sustainability: the challenge of change

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  • DNAI ECT AEH P RPFA OD RA GN SY E SITNUDNAI ECT AEH P RPFA OD RG SE S

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  • orking to ensure that healthcare systems can be sustained is an urgent Wpriority for governments globally.

    Leadership capacity is essential to success in introducing the innovation and change that will sustain the healthcare system. Clinical excellence is built on outstanding leadership.

    There is a great need to develop the Leadership Capacities that are essential to meeting the increasing challenges to sustaining success in the way health services are currently staffed and delivered.

    The momentum towards health service redesign must increase and the workforce reform and innovation necessary to support it must also increase. The pace, level and nature of the needed change and innovation demand significantly increased leadership at all levels of the system.

    The current focus should be on:

    Re-designing to support increased productivity- organizational and service redesign to increase engagement in direct patient care by health professionals

    Role Redesign- efforts to ensure all professions work to their full scope of practice and maximize return on investment in specialist training, including through creation of assistant

    Quality and safety efforts to reduce adverse outcomes and avoidable admissions and attendance at health service.

    What is considered possible is constrained by thinking that continues to focus on working forward from the

    existing professions and their interests, skills, demarcation and responsibilities.

    What is required is leadership capable of promoting a paradigm shift in ways of thinking about health

    system and workforce design and planning. Ways that work backwards from outcomes for consumers

    and communities need.

    Leadership development to achieve this paradigm shift demands new ways of thinking.

    The system needs increased capacity in its leaders to design health system that follow the patient journey, engage patients, and communities in the change process and

    promote and support wellness as well as treat diseases.

  • COURAG

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    DECISIVEN

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    TENACITY

  • HEALTHCARE MANAGEMENT REVIEW SEPT- OCT. 2013 | 70