State of the health service: structural change in New South Wales health administration--or Sisyphus revisited (original) (raw)
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2015
In December 1972 Bill Hayden, the then Minister for Social Security, approached Dr Sidney Sax to set up and head the Hospitals and Health Services Commission, where he remained until the Commission was disbanded in 1978. Under Dr Sax's leadership, the Commission pioneered Commonwealth involvement in health services delivery. The Commission developed policies concerning the supply and distribution of health services and established a national health services planning model. The model envisaged a network of services comprised of primary care, private specialist care, hospitals, nursing homes, hostels and rehabilitation and domiciliary care. Primary healthcare was of central importance.
(Re)form with substance? Restructuring and governance in the Australian health system 2004/05
Australia and New Zealand health policy, 2005
The Australian health system has been the subject of multiple reviews and reorganisations over the last twenty years or more. The year 2004-2005 was no different. This paper reviews the reforms, (re)structures and governance arrangements in place at both the national and state/territory levels in the last year. At the national level some progress has been made in 2004/05 through the Australian Health Ministers' Council and there is now a national health reform agenda, albeit not a comprehensive one, endorsed by the Council of Australian Governments (COAG) in June 2005. Quality and safety was an increasing focus in 2004-2005 at both the national and jurisdictional levels, as was the need for workforce reform. Although renewed policy attention was given to the need to better integrate and coordinate health care, there is little evidence of any real progress this last year. More progress was made on a national approach to workforce reform. At the jurisdictional level, the usual rou...
Australian Health Review, 2005
While numerous reviews have examined the changing roles, skills, competencies, and educational needs of health service managers as the result of health care reforms, no study has focused specifically on the impact of New South Wales health reforms on the roles, responsibilities and behaviours of senior health executives in the public health sector. This paper briefly illustrates the significant changes in New South Wales health management since 1986. It also examines the forces behind these changes and predicts their impact on NSW Senior Health Executives based on national and international literature, and provides a foundation for further empirical Aust Health Rev 2005: 29(3): 285-291 research.
The Australian health care system: reform, repair or replace?
Australian Health Review, 2008
A Festshrift gives us the opportunity to look both backwards and forwards. Ken Donald's career stretches back to his intern days in 1963 and has encompassed clinical and population health, academe, clinical settings and the bureaucracy, and playing sport at state and national levels. There has been considerable change in the health care system over the period of Ken's involvement in the sector with more change to come -where have those changes left us? This paper discusses Aust Health Rev 2008: 32(2): 322-329 these changes in relation to performance criteria.
A comparative analysis of Australian health policy in the 1970s
Social Science & Medicine, 1984
In the decade of the 1970s there were some slgmficant changes to the Austrahan health system while the health systems of most other countries remained stable. By comparing the Austrahan health system with that of a number of other countries in the 1970s. the paper examines both the causes and consequences of these changes. The substance of the vartous Austrahan health system nutlatlves was a change from a voluntary to a mandatory health Insurance system and then. after a short period of 'catastrophic' health Insