system needs whilst external scrutiny. • mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • planned and strategic approaches to learning, improvement, innovation and development, supporting the Integration Joint Board with reports and assurancean effective organisational learning culture. 7.11 5.17 The Clinical and Care Governance Committee will provide advice to the IJB, the Strategic Planning Group and to locality planning groups, all of whom may seek relevant advice directly from the Clinical and Care Governance Committee, as required. 5.18 Arrangements will be put in place so that the Area Clinical Forums, Managed Care networks, other appropriate professional leads from both Parties groups, and the Adult and Child Protection Committees are able to directly provide advice to the Clinical and Care Governance Committee. 5.19 The Clinical and Care Governance Committee will ensure that relevant policies report directly to the IJB and will provide clear robust, accurate and timely information on the quality of service performance. 5.20 Information will be used to provide oversight and guidance to the Strategic Planning Group in relation respect of Clinical and Care Governance and Professional Governance, for the delivery of Health and Social Care Services across localities identified in the Strategic Plan. 5.21 Annex 3 provides a schematic to show the systems governance arrangements. 5.22 Annex 4 provides a schematic to show the clinical and care governance are adhered to, including policies on:  Infection control.  Patient Safety and Clinical Quality.  Care and Assurance Accreditation Framework.  Child and Adult Protection Policiesarrangements.

Clinical and Care Governance. 7.1 Clinical 5.1 The Parties and Argyll and Bute Integration joint Board are accountable for ensuring appropriate clinical and care governance is a system that assures that care, quality and outcomes are arrangements in respect of a high standard for users of services and that there is evidence their duties under the Act. The Parties will have regard to back this up. It includes formal structures to review clinical and care services on a multidisciplinary basis and defines, drives and provides oversight the principles of the cultureScottish Government’s draft Clinical and Care Governance Framework, conditions, processes, accountabilities including the focus on localities and authority to act, of organisations service user and individuals delivering carecarer feedback. 7.2 Quality, clinical, care 5.2 The Parties recognise that the establishment and professional governance in relation to services provided in pursuance continuous review of the functions delegated arrangements for Clinical and Care Governance and Professional Governance are essential in delivering their obligations and quality ambitions. The arrangements described in this section are designed to the assure Argyll and Bute Integration Joint Board will:  involve service users of the quality and carers safety of services delivered in Argyll and the wider public in the development of services;  ensure safe and effective services and appropriate support, supervision and training for staff;  strive for continuous quality improvement;  maintain a framework of policies and procedures designed to deliver effective care;  ensure accountability and management of riskBute. 7.3 Professional staff will continue 5.3 Explicit lines of professional and operational accountability are essential to work within the professional regulatory framework applicable to health assure Xxxxxx and social care staff and primary care contractors. 7.4 The Health Board’s Chief Executive is responsible for clinical governance, quality, patient safety and engagement, supported by the Health Board’s professional advisers. The Chief Officer of the Bute Integration Joint Board has delegated responsibility for the professional standards of all staff working in integrated services. The Chief Officer, relevant Health Leads and Chief Social Work Officer will work together to ensure appropriate professional standards and leadership. 7.5 The Health Board’s Medical Director is responsible for the systems which support the delivery of clinical governance and medicines governance, those arrangements including the clinical governance unit and the processes which underpin it will operate in support Parties of the Integration Joint Board. 7.6 The Chief Social Work Officer is responsible robustness of governance arrangements for ensuring their duties under the provision of effective, professional advice to the local authority in relation to the provision of Social Work Services and ensuring the Act. They underpin delivery of safe, effective and innovative practiceperson-centered care in all care settings delivered by employees of the Council, NHS Highland and of the third and independent sectors, as well as the informal carers. 5.4 In relation to existing health and social care services, NHS Highland is accountable for health functions and services, whilst Argyll and Bute Council is responsible for social care services. Professional governance responsibilities are carried out by the professional leads through to the health and social care professional regulatory bodies. 5.5 The Chief Social Work Officer holds professional accountability for social work and social care services. The Chief Social Work Officer reports directly to the Chief Executive and Elected Members of the Council in respect of professional social worksocial care matters. He/she is responsible for ensuring that social work and social care services are delivered in accordance with relevant legislation and that staff delivering such services do so in accordance with the requirements of the Scottish Social Services Council. 5.6 Principles of Clinical and Care Governance will be embedded at service user/clinical care/professional interface using the framework outlined below. Argyll and Bute Integration Joint Board will ensure that explicit arrangements are made for professional supervision, learning, support and continuous improvement for all staff. 5.7 Argyll and Bute Integration Joint Board will fulfil its devolved responsibility in terms of overseeing delivery of delegated functions by ensuring that there is evidence of effective performance management systems. Professional and service user networks or groups will inform the agreed Clinical and Care Governance framework directing the focus towards a quality approach and continuous improvement. 5.8 The Clinical and Care Governance and Professional Governance framework will encompass the following: • Measure the quality of integrated service delivery by measuring delivery of personal outcomes and seeking feedback from service users and/or carers. • Professional regulation and workforce development. • Information governance. • Safety of integrated service delivery and personal outcomes and quality of registered services 5.9 Each of the four elements, listed at 5.8, will be underpinned by mechanisms to measure quality, clinical and service effectiveness and sustainability. They will be compliant with statutory, legal and policy obligations strongly underpinned by human rights values and social justice. Service delivery will be evidence-based, underpinned by robust mechanisms to integrate professional education, research and development. 5.10 Argyll and Bute Integration Joint Board is responsible for embedding mechanisms for continuous improvement of all services through application of a Clinical and Care Governance and Professional Governance Framework. Argyll and Bute Integration Joint Board will be responsible for ensuring effective mechanisms for service user and carer feedback and for complaints handling. 