Strategic Health Leadership and Management

Strategic Health Leadership and
Management

Table of Contents
Author’s central arguments and conclusions.............................................................................2
Article lacking information or argumentation............................................................................3
Integrate the author's conclusions and discuss the implications for health leadership and
management...............................................................................................................................3
References..................................................................................................................................5
1

Author’s central arguments and conclusions
The author depicted the stress in public healthcare hospital, the application and methods of
clinical process redesign and achieving substantial improvement through a redesign for staff
and patients. The article clearly explains the key criteria for successful use of the clinical
process redesign in sustaining and implementing improvement. It is being found that the
clinical process redesign projects were undertaken by Flinders Medical Centre and NSW
Health in South Australia since November 2003 and August 20041. The variations in the
redesign projects can be seen as per the local conditions and needs. The evidence was used
for supporting the topic which is particularly from the Institute for the Health Improvement in
the United States and National Health Service in the United Kingdom. It is being depicted
that the leadership of senior management and chief executive plays a significant role in the
healthcare organization. The senior management is responsible to set standards for driving
the change process and service delivery. At FMX, an experience highlighted the importance
of having an executive group at organization involved directly in the redesign. The executives
and clinicians involved in tracking clinical work and patient journeys.
Clinical leaders are also considered to be important for the successful implementation of
strategies and achievement of goals. The clinicians should be engaged by implementing their
strategies. The involvement of clinicians in examining issues and finding issues need to be in
a manner that meets the needs of healthcare professionals. The workgroup also redesigns the
work processes. The author has stated that the implementations of solutions are considered to
the toughest part of the whole process and managers should be provided with required change
management skills2. The journey of the patient should be taken into account during the
process of clinical redesign. Understand the needs of the patient can assist to redesign the
process. Carers and patients should be involved in both solving and defining problems. The
redesign process consists of seeking the views of the stakeholders on the issues and their
causes. The utilization of evidence ensures that the solutions would have a high probability of
success.
The author has depicted that both FMC and NSW Health have developed a central group for
managing the redesign programs. FMC has a single medical centre and NSW consisted of
1 McGrath, Katherine M, Denise M Bennett, David I Ben Tovim, Steven C Boyages, Nigel J Lyons, and Tony J
O’Connell. 2008. "Implementing And Sustaining Transformational Change In Health Care: Lessons Learnt About
Clinical Process Redesign". The Medical Journal Of Australia 188 (6): 32-35.
2 Clarke, Paul. 2010. Business Studies. (3rd ed. Harlow: BBC Active), 25-88.
2