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Clinical Governance Approach between UK and Australia - Term Paper Example

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"Clinical Governance Approach between the UK and Australia" paper states that clinical governance operates as a unifying concept of macro-management of all aspects of public health. It upholds the virtue of everyone as a capable contributor for better, more responsible medical treatment…
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Clinical Governance Approach between UK and Australia
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Download file to see previous pages The UK Department of Health defines it as “the framework through which NHS organizations are accountable for continuously improving the quality of their services and safeguarding high standards of care by creating an environment in which excellence in clinical care will flourish.” (Department of Health, 2004). The term clinical governance gained importance following the high mortality rate for pediatric cardiac surgery at the Bristol Royal Infirmary. The incident led to the formation by the government in 1998 of the Kennedy Commission, which proved a turning point in overhauling the NHS (Kennedy, 2001). The commission’s final report recommended that change “can only be brought about with the willing and active participation of those involved in health care: the public, patients, health care professions, trusts and health authorities, and government” (Kennedy, 2001, 434). Prior to the passing of Health Act 1999, the principal statutory responsibilities of NHS Trust Boards extended to the financial management of the organization and an acceptable level of patient care and safety. The 1999 Act bounded the Trust Boards to assume statutory legal responsibilities.

Following the British royal Infirmary incident the UK government issued a white paper titled, “The New NHS: Modern, Dependable,” and two supporting policy documents, “A National Framework for Assessing Performance”, and “A First Class Service: Quality in the New NHS”. These three documents were the crucial policy papers, which identified what ailed NHS and how it could be turned around to give first-class health services to patients with the statutory requirement for transparency and accountability (Currie, et.al). The NHS Trust Boards for a long time functioned in top-down bureaucratic style without much liability for ensuring a particular level of quality. Maintaining and improving the quality of care was not understood as a responsibility of the clinical professions.

The pre-1999 era was marked by an overwhelming reliance on bureaucratic control. ...Download file to see next pagesRead More
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