5.11 NHS Highland Executive Medical Director and Board Nurse Director share accountability for Clinical and Professional Governance across NHS Highland as a duty delegated by NHS Highland. This will include ensuring: • Quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. • Systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population. • Effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • Systems to support the structured, systematic monitoring, assessment and management of risk. • Co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • Improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny. • Mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • Planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 5.12 The Chief Medical DirectorOfficer, or his/her depute, will be a member of the Clinical and Care Governance Committee and will provide professional advice in respect of the overview and consistency of the Clinical and Care Governance and Professional Governance Framework. 5.13 The Board Nurse Director, or his/her depute, will be a member of the Clinical and Care Governance Committee and will provide professional advice in respect of the overview and consistency of the Clinical and Care Governance and Professional Governance Framework. 5.14 The Chief Social Work Officer’s , through delegated authority holds professional and operational accountability for the delivery of safe and high quality social work and social care services within the Council. An annual report on these matters will be submitted provided to the Council, NHS Highland and Argyll and Bute Integration Joint Board. 7.7 5.15 The Parties Chief Social Work Officer will make available to the Integration Joint Board professional leads representing social work, nursing and medicine. These professional leads will have be a number member of responsibilities including advising the Chief Officer, Integration Joint Board, Strategic Planning groups and localities on professional issues, clinical and care issues, and providing assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis. The relationship between these professional leads and the Strategic Planning Groups, localities, the Chief Officer and the governance arrangements of the Parties is outlined at Annex 5. 7.8 The Parties have a range of clinical and care governance structural arrangements relevant to particular areas of health and social care. This will still be necessary for clinical and care governance compliance within integrated arrangements. These arrangements will come together in the Clinical and Care Governance Board Workstream Group which Committee and will be chaired provide professional advice in respect of the delivery of social work and social care services by the Chief Officer on behalf of both Parties. Through this structure the Parties will be responsible for demonstrating compliance with statutory requirements Council staff and commissioned care providers in relation to clinical governance, authorising an accurate Argyll and honest annual clinical governance statement and responding to scrutiny and improvement reports by external bodies such as Healthcare Improvement Scotland and the Care InspectorateBute. 7.9 5.16 The Parties will provideParties, as required, assurance to the in support of Argyll and Bute Integration Joint Board on the Parties compliance with statutory requirements around will put in place structures and processes to support clinical and care governance, thus providing assurance on the quality of health and social care in Argyll and Bute. A Clinical and Care Governance Committee, bringing together senior professional leaders across Argyll and Xxxx, including the Medical Director, Board Nurse Director, Chief Social Work Officer, and the Director of Public Health, will be established. This committee, chaired by one of its members, will ensure that quality monitoring and governance arrangements are in place for safe and effective health and social care service delivery in Argyll and Bute. This will include the following: • compliance with professional codes, legislation, standards, guidance • systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population. • effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • systems to support the structured, systematic monitoring, assessment and management of risk. • co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny. • mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 5.17 The Clinical and Care Governance Committee will provide advice to Argyll and Bute Integration Joint Board; The Strategic Planning Group and to locality planning groups, all of whom may seek relevant advice directly from the Clinical and Care Governance Workstream GroupCommittee, as required. 7.10 5.18 Arrangements will be put in place so that the Area Clinical Forums, Managed Care networks, other appropriate professional groups, and the Adult and Child Protection Committees are able to directly provide advice to the Clinical and professional leads from both Parties Care Governance Committee. 5.19 The Clinical and Care Governance Committee will discharge the following functions in relation report directly to the Integration Joint Board, Strategic Planning Groups Argyll and Localities:  Advise the Chief Officer, members of the Integration Joint Board, Strategic Planning Groups and Localities on professional issues.  Provide professional expertise to the Integration Joint Board, Strategic Planning Groups and Localities on a wide range of clinical and care issues.  Provide assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis.  In the case of the Chief Social Work Officer, provide their annual report to the Integration Joint Board.  Assure the Bute Integration Joint Board that the National Nursing & Midwifery and other Professional Assurance frameworks are implemented.  Advise the Integration Joint Board on professional workforce will provide clear robust, accurate and workload planning including the mandatory application of workforce tools.  Advise the Integration Joint Board timely information on the pre quality of service performance. 5.20 Information will be used to provide oversight and post registration educational standards required for professions.  Provide a link from guidance to the Integration Joint Board, Strategic Planning Groups Group in respect of Clinical and Localities to professional structures within Care Governance and Professional Governance, for the Council delivery of Health and Social Care Services across localities identified in the Health Board.  Ensure a shared collective responsibility for governance across the Integration Joint Board.  Ensure professional leadership is seen as integral to the corporate management of the Integration Joint Board.  Ensure a clear focus on the contribution of professional expertise available to the Integration Joint Board, Strategic Planning Groups and Localities.  Ensure an effective line of professional responsibility throughout the organisation; an Integration Joint Board to team / xxxx level approach which ensures all professional leaders influence and shape the work of the Integration Joint Board.  Ensure the effectiveness of the local clinical governance arrangements in meeting local and cross system needs whilst supporting the Integration Joint Board with reports and assurancePlan. 7.11 Clinical and professional leads from both Parties will ensure that relevant policies in relation 5.21 Annexe 3 provides a schematic to show the systems governance arrangements. 5.22 Annexe 4 provides a schematic to show the clinical and care governance are adhered to, including policies on:  Infection control.  Patient Safety and Clinical Quality.  Care and Assurance Accreditation Framework.  Child and Adult Protection Policiesarrangements.

