Public and private health providers are dealing with the relentless challenge of delivering services to an escalating number of patients, each with more complex requirements. There is a significant strategic and operational challenge because difficult choices need to be made on a daily basis about which services will be funded.
In addition to cost pressures, health services are grappling with new models of care that involve more complex arrangements such as wrap around services, coordinated care and integrated service delivery. While many of these concepts are not new, ramping up service volumes and changing models at the same time is difficult. The introduction of competitive, specialist private providers, such as day surgery services, is successfully drawing away profitable tiers of clients from traditional providers.
Delivering services in new and different ways is challenging enough but there are also many whose organisation culture is trapped by the increasing burden and complexity of compliance. Finding ways to release and encourage people to think differently whether you are the funder or the service provider is a critical strategic capability.