Clinical Governance: The Challenges of Implementation in Iran

The Iranian Ministry of Health and Medical Education has introduced clinical governanceas the accepted model of hospital healthcare improvement. Subsequently, a growing movement forimplementing clinical governance in health facilities has emerged. This study aimed to explore the opinions of therelevant experts and executives to provide insight into current challenges, barriers and inadequacies in implementationof clinical governance in Iranian health settings. A qualitative approach was adopted. A purposeful sample of 17 participants was interviewed in thespring of 2012. The study sample was selected from among clinical governance executives of teaching hospitalsaffiliated with Kerman University of Medical Sciences and the academicians involved in administration of the clinical governance. The Framework method was adopted for data analysis. Seven themes explain challenges of implementing clinical governance, including human resources,management, communication, training, culture, resources, and monitoring and regulations.Adequate quality human resources, particularly experts in clinical governance should be dedicated.Leadership commitment to support implementation of clinical governance should be improved. Administratorsneed to get more familiarized with the concept and requirements of clinical governance. High ranking authoritiesshould avoid rapid turnover of management teams.Adequate communication regarding of clinical governance is needed to be established among different deputies of theMinistry of Health and Medical Education. Hospitals must be encouraged to share their experiences in clinical governance.Training programs should be based on needs assessment, have definite goals, and focus more on practical aspectsof clinical governance.The felt need for change must be promoted among hospitals’ administrations and staff. Teamwork between staffmust be promoted. Expectation for rapid achievements and early frustration in time taking reforms must be addressedby appropriate training.Appropriate infrastructure and mechanisms for reporting, interpretation, and analysis of quality indicator datashould be developed. Adequate financial and physical resources should be appropriated.Efficient monitoring and assessment systems must be implemented. Progress in implementation of clinical governanceshould be appropriately supervised and evaluated. Constant feedback on staff performance and outcomesof interventions should be provided.Adequate supportive laws and regulations, legally guaranteeing implementation of clinical governance shouldbe developed. Considering inter-relation of the identified themes and subthemes, our study recommends that a systemsapproach should be adopted for successful implementation of clinical governance. While fundamental solutionsto the identified challenges require long-term reforms in the health system, some obstacles such as inadequate leadershipsupport, rapid rotation of managers, lack of financial and physical resources, inefficient monitoring system, andinefficient training programs may be addressed in a relatively short run.