Clinical and Care Governance. 7.1 Clinical 5.1 The Parties and Argyll and Bute Integration joint Board are accountable for ensuring appropriate clinical and care governance is a system that assures that care, quality and outcomes are arrangements in respect of a high standard for users of services and that there is evidence their duties under the Act. The Parties will have regard to back this up. It includes formal structures to review clinical and care services on a multidisciplinary basis and defines, drives and provides oversight the principles of the cultureScottish Government’s draft Clinical and Care Governance Framework, conditions, processes, accountabilities including the focus on localities and authority to act, of organisations service user and individuals delivering carecarer feedback. 7.2 Quality, clinical, care 5.2 The Parties recognise that the establishment and professional governance in relation to services provided in pursuance continuous review of the functions delegated arrangements for Clinical and Care Governance and Professional Governance are essential in delivering their obligations and quality ambitions. The arrangements described in this section are designed to the assure Argyll and Bute Integration Joint Board will:  involve service users of the quality and carers safety of services delivered in Argyll and the wider public in the development of services;  ensure safe and effective services and appropriate support, supervision and training for staff;  strive for continuous quality improvement;  maintain a framework of policies and procedures designed to deliver effective care;  ensure accountability and management of riskBute. 7.3 Professional staff will continue 5.3 Explicit lines of professional and operational accountability are essential to work within the professional regulatory framework applicable to health assure Xxxxxx and social care staff and primary care contractors. 7.4 The Health Board’s Chief Executive is responsible for clinical governance, quality, patient safety and engagement, supported by the Health Board’s professional advisers. The Chief Officer of the Bute Integration Joint Board has delegated responsibility for the professional standards of all staff working in integrated services. The Chief Officer, relevant Health Leads and Chief Social Work Officer will work together to ensure appropriate professional standards and leadership. 7.5 The Health Board’s Medical Director is responsible for the systems which support the delivery of clinical governance and medicines governance, those arrangements including the clinical governance unit and the processes which underpin it will operate in support Parties of the Integration Joint Board. 7.6 The Chief Social Work Officer is responsible robustness of governance arrangements for ensuring their duties under the provision of effective, professional advice to the local authority in relation to the provision of Social Work Services and ensuring the Act. They underpin delivery of safe, effective and innovative practiceperson-centred care in all care settings delivered by employees of the Council, NHS Highland and of the third and independent sectors. 5.4 In relation to existing health and social care services, NHS Highland is accountable for health functions and services, whilst Argyll and Bute Council is responsible for social care services. Professional governance responsibilities are carried out by the professional leads through to the health and social care professional regulatory bodies. 5.5 The Chief Social Work Officer holds professional accountability for social work and social care services. The Chief Social Work Officer reports directly to the Chief Executive and Elected Members of the Council in respect of professional social work matters. He/she is responsible for ensuring that social work and social care services are delivered in accordance with relevant legislation and that staff delivering such services do so in accordance with the requirements of the Scottish Social Services Council. 5.6 Principles of Clinical and Care Governance will be embedded at service user/clinical care/professional interface using the framework outlined below. Argyll and Bute Integration Joint Board will ensure that explicit arrangements are made for professional supervision, learning, support and continuous improvement for all staff. 5.7 Argyll and Bute Integration Joint Board will fulfil its devolved responsibility in terms of overseeing delivery of delegated functions by ensuring that there is evidence of effective performance management systems. Professional and service user networks or groups will inform the agreed Clinical and Care Governance framework directing the focus towards a quality approach and continuous improvement. 5.8 The Clinical and Care Governance and Professional Governance framework will encompass the following: • Measure the quality of integrated service delivery by measuring delivery of personal outcomes and seeking feedback from service users and/or carers. • Professional regulation and workforce development. • Information governance. • Safety of integrated service delivery and personal outcomes and quality of registered services 5.9 Each of the four elements, listed at 5.8, will be underpinned by mechanisms to measure quality, clinical and service effectiveness and sustainability. They will be compliant with statutory, legal and policy obligations strongly underpinned by human rights values and social justice. Service delivery will be evidence-based, underpinned by robust mechanisms to integrate professional education, research and development. 5.10 Argyll and Bute Integration Joint Board is responsible for embedding mechanisms for continuous improvement of all services through application of a Clinical and Care Governance and Professional Governance Framework. Argyll and Bute Integration Joint Board will be responsible for ensuring effective mechanisms for service user and carer feedback and for complaints handling. 5.11 NHS Highland Executive Medical Director and Board Nurse Director share accountability for Clinical and Professional Governance across NHS Highland as a duty delegated by NHS Highland. This will include ensuring: • Quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. • Systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population. • Effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • Systems to support the structured, systematic monitoring, assessment and management of risk. • Co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • Improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny. • Mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • Planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 5.12 The Chief Medical Officer’s , or his/her depute, will be a member of the Clinical and Care Governance Committee and will provide professional advice in respect of the overview and consistency of the Clinical and Care Governance and Professional Governance Framework. 5.13 The Board Nurse Director, or his/her depute, will be a member of the Clinical and Care Governance Committee and will provide professional advice in respect of the overview and consistency of the Clinical and Care Governance and Professional Governance Framework. 5.14 The Chief Social Work Officer, through delegated authority holds professional and operational accountability for the delivery of safe and high quality social work and social care services within the Council. An annual report on these matters will be submitted provided to the Council, NHS Highland and Argyll and Bute Integration Joint Board. 7.7 5.15 The Parties Chief Social Work Officer will make available to the Integration Joint Board professional leads representing social work, nursing and medicine. These professional leads will have be a number member of responsibilities including advising the Chief Officer, Integration Joint Board, Strategic Planning groups and localities on professional issues, clinical and care issues, and providing assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis. The relationship between these professional leads and the Strategic Planning Groups, localities, the Chief Officer and the governance arrangements of the Parties is outlined at Annex 5. 7.8 The Parties have a range of clinical and care governance structural arrangements relevant to particular areas of health and social care. This will still be necessary for clinical and care governance compliance within integrated arrangements. These arrangements will come together in the Clinical and Care Governance Board Workstream Group which Committee and will be chaired provide professional advice in respect of the delivery of social work and social care services by the Chief Officer on behalf of both Parties. Through this structure the Parties will be responsible for demonstrating compliance with statutory requirements Council staff and commissioned care providers in relation to clinical governance, authorising an accurate Argyll and honest annual clinical governance statement and responding to scrutiny and improvement reports by external bodies such as Healthcare Improvement Scotland and the Care InspectorateBute. 7.9 5.16 The Parties will provideParties, as required, assurance to the in support of Argyll and Bute Integration Joint Board on the Parties compliance with statutory requirements around will put in place structures and processes to support clinical and care governance, thus providing assurance on the quality of health and social care in Argyll and Bute. A Clinical and Care Governance Committee, bringing together senior professional leaders across Argyll and Xxxx, including the Medical Director, Board Nurse Director, Chief Social Work Officer, and the Director of Public Health, will be established. This committee, chaired by one of its members, will ensure that quality monitoring and governance arrangements are in place for safe and effective health and social care service delivery in Argyll and Bute. This will include the following: • compliance with professional codes, legislation, standards, guidance • systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population. • effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • systems to support the structured, systematic monitoring, assessment and management of risk. • co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny. • mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 5.17 The Clinical and Care Governance Committee will provide advice to Argyll and Bute Integration Joint Board; The Strategic Planning Group and to locality planning groups, all of whom may seek relevant advice directly from the Clinical and Care Governance Workstream GroupCommittee, as required. 7.10 5.18 Arrangements will be put in place so that the Area Clinical Forums, Managed Care networks, other appropriate professional groups, and the Adult and Child Protection Committees are able to directly provide advice to the Clinical and professional leads from both Parties Care Governance Committee. 5.19 The Clinical and Care Governance Committee will discharge the following functions in relation report directly to the Integration Joint Board, Strategic Planning Groups Argyll and Localities:  Advise the Chief Officer, members of the Integration Joint Board, Strategic Planning Groups and Localities on professional issues.  Provide professional expertise to the Integration Joint Board, Strategic Planning Groups and Localities on a wide range of clinical and care issues.  Provide assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis.  In the case of the Chief Social Work Officer, provide their annual report to the Integration Joint Board.  Assure the Bute Integration Joint Board that the National Nursing & Midwifery and other Professional Assurance frameworks are implemented.  Advise the Integration Joint Board on professional workforce will provide clear robust, accurate and workload planning including the mandatory application of workforce tools.  Advise the Integration Joint Board timely information on the pre quality of service performance. 5.20 Information will be used to provide oversight and post registration educational standards required for professions.  Provide a link from guidance to the Integration Joint Board, Strategic Planning Groups Group in respect of Clinical and Localities to professional structures within Care Governance and Professional Governance, for the Council delivery of Health and Social Care Services across localities identified in the Health Board.  Ensure a shared collective responsibility for governance across the Integration Joint Board.  Ensure professional leadership is seen as integral to the corporate management of the Integration Joint Board.  Ensure a clear focus on the contribution of professional expertise available to the Integration Joint Board, Strategic Planning Groups and Localities.  Ensure an effective line of professional responsibility throughout the organisation; an Integration Joint Board to team / xxxx level approach which ensures all professional leaders influence and shape the work of the Integration Joint Board.  Ensure the effectiveness of the local clinical governance arrangements in meeting local and cross system needs whilst supporting the Integration Joint Board with reports and assurancePlan. 7.11 Clinical and professional leads from both Parties will ensure that relevant policies in relation 5.2.1 Annexe 3 provides a schematic to clinical and care show the systems governance are adhered to, including policies on:  Infection control.  Patient Safety and Clinical Quality.  Care and Assurance Accreditation Framework.  Child and Adult Protection Policiesarrangements.

