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In general, most of the literature on governance and health has focused on single elements of governance such as degree of government effectiveness, degree of corruption and community participation.
Multinational companies are clearly pushing the privatisation agenda inside institutions of global governance such as the World Bank, through the United States government and at international conferences and summits.
"Our analyses suggest that majorities of the American public actually have little influence over the policies our government adopts," Gilens and Page write: Americans do enjoy many features central to democratic governance, such as regular elections, freedom of speech and association, and a widespread (if still contested) franchise.
In the 'fourth era', adaptation is increasingly governed globally and transnationally, and the attention is turned toward 'softer' forms of governance such as agenda setting, information sharing and capacity building.
As Hurricane Katrina illustrated, in countries with strong governance such as the US, a natural disaster is unlikely to require people to cross borders.
In addition to these developments, radical changes to information governance, such as Section 251 of the NHS Social Care Act (2006), were introduced.
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With the development of the "governance" concept, international institutions represented by the World Bank have developed a variety of analytical tools for governance assessment, such as World Governance Index (WGI), the Governance Analysis Framework (GAF), etc.
Other serious governance reforms, such as computerization of government files, the use of direct cash transfers and targeted subsidies, are also barely moving.
Global health has been an arena of governance innovations in legislation, organizational structure, financing, and cooperation, and governance institutions such as GFATM and GAVI are emblematic of a new 'constituency model' of global health governance.
The governance of the PA is closely linked with corporate governance issues, such as shareholder influence, structure of the board of governors and corporate social responsibility.
Thus, professionals should be able to gauge the extent to which managerial and organisational activities are focused on building clinical governance, as well as the level of emphasis on clinical governance components such as quality and safety improvement.
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Justyna Jupowicz-Kozak
CEO of Professional Science Editing for Scientists @ prosciediting.com