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Caroline Dale

Caroline Dale

Caroline Dale

Head of Governance

Caroline Dale

Caroline brings over 20 years of senior leadership experience across the NHS and Independent Sector to her role as Head of Governance at DMC Healthcare. A highly experienced Registered Nurse, she has led governance and patient safety functions at both national and local levels, including the implementation of PSIRF and the national Patient Safety agenda. Her expertise spans Clinical and Corporate Governance, quality improvement, safe staffing, patient safety dashboards, and digital initiatives such as e-health records and e-prescribing. Caroline has worked closely with patients, clinicians, commissioners, and system partners to redesign care pathways and deliver more efficient, patient-centred services. With hands-on operational experience in insourced service delivery, she brings a deep understanding of regulatory standards, CQC compliance, and service improvement. Caroline is a strong advocate for collaborative working across the NHS, independent sector, social care, and third sector to deliver care that is, safe, high quality and of course patient centric.

``Effective governance is essential to delivering safe, consistent care. I’m proud to join DMC Healthcare to help strengthen and evolve our systems for ongoing excellence.``

– What matters to Caroline

About Us

DMC Healthcare is a leading independent community-based provider of consultant-led endoscopy, dermatology, radiology reporting and community services to the NHS, firmly rooted in the NHS for nearly 55 years.

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Registered in England: 06745192

Registered at: 60 Chadwick Road, Peckham, London, SE15 4PU

Clinical Effectiveness

Clinical effectiveness means ensuring that all aspects of service delivery are designed to provide the best outcomes for patients. This is achieved by ensuring that the right care is delivered to the right person at the right time they are in need and in the correct setting.

Information

A patient’s information should always be up to date and correct on any systems used. It should also be confidential through correct storage and management of data.

Risk Management

Risk Management involves having robust systems in place to understand, monitor and minimise the risks to patients and staff and to learn from mistakes. When things go wrong in the delivery of care, our staff teams should feel safe admitting it and be able to learn and share what they have learnt, which embeds change in practice.

Patient & Public Involvement

Communication with patients and the public is essential to gain insight on the quality of care we deliver, and any possible problems that can result. Public involvement is equally as important to ensure that patient and public feedback is used to improve services into day-to-day practice for better patient outcomes.

Education & Training

This encompasses the provision of appropriate support to enable staff to be competent in doing their jobs and to develop their skills so that they are up to date. Professional development needs to continue through lifelong learning.

Staff Management

This ensures the organisation recruits highly skilled staff and aligns them with the correct job roles. Staff are supported in professional development and to gain and improve their skills.

Audit

The aim of the audit process is to ensure that clinical practice is continuously monitored and that deficiencies in relation to set standards of care are remedied. Research goes alongside audits to pioneer best practice improvements.