Clinical and Care Governance. 7.1 Clinical ‌ 5.1 The Parties and the IJBArgyll and Bute Integration joint Board are accountable for ensuring appropriate clinical and care governance is a system that assures that care, quality and outcomes are arrangements in respect of a high standard for users of services and that there is evidence their duties under the Act. The Parties will have regard to back this up. It includes formal structures to review clinical and care services on a multidisciplinary basis and defines, drives and provides oversight the principles of the cultureScottish Government’s draft Clinical and Care Governance Framework, conditions, processes, accountabilities including the focus on localities and authority to act, of organisations service user and individuals delivering carecarer feedback. 7.2 Quality, clinical, care 5.2 The Parties recognise that the establishment and professional governance in relation to services provided in pursuance continuous review of the functions delegated arrangements for Clinical and Care Governance and Professional Governance are essential in delivering their obligations and quality ambitions. The arrangements described in this section are designed to assure the IJBArgyll and Bute Integration Joint Board will:  involve service users of the quality and carers safety of services delivered in Argyll and the wider public in the development of services;  ensure safe and effective services and appropriate support, supervision and training for staff;  strive for continuous quality improvement;  maintain a framework of policies and procedures designed to deliver effective care;  ensure accountability and management of riskBute. 7.3 Professional staff will continue 5.3 Explicit lines of professional and operational accountability are essential to work within assure the professional regulatory framework applicable to health IJBArgyll and social care staff and primary care contractors. 7.4 The Health Board’s Chief Executive is responsible for clinical governance, quality, patient safety and engagement, supported by the Health Board’s professional advisers. The Chief Officer of the Bute Integration Joint Board has delegated responsibility for the professional standards of all staff working in integrated services. The Chief Officer, relevant Health Leads and Chief Social Work Officer will work together to ensure appropriate professional standards and leadership. 7.5 The Health Board’s Medical Director is responsible for the systems which support the delivery of clinical governance and medicines governance, those arrangements including the clinical governance unit and the processes which underpin it will operate in support Parties of the Integration Joint Board. 7.6 The Chief Social Work Officer is responsible robustness of governance arrangements for ensuring their duties under the provision of effective, professional advice to the local authority in relation to the provision of Social Work Services and ensuring the Act. They underpin delivery of safe, effective and innovative practiceperson-centered care in all care settings delivered by employees of the Council, NHS Highland, and of the third and independent sectors, and by as well as the informal carers. 5.4 In relation to existing health and social care services, NHS Highland is accountable for health functions and services, whilst Argyll and Bute Council is responsible for social care services. Professional governance responsibilities are carried out by the professional leads through to the health and social care professional regulatory bodies. 5.5 The Chief Social Work Officer holds professional accountability for social work and social care services. The Chief Social Work Officer reports directly to the Chief Executive and Elected Members of the Council in respect of professional social worksocial care matters. He/she is responsible for ensuring that social work and social care services are delivered in accordance with relevant legislation and that staff delivering such services do so in accordance with the requirements of the Scottish Social Services Council. 5.6 Principles of Clinical and Care Governance will be embedded at service user/clinical care/professional interface using the framework outlined below. The IJBArgyll and Bute Integration Joint Board will ensure that explicit arrangements are made for professional supervision, learning, support and continuous improvement for all staff. 5.7 The IJBArgyll and Bute Integration Joint Board will fulfil its devolved responsibility in terms of overseeing delivery of delegated functions by ensuring that there is evidence of effective performance management systems. Professional and service user networks or groups will inform the agreed Clinical and Care Governance framework directing the focus towards a quality approach and continuous improvement. 5.8 The Clinical and Care Governance and Professional Governance framework will encompass the following: • Measure the quality of integrated service delivery by measuring delivery of personal outcomes and seeking feedback from service users and/or carers. • Professional regulation and workforce development. • Information governance. • Safety of integrated service delivery and personal outcomes and quality of registered services 5.9 Each of the four elements, listed at 5.8, will be underpinned by mechanisms to measure quality, clinical and service effectiveness and sustainability. They will be compliant with statutory, legal and policy obligations strongly underpinned by human rights values and social justice. Service delivery will be evidence-based, underpinned by robust mechanisms to integrate professional education, research and development. 5.10 The IJBArgyll and Bute Integration Joint Board is responsible for embedding mechanisms for continuous improvement of all services through application of a Clinical and Care Governance and Professional Governance Framework. The IJBArgyll and Bute Integration Joint Board will be responsible for ensuring effective mechanisms for service user and carer feedback and for complaints handling. 5.11 NHS Highland Executive Medical Director and Board Nurse Director share accountability for Clinical and Professional Governance across NHS Highland as a duty delegated by NHS Highland. This will include ensuring: • Quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. • Systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population. • Effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • Systems to support the structured, systematic monitoring, assessment and management of risk. • Co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • Improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny. • Mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • Planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 5.12 The Chief Medical DirectorOfficer, or his/her depute, will be a member of the Clinical and Care Governance Committee and will provide professional advice in respect of the overview and consistency of the Clinical and Care Governance and Professional Governance Framework. 