An exploration of the roles and experiences of governance officers in ensuring accountability in an NHS Trust

Purpose This paper explores the role of governance officers in an NHS Trust. It examines how they negotiate the space between managers and clinicians to ensure accountability. Design/methodology/approach Using a phenomenological approach, semi-structured individual interviews were conducted with governance officers (n = 8) and a focus group (n = 5) to explore their lived experiences and views within an NHS Trust. The study draws on theoretical frameworks relating to Role Theory, Foucault's theory of power and Bourdieu's theory of practice. The data were analysed thematically using Braun and Clarke's (2006) method. Findings The key themes emerging from the data are: the governance officer role; pleasures and pains; power dynamics; unity despite diversity; the pursuit of accountability; policing and nurturing: approaches to accountability; self-perception and social position; forming bridges. Surveillance, a network of interactions and power dynamics influence how governance officers ensure accountability and this shapes their identity. Originality/value This is the first research study, to the author's knowledge, to explore, theorise and provide detailed insights into the role of governance officers. This pivotal role is important in ensuring accountability at the local level of the NHS and in providing high-quality patient treatment and care.