Organizational governance and Performance management

Organizational governance and Performance management

 Clinical Governance Failures in Bundaberg Hospital:

Corporate governance deduces a structure that incorporates a lot of rules, systems, and practices to guide, control and manage an organization. Corporate governance in a hospital or health services center that is called clinical governance (Day, 2019).

The clinical lawmaking body of any health organization is an organization system for all people, including experts.

Besides, the hospital’s clinical government furthermore shares responsibility for the quality of care and the headway of the organization to the extent of patient’s dependability (Shweta, 2014).

Any try to the organization in the introduction of responsibility and the organization of the structure is known as clinical governance failure.

Major Findings

An fully functional inquiry commission that was created so as to conduct an investigation based on the failures of the clinical governance in context to the Bundaberg Hospital based in the city of Queensland, tend to indicate that the associative negligence and the aspect of irresponsibility in context to that of the hospital or concerned health care administration includingthe proceedings of Dr. Jayant Patel (Delaney, 2015).

The main findings associated with that of the context to inquiry are furthermore stated in the below mentioned following points. The main findings that are as furnished include:

  • The contextual Medical Board that is of Queensland and that of the condemned administration associated with that of the Bundaberg Hospital was instrumental in showing some aspects that resembles to those of serious negligence and that of irresponsibility.
  • This serious act of irresponsibility was conducted in lieu of the appointment of Dr. Patel as in the form of a decorated post of being a senior medical officer in the department of surgery in the year 2003.
  • In this case another finding suggest that the concerned hospital authority and that of the administration did tend to carry out proper background and professional competency check on paper in regards to the credentials that are as associated with that of Dr. Patel.
  • Another finding suggests that concerned hospital administrationwas also instrumental in failing in the aspect of assessing the eligibility, in context to the competency and that of the concerned qualification of Dr. Patel.
  • In one of the findings instrumental in finding out a fact that they did not even bother to check the competency level of a doctor for the performing of his dutiful responsibility as in the form of a senior medical officer who is appointed in the surgery department of Bundaberg Hospital.
  • Furthermore Dr Patel was appointed on the basis of Bundaberg’s AON classification and was convicted of blindly accepting the applications from that of the public hospitals in terms of filling up the AON positions.
  • The concerned authority did not assess the contextual clinical competence associated with that of AON position and their respective applicants. They even did not bother to undertake any form of running or live monitoring facility or at least the proper assessment of the special purpose like that in case of Dr Patel as in the form of a registrant.
  • The contextual Morris Inquiry was instrumental in collecting evidence of the fact that previously a qualified surgeon (an Australian) had applied for the same post, but with reason’s unknown the job was not offered to him.
  • The enquiry team led by Morris did note that a number of qualified surgeons in Australia were private practioners but no any attempts were made to establish the fact that whether all of them are prepared to cater their surgical services in Bundaberg Hospital as in the form of a visiting medical officers.

Organizational governance and Performance management

The Intended Governance Mechanism and Regulatory Reforms to avoid the incident

The probable Regulatory Reforms that had been placed on that time of the above mentioned occurrence in context to the Bundaberg Hospital (Casali and Day, 2010). So as to address the shortages in the workforce are stated in the below mentioned points thaton going further can lead to some form of reliance in context to the OTDs in some of the associated medical sectors:

  • If the Australian Government would have introduced some of the initiatives so as to increase the number of trained Australian doctors, in terms of expanding the training places associated with the medical field specially the sugery.
  • If the above mentioned point was to be carried out then the contextual hospital would easily have an increased flow of bonded medical places in terms of numbers. There was a need to call for radical responses that are associated with that of the workforce shortages, like that of using the nurse practitioners that are independent. Accordingly they would have continued their importance on that of the Australian medical workforce OTD’s toward the national, and that of the coordination amongst the system associated with that of the process related to the respective recruitment, by an assessment, and the registration of the OTD
  • There was an urgent need of a concerned and responsible establishment associated with those of the national OTD body so as to oversee the whole process that are furthermore considered enact, and would have worked in terms of legal aspects and strictly consider the mandatory obligations that are associative to the reporting process (Wilson et al. 2012).
  • Besides they needed to have an increment in the number of instances that are in association with the reporting process led by the medical professionals and ongoing further they would have assisted in the process of either preventing, or detecting a fault at avery early stage as in case of Dr. Patel.
  • The Patel scandal, would have been averted in case some of the Australian Medical Boards would have been quick in making their approval and pay more heed to the process of checking the associated credential that are procedures for OTDs in a more stringent way.
  • In context to the Australian Medical Boards they in earlier times that is before the commitment of the occurrence would need to have acknowledged the need of workingin regards to the nationally consistent approach as associated with that of the OTD’s.
  • They were in need of making progress in regard to the medium of introduction in the form of a standardized national language that is English as per the requirement.
  • Besides the contextual Australian legislation would have been acted proactively and needed to develop a system under which an individual doctor need to possess an insurance in context to indemnity so as to gain a valid medical registration in their country.
  • The concerned MIIAA were needed to indemnify the concerned OTDs, on the basis of a condition associated with that of indemnity and must include that each and every doctor’s qualifications as furnished by them are to be thoroughly verified by the concerned Board of Medicine.


Casali, G.L. and Day, G.E., 2010. Treating an unhealthy organisational culture: the implications of the Bundaberg Hospital Inquiry for managerial ethical decision making. Australian Health Review34(1), pp.73-79.

Delaney, L., 2015. The challenges of an integrated governance process in healthcare. Clinical Governance: An International Journal20(2), pp.74-81.

Shweta, P., 2014. Organizational climate in Health Services A comparative Study.

Day, G.E., 2019. Understanding organisational culture in the hospital setting. Transitions in Nursing eBook: Preparing for Professional Practice, p.59.

Wilson, R.M., Michel, P., Olsen, S., Gibberd, R.W., Vincent, C., El-Assady, R., Rasslan, O., Qsous, S., Macharia, W.M., Sahel, A. and Whittaker, S., 2012. Patient safety in developing countries: retrospective estimation of scale and nature of harm to patients in hospital. Bmj344, p.e832.

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