5.13 The Board Nurse Director, or his/her depute, will be a member of the Clinical and Care Governance Committee and will provide professional advice in respect of the overview and consistency of the Clinical and Care Governance and Professional Governance Framework. 5.14 The Chief Social Work Officer’s , through delegated authority holds professional and operational accountability for the delivery of safe and high quality social work and social care services within the Council. An annual report on these matters will be submitted provided to the Council, NHS Highland and the IJB Argyll and Bute Integration Joint Board. 7.7 5.15 The Parties Chief Social Work Officer will make available to the Integration Joint Board professional leads representing social work, nursing and medicine. These professional leads will have be a number member of responsibilities including advising the Chief Officer, Integration Joint Board, Strategic Planning groups and localities on professional issues, clinical and care issues, and providing assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis. The relationship between these professional leads and the Strategic Planning Groups, localities, the Chief Officer and the governance arrangements of the Parties is outlined at Annex 5. 7.8 The Parties have a range of clinical and care governance structural arrangements relevant to particular areas of health and social care. This will still be necessary for clinical and care governance compliance within integrated arrangements. These arrangements will come together in the Clinical and Care Governance Board Workstream Group which Committee and will be chaired provide professional advice in respect of the delivery of social work and social care services by the Chief Officer on behalf of both Parties. Through this structure the Parties will be responsible for demonstrating compliance with statutory requirements Council staff and commissioned care providers in relation to clinical governance, authorising an accurate Argyll and honest annual clinical governance statement and responding to scrutiny and improvement reports by external bodies such as Healthcare Improvement Scotland and the Care InspectorateBute. 7.9 5.16 The Parties will provideParties, as required, assurance to in support of the IJBArgyll and Bute Integration Joint Board on the Parties compliance with statutory requirements around will put in place structures and processes to support clinical and care governance, thus providing assurance on the quality of health and social care in Argyll and Bute. A Clinical and Care Governance Committee, bringing together senior professional leaders across Argyll and Xxxx, including the Medical Director, Board Nurse Director, Chief Social Work Officer, and the Director of Public Health, will be established. This committee, chaired by one of its members, will ensure that quality monitoring and governance arrangements are in place for safe and effective health and social care service delivery in Argyll and Bute. This will include the following: • compliance with professional codes, legislation, standards, guidance • systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population. • effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • systems to support the structured, systematic monitoring, assessment and management of risk. • co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny. • mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 5.17 The Clinical and Care Governance Committee will provide advice to the IJB Argyll and Bute Integration Joint Board, the Strategic Planning Group and to locality planning groups, all of whom may seek relevant advice directly from the Clinical and Care Governance Workstream GroupCommittee, as required. 7.10 5.18 Arrangements will be put in place so that the Area Clinical Forums, Managed Care networks, other appropriate professional groups, and the Adult and Child Protection Committees are able to directly provide advice to the Clinical and professional leads from both Parties Care Governance Committee. 5.19 The Clinical and Care Governance Committee will discharge the following functions in relation report directly to the Integration Joint Board, Strategic Planning Groups IJB Argyll and Localities:  Advise the Chief Officer, members of the Integration Joint Board, Strategic Planning Groups and Localities on professional issues.  Provide professional expertise to the Integration Joint Board, Strategic Planning Groups and Localities on a wide range of clinical and care issues.  Provide assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis.  In the case of the Chief Social Work Officer, provide their annual report to the Integration Joint Board.  Assure the Bute Integration Joint Board that the National Nursing & Midwifery and other Professional Assurance frameworks are implemented.  Advise the Integration Joint Board on professional workforce will provide clear robust, accurate and workload planning including the mandatory application of workforce tools.  Advise the Integration Joint Board timely information on the pre quality of service performance. 5.20 Information will be used to provide oversight and post registration educational standards required for professions.  Provide a link from guidance to the Integration Joint Board, Strategic Planning Groups Group in respect of Clinical and Localities to professional structures within Care Governance and Professional Governance, for the Council delivery of Health and Social Care Services across localities identified in the Health Board.  Ensure a shared collective responsibility for governance across the Integration Joint Board.  Ensure professional leadership is seen as integral to the corporate management of the Integration Joint Board.  Ensure a clear focus on the contribution of professional expertise available to the Integration Joint Board, Strategic Planning Groups and Localities.  Ensure an effective line of professional responsibility throughout the organisation; an Integration Joint Board to team / xxxx level approach which ensures all professional leaders influence and shape the work of the Integration Joint Board.  Ensure the effectiveness of the local clinical governance arrangements in meeting local and cross system needs whilst supporting the Integration Joint Board with reports and assurancePlan. 7.11 Clinical and professional leads from both Parties will ensure that relevant policies in relation 5.21 Annex 3 provides a schematic to show the systems governance arrangements. 5.22 Annex 4 provides a schematic to show the clinical and care governance are adhered to, including policies on:  Infection control.  Patient Safety and Clinical Quality.  Care and Assurance Accreditation Framework.  Child and Adult Protection Policiesarrangements.

Clinical and Care Governance. 7.1 Clinical 5.1 The Parties and the IJB are accountable for ensuring appropriate clinical and care governance is a system arrangements in respect of their duties under the Act. The Parties will have regard to the principles of the Scottish Government’s Clinical and Care Governance Framework, including the focus on localities and service user and carer feedback. 5.2 The Parties recognise that assures that care, the establishment and continuous review of the arrangements for Clinical and Care Governance and Professional Governance are essential in delivering their obligations and quality ambitions. The arrangements described in this section are designed to assure the IJB of the quality and outcomes are of a high standard for users safety of services delivered in Argyll and that there is evidence Bute. 5.3 Explicit lines of professional and operational accountability are essential to back this up. It includes formal structures to review clinical assure the IJB and care services on a multidisciplinary basis and defines, drives and provides oversight the Parties of the culture, conditions, processes, accountabilities and authority to act, robustness of organisations and individuals delivering care. 7.2 Quality, clinical, care and professional governance in relation to services provided in pursuance of arrangements for their duties under the functions delegated to the Integration Joint Board will:  involve service users and carers and the wider public in the development of services;  ensure safe and effective services and appropriate support, supervision and training for staff;  strive for continuous quality improvement;  maintain a framework of policies and procedures designed to deliver effective care;  ensure accountability and management of risk. 7.3 Professional staff will continue to work within the professional regulatory framework applicable to health and social care staff and primary care contractors. 7.4 The Health Board’s Chief Executive is responsible for clinical governance, quality, patient safety and engagement, supported by the Health Board’s professional advisersAct. The Chief Officer of the Integration Joint Board has delegated responsibility for the professional standards of all staff working in integrated services. The Chief Officer, relevant Health Leads and Chief Social Work Officer will work together to ensure appropriate professional standards and leadership. 7.5 The Health Board’s Medical Director is responsible for the systems which support the delivery of clinical governance and medicines governance, those arrangements including the clinical governance unit and the processes which They underpin it will operate in support of the Integration Joint Board. 7.6 The Chief Social Work Officer is responsible for ensuring the provision of effective, professional advice to the local authority in relation to the provision of Social Work Services and ensuring the delivery of safe, effective and innovative practiceperson- centred care in all care settings delivered by employees of the Council, NHS Highland, the third and independent sectors, and by informal carers. 5.4 In relation to existing health and social care services, NHS Highland is accountable for health functions and services, whilst Argyll and Bute Council is responsible for social care services. Professional governance responsibilities are carried out by the professional leads through to the health and social care professional regulatory bodies. 5.5 The Chief Social Work Officer holds professional accountability for social care services. The Chief Social Work Officer’s annual report Officer reports directly to the Chief Executive and Elected Members of the Council in respect of professional social care matters. He/she is responsible for ensuring that social work and social care services are delivered in accordance with relevant legislation and that staff delivering such services do so in accordance with the requirements of the Scottish Social Services Council. 5.6 Principles of Clinical and Care Governance will be submitted to embedded at service user/clinical care/professional interface using the Integration Joint Boardframework outlined below. The IJB will ensure that explicit arrangements are made for professional supervision, learning, support and continuous improvement for all staff. 7.7 5.7 The Parties IJB will make available fulfil its devolved responsibility in terms of overseeing delivery of delegated functions by ensuring that there is evidence of effective performance management systems. Professional and service user networks or groups will inform the agreed Clinical and Care Governance framework directing the focus towards a quality approach and continuous improvement. 5.8 The Clinical and Care Governance and Professional Governance framework will encompass the following: • Measure the quality of integrated service delivery by measuring delivery of personal outcomes and seeking feedback from service users and/or carers. • Professional regulation and workforce development. • Information governance. • Safety of integrated service delivery and personal outcomes and quality of registered services 5.9 Each of the four elements, listed at 5.8, will be underpinned by mechanisms to the Integration Joint Board professional leads representing social work, nursing and medicine. These professional leads will have a number of responsibilities including advising the Chief Officer, Integration Joint Board, Strategic Planning groups and localities on professional issuesmeasure quality, clinical and care issuesservice effectiveness and sustainability. They will be compliant with statutory, legal and providing assurance that the statutory regulatory requirements policy obligations strongly underpinned by human rights values and social justice. Service delivery will be evidence-based, underpinned by robust mechanisms to integrate professional education, research and development. 5.10 The IJB is responsible for professional practice are in place embedding mechanisms for continuous improvement of all services through application of a Clinical and monitored on a regular basisCare Governance and Professional Governance Framework. The relationship between these professional leads IJB will be responsible for ensuring effective mechanisms for service user and the Strategic Planning Groups, localities, the Chief Officer carer feedback and the governance arrangements of the Parties is outlined at Annex 5for complaints handling. 7.8 The Parties have 5.11 NHS Highland Executive Medical Director and Board Nurse Director share accountability for Clinical and Professional Governance across NHS Highland as a range of clinical and care governance structural arrangements relevant to particular areas of health and social careduty delegated by NHS Highland. This will still include ensuring: • Quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. • Systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population. • Effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • Systems to support the structured, systematic monitoring, assessment and management of risk. • Co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • Improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny. • Mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • Planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 5.12 The Medical Director, or his/her depute, will be necessary for clinical and care governance compliance within integrated arrangements. These arrangements will come together in a member of the Clinical and Care Governance Board Workstream Group which Committee and will be chaired by provide professional advice in respect of the Chief Officer on behalf overview and consistency of both Parties. Through this structure the Parties will be responsible for demonstrating compliance with statutory requirements in relation to clinical governance, authorising an accurate and honest annual clinical governance statement and responding to scrutiny and improvement reports by external bodies such as Healthcare Improvement Scotland and the Care Inspectorate. 7.9 The Parties will provide, as required, assurance to the Integration Joint Board on the Parties compliance with statutory requirements around clinical and care governance arrangements through the Clinical and Care Governance Workstream Groupand Professional Governance Framework. 7.10 5.13 The Board Nurse Director, or his/her depute, will be a member of the Clinical and Care Governance Committee and will provide professional leads from both Parties will discharge the following functions advice in relation to the Integration Joint Board, Strategic Planning Groups and Localities:  Advise the Chief Officer, members respect of the Integration Joint Board, Strategic Planning Groups overview and Localities on professional issues.  Provide professional expertise to the Integration Joint Board, Strategic Planning Groups and Localities on a wide range of clinical and care issues.  Provide assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis.  In the case consistency of the Clinical and Care Governance and Professional Governance Framework. 5.14 The Chief Social Work Officer, provide their through delegated authority holds professional and operational accountability for the delivery of safe and high quality social work and social care services within the Council. An annual report on these matters will be provided to the Integration Joint BoardCouncil, NHS Highland and the IJB. 5.15 The Chief Social Work Officer will be a member of the Clinical and Care Governance Committee and will provide professional advice in respect of the delivery of social work and social care services by Council staff and commissioned care providers in Argyll and Bute. 5.16 The Parties, in support of the IJB will put in place structures and processes to support clinical and care governance, thus providing assurance on the quality of health and social care in Argyll and Bute.  Assure the Integration Joint Board that the National Nursing & Midwifery A Clinical and other Professional Assurance frameworks are implemented.  Advise the Integration Joint Board on Care Governance Committee, bringing together senior professional workforce leaders across Argyll and workload planning Xxxx, including the mandatory application of workforce tools.  Advise the Integration Joint Medical Director, Board on the pre and post registration educational standards required for professions.  Provide a link from the Integration Joint BoardNurse Director, Strategic Planning Groups and Localities to professional structures within the Council Chief Social Work Officer, and the Health BoardDirector of Public Health, will be established.  Ensure This committee, chaired by one of its members, will ensure that quality monitoring and governance arrangements are in place for safe and effective health and social care service delivery in Argyll and Bute. This will include the following: • compliance with professional codes, legislation, standards, guidance • systems and processes to ensure a shared collective responsibility for governance across workforce with the Integration Joint Board.  Ensure professional leadership is seen as integral appropriate knowledge and skills to meet the corporate management of the Integration Joint Board.  Ensure a clear focus on the contribution of professional expertise available to the Integration Joint Board, Strategic Planning Groups and Localities.  Ensure an effective line of professional responsibility throughout the organisation; an Integration Joint Board to team / xxxx level approach which ensures all professional leaders influence and shape the work of the Integration Joint Board.  Ensure the effectiveness needs of the local clinical population. • effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • systems to support the structured, systematic monitoring, assessment and management of risk. • co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • improvement and learning in areas of challenge or risk that are identified through local governance arrangements in meeting local mechanisms and cross system needs whilst external scrutiny. • mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • planned and strategic approaches to learning, improvement, innovation and development, supporting the Integration Joint Board with reports and assurancean effective organisational learning culture. 7.11 5.17 The Clinical and Care Governance Committee will provide advice to the IJB, the Strategic Planning Group and to locality planning groups, all of whom may seek relevant advice directly from the Clinical and Care Governance Committee, as required. 5.18 Arrangements will be put in place so that the Area Clinical Forums, Managed Care networks, other appropriate professional leads from both Parties groups, and the Adult and Child Protection Committees are able to directly provide advice to the Clinical and Care Governance Committee. 5.19 The Clinical and Care Governance Committee will ensure that relevant policies report directly to the IJB and will provide clear robust, accurate and timely information on the quality of service performance. 5.20 Information will be used to provide oversight and guidance to the Strategic Planning Group in relation respect of Clinical and Care Governance and Professional Governance, for the delivery of Health and Social Care Services across localities identified in the Strategic Plan. 5.21 Annex 3 provides a schematic to show the systems governance arrangements. 5.22 Annex 4 provides a schematic to show the clinical and care governance are adhered to, including policies on:  Infection control.  Patient Safety and Clinical Quality.  Care and Assurance Accreditation Framework.  Child and Adult Protection Policiesarrangements.

Clinical and Care Governance. 7.1 Clinical 5.1 The Parties and Argyll and Bute Integration joint Board are accountable for ensuring appropriate clinical and care governance is a system that assures that care, quality and outcomes are arrangements in respect of a high standard for users of services and that there is evidence their duties under the Act. The Parties will have regard to back this up. It includes formal structures to review clinical and care services on a multidisciplinary basis and defines, drives and provides oversight the principles of the cultureScottish Government’s draft Clinical and Care Governance Framework, conditions, processes, accountabilities including the focus on localities and authority to act, of organisations service user and individuals delivering carecarer feedback. 7.2 Quality, clinical, care 5.2 The Parties recognise that the establishment and professional governance in relation to services provided in pursuance continuous review of the functions delegated arrangements for Clinical and Care Governance and Professional Governance are essential in delivering their obligations and quality ambitions. The arrangements described in this section are designed to the assure Argyll and Bute Integration Joint Board will:  involve service users of the quality and carers safety of services delivered in Argyll and the wider public in the development of services;  ensure safe and effective services and appropriate support, supervision and training for staff;  strive for continuous quality improvement;  maintain a framework of policies and procedures designed to deliver effective care;  ensure accountability and management of riskBute. 7.3 Professional staff will continue 5.3 Explicit lines of professional and operational accountability are essential to work within the professional regulatory framework applicable to health assure Xxxxxx and social care staff and primary care contractors. 7.4 The Health Board’s Chief Executive is responsible for clinical governance, quality, patient safety and engagement, supported by the Health Board’s professional advisers. The Chief Officer of the Bute Integration Joint Board has delegated responsibility for the professional standards of all staff working in integrated services. The Chief Officer, relevant Health Leads and Chief Social Work Officer will work together to ensure appropriate professional standards and leadership. 7.5 The Health Board’s Medical Director is responsible for the systems which support the delivery of clinical governance and medicines governance, those arrangements including the clinical governance unit and the processes which underpin it will operate in support Parties of the Integration Joint Board. 7.6 The Chief Social Work Officer is responsible robustness of governance arrangements for ensuring their duties under the provision of effective, professional advice to the local authority in relation to the provision of Social Work Services and ensuring the Act. They underpin delivery of safe, effective and innovative practiceperson-centered care in all care settings delivered by employees of the Council, NHS Highland and of the third and independent sectors, as well as the informal carers. 5.4 In relation to existing health and social care services, NHS Highland is accountable for health functions and services, whilst Argyll and Bute Council is responsible for social care services. Professional governance responsibilities are carried out by the professional leads through to the health and social care professional regulatory bodies. 5.5 The Chief Social Work Officer holds professional accountability for social work and social care services. The Chief Social Work Officer reports directly to the Chief Executive and Elected Members of the Council in respect of professional social worksocial care matters. He/she is responsible for ensuring that social work and social care services are delivered in accordance with relevant legislation and that staff delivering such services do so in accordance with the requirements of the Scottish Social Services Council. 5.6 Principles of Clinical and Care Governance will be embedded at service user/clinical care/professional interface using the framework outlined below. Argyll and Bute Integration Joint Board will ensure that explicit arrangements are made for professional supervision, learning, support and continuous improvement for all staff. 5.7 Argyll and Bute Integration Joint Board will fulfil its devolved responsibility in terms of overseeing delivery of delegated functions by ensuring that there is evidence of effective performance management systems. Professional and service user networks or groups will inform the agreed Clinical and Care Governance framework directing the focus towards a quality approach and continuous improvement. 