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The CGDI is a simple yet effective method which probes aspects of organisational commitment to clinical governance, respondent participation in organisational design, quality improvement, and teamwork.
There is, therefore, a need for tools that can be used consistently and over time to compare performances amongst health care providers and provide an indication of commitment to clinical governance and its development.
Thus, perhaps the most compelling explanation for the CGDI changes lies in where, in reality, on the trajectory of change the DHB was: some were clearly further along in their developmental journey, or had made considerably more progress in a short time than others, or had started to see the payoff from an early commitment to clinical governance.
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This finding was consistent across all 19 DHBs implying that only limited, if any, progress had been made on implementing clinical governance The level of commitment by management to clinical governance was frequently suggested to be 'lip service' only.
Related to clinical governance are the many tiers of workforce issues.
The approach is akin to clinical governance, first used by the UK department of health [ 13].
With Health Secretary Frank Dobson pledged to greater clinical governance of the medical profession, Department of Health sources concede that an even higher payout bill is bound to follow.
The extent to which clinical governance systems were in place across organisations was inconsistent.
But he also had a commitment to effective governance that is sadly lacking today.
This requires countries to prove a commitment to good governance and elections if they are to get the money.
Olympus said it "solemnly accepted" the Tokyo exchange's decision and promised to improve its commitment to corporate governance.
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