Changing health climate calls for Joined-Up Thinking
An integrated approach to strategic and operational planning helps healthcare providers manage the shifting expectations of Australia’s healthcare system.
As conditions, drivers and demands on health services evolve, a collective vision for service delivery enables providers to tackle these changing factors. Factors that are often outside the control of hospital managers.
When working with my clients, I call this approach Joined-Up Thinking.
Right now in Australia, there are four key drivers that demand we shift our thinking to a joined-up activity.
Diagnostic and treatment technology continues to improve and evolve, resulting in effective and efficient service delivery in new settings.
Vast changes in consumers’ behaviour is being felt across the country as patients begin to view their role in healthcare as active participants and shared decision makers with their clinicians.
The rapid introduction of new technological advancements, virtualisation of service delivery and changes in consumer expectations is changing the state of our national health service.
The changing burden of disease – now sees patients actively participating in self-management for illness and are engaging more with a network of clinicians over their lifetime.
Without integration, individual activities have unintended impacts on other activities, leading to results that don’t hit the mark.
By working in partnerships with your people, clinicians, patients, administration and support staff, together with government agencies, community networks and other partners, in a truly integrated approach, you can build combined service delivery frameworks that successfully manage the scale of change.
My colleague, Mitchell Williams, has written Integrated Planning – embedding a culture of Joined-Up Thinking to put this idea under the microscope. This article is the first of a four part series where Mitchell, our specialist health economist and Senior Consultant, considers the pressures on our health services and investigates the solutions needed to thrive through them.
In this first article, Mitchell analyses existing data and outputs, delves into vision setting and creativity and links it all together to see how integrated strategic planning can transform the performance of healthcare organisations.
Throughout the series of articles, I’ll be blogging my thoughts here and I invite you to join us both through this series and welcome your questions and opinions.
You can download the first article here.