5.8 The Clinical and Care Governance and Professional Governance framework will encompass the following: • Measure the quality of integrated service delivery by measuring delivery of personal outcomes and seeking feedback from service users and/or carers. • Professional regulation and workforce development. • Information governance. • Safety of integrated service delivery and personal outcomes and quality of registered services 5.9 Each of the four elements, listed at 5.8, will be underpinned by mechanisms to measure quality, clinical and service effectiveness and sustainability. They will be compliant with statutory, legal and policy obligations strongly underpinned by human rights values and social justice. Service delivery will be evidence-based, underpinned by robust mechanisms to integrate professional education, research and development. 5.10 Argyll and Bute Integration Joint Board is responsible for embedding mechanisms for continuous improvement of all services through application of a Clinical and Care Governance and Professional Governance Framework. Argyll and Bute Integration Joint Board will be responsible for ensuring effective mechanisms for service user and carer feedback and for complaints handling. 5.11 NHS Highland Executive Medical Director and Board Nurse Director share accountability for Clinical and Professional Governance across NHS Highland as a duty delegated by NHS Highland. This will include ensuring: • Quality monitoring and governance arrangements that include compliance with professional codes, legislation, standards, guidance and that these are regularly open to scrutiny. • Systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population. • Effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • Systems to support the structured, systematic monitoring, assessment and management of risk. • Co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • Improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny. • Mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • Planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 5.12 The Chief Medical DirectorOfficer, or his/her depute, will be a member of the Clinical and Care Governance Committee and will provide professional advice in respect of the overview and consistency of the Clinical and Care Governance and Professional Governance Framework. 5.13 The Board Nurse Director, or his/her depute, will be a member of the Clinical and Care Governance Committee and will provide professional advice in respect of the overview and consistency of the Clinical and Care Governance and Professional Governance Framework. 5.14 The Chief Social Work Officer’s , through delegated authority holds professional and operational accountability for the delivery of safe and high quality social work and social care services within the Council. An annual report on these matters will be submitted provided to the Council, NHS Highland and Argyll and Bute Integration Joint Board. 7.7 5.15 The Parties Chief Social Work Officer will make available to the Integration Joint Board professional leads representing social work, nursing and medicine. These professional leads will have be a number member of responsibilities including advising the Chief Officer, Integration Joint Board, Strategic Planning groups and localities on professional issues, clinical and care issues, and providing assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis. The relationship between these professional leads and the Strategic Planning Groups, localities, the Chief Officer and the governance arrangements of the Parties is outlined at Annex 5. 7.8 The Parties have a range of clinical and care governance structural arrangements relevant to particular areas of health and social care. This will still be necessary for clinical and care governance compliance within integrated arrangements. These arrangements will come together in the Clinical and Care Governance Board Workstream Group which Committee and will be chaired provide professional advice in respect of the delivery of social work and social care services by the Chief Officer on behalf of both Parties. Through this structure the Parties will be responsible for demonstrating compliance with statutory requirements Council staff and commissioned care providers in relation to clinical governance, authorising an accurate Argyll and honest annual clinical governance statement and responding to scrutiny and improvement reports by external bodies such as Healthcare Improvement Scotland and the Care InspectorateBute. 7.9 5.16 The Parties will provideParties, as required, assurance to the in support of Argyll and Bute Integration Joint Board on the Parties compliance with statutory requirements around will put in place structures and processes to support clinical and care governance, thus providing assurance on the quality of health and social care in Argyll and Bute. A Clinical and Care Governance Committee, bringing together senior professional leaders across Argyll and Xxxx, including the Medical Director, Board Nurse Director, Chief Social Work Officer, and the Director of Public Health, will be established. This committee, chaired by one of its members, will ensure that quality monitoring and governance arrangements are in place for safe and effective health and social care service delivery in Argyll and Bute. This will include the following: • compliance with professional codes, legislation, standards, guidance • systems and processes to ensure a workforce with the appropriate knowledge and skills to meet the needs of the local population. • effective internal systems that provide and publish clear, robust, accurate and timely information on the quality of service performance. • systems to support the structured, systematic monitoring, assessment and management of risk. • co-ordinated risk management, complaints, feedback and adverse events/incident system, ensuring that this focuses on learning, assurance and improvement. • improvement and learning in areas of challenge or risk that are identified through local governance mechanisms and external scrutiny. • mechanisms that encourage effective and open engagement with staff on the design, delivery, monitoring and improvement of the quality of care and services. • planned and strategic approaches to learning, improvement, innovation and development, supporting an effective organisational learning culture. 5.17 The Clinical and Care Governance Committee will provide advice to Xxxxxx and Bute Integration Joint Board,; The Strategic Planning Group and to locality planning groups, all of whom may seek relevant advice directly from the Clinical and Care Governance Workstream GroupCommittee, as required. 7.10 5.18 Arrangements will be put in place so that the Area Clinical Forums, Managed Care networks, other appropriate professional groups, and the Adult and Child Protection Committees are able to directly provide advice to the Clinical and professional leads from both Parties Care Governance Committee. 5.19 The Clinical and Care Governance Committee will discharge the following functions in relation report directly to the Integration Joint Board, Strategic Planning Groups Argyll and Localities:  Advise the Chief Officer, members of the Integration Joint Board, Strategic Planning Groups and Localities on professional issues.  Provide professional expertise to the Integration Joint Board, Strategic Planning Groups and Localities on a wide range of clinical and care issues.  Provide assurance that the statutory regulatory requirements for professional practice are in place and monitored on a regular basis.  In the case of the Chief Social Work Officer, provide their annual report to the Integration Joint Board.  Assure the Bute Integration Joint Board that the National Nursing & Midwifery and other Professional Assurance frameworks are implemented.  Advise the Integration Joint Board on professional workforce will provide clear robust, accurate and workload planning including the mandatory application of workforce tools.  Advise the Integration Joint Board timely information on the pre quality of service performance. 5.20 Information will be used to provide oversight and post registration educational standards required for professions.  Provide a link from guidance to the Integration Joint Board, Strategic Planning Groups Group in respect of Clinical and Localities to professional structures within Care Governance and Professional Governance, for the Council delivery of Health and Social Care Services across localities identified in the Health Board.  Ensure a shared collective responsibility for governance across the Integration Joint Board.  Ensure professional leadership is seen as integral to the corporate management of the Integration Joint Board.  Ensure a clear focus on the contribution of professional expertise available to the Integration Joint Board, Strategic Planning Groups and Localities.  Ensure an effective line of professional responsibility throughout the organisation; an Integration Joint Board to team / xxxx level approach which ensures all professional leaders influence and shape the work of the Integration Joint Board.  Ensure the effectiveness of the local clinical governance arrangements in meeting local and cross system needs whilst supporting the Integration Joint Board with reports and assurancePlan. 7.11 Clinical and professional leads from both Parties will ensure that relevant policies in relation 5.21 Annexe 3 provides a schematic to show the systems governance arrangements. 5.22 Annexe 4 provides a schematic to show the clinical and care governance are adhered to, including policies on:  Infection control.  Patient Safety and Clinical Quality.  Care and Assurance Accreditation Framework.  Child and Adult Protection Policiesarrangements.