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Chapter 1 creation (pages 1–8): Roger Watson and Stephen Tilley
Chapter 2 the advance of Nursing as an dependable occupation (pages 9–20): Susan McGann
Chapter three responsibility and scientific Governance in Nursing: a severe review of the subject (pages 21–37): Kerry Jacobs
Chapter four responsibility and medical Governance (pages 38–46): Roger Watson
Chapter five The criminal responsibility of the Nurse (pages 47–63): John Tingle
Chapter 6 responsibility and scientific Governance: a coverage point of view (pages 64–76): Tracey Heath
Chapter 7 responsibility in NHS Trusts (pages 77–86): Stephen Knight and Tony Hostick
Chapter eight responsibility and medical Governance in Nursing: a Manager's standpoint (pages 87–98): Linda Pollock
Chapter nine operating with Children:Accountability and Paediatric Nursing (pages 99–116): Gosia Brykczynska
Chapter 10 responsibility and medical Governance in studying incapacity Nursing (pages 117–131): Bob Gates, Mick Wolverson and Jane Wray
Chapter eleven the place does the greenback cease? responsibility in Midwifery (pages 132–142): Rosemary Mander
Chapter 12 responsibility in group Nursing (pages 143–156): Sarah Baggaley with Alison Bryans and Alison Bryans
Chapter thirteen medical Governance, responsibility and psychological overall healthiness Nursing: an Emergent tale (pages 157–169): Stephen Tilley
Chapter 14 responsibility in Nursing examine (pages 170–189): Alison Tierney and Roger Watson
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Additional info for Accountability in Nursing and Midwifery, Second Edition
In the ﬁrst ﬁve months of the war, from August to December of 1914, many auxiliary hospitals were set up by wealthy ladies with no nursing experience. The National Council of Trained Nurses placed on record its disapproval of the nursing of sick and wounded soldiers in military and auxiliary hospitals by ‘untrained and unskilled women’ (British Journal of Nursing, 1915a). This was an attack on the VADs and the amateur hospitals which had been encouraged by the BRCS. By the beginning of 1915, the unorganised state of nursing was beginning to cause problems.
Davies & Mannion (2000) summarise the main components of clinical governance as: AINC03 25/07/2005 2:51 PM Page 33 Clinical governance 33 Clear lines of responsibility and accountability for the overall quality of care. This includes giving the chief executive the ultimate responsibility for clinical quality, and placing an obligation on NHS trusts to arrange formal reporting structures that put quality issues on an even footing with ﬁnancial matters. A comprehensive programme of quality improvement activities, such as clinical audit, evidence-based practice, continuing professional development and engagement with national standards are suggested.
A patient will unquestioningly accept the work of someone in a nurse’s uniform and in some cases, such as coma patients, theatre or mental healthcare, there may be no patient mandate at all. Yet nurses can still function in these settings. However, it is Ryan’s concept of the ‘warderly’ which emphasises the importance of reﬂection, examination and accounting in making the nurse. The danger is that the nurse ceases to care, to worry, to reﬂect, to account to him/herself and examine his/her actions; and in ceasing to care the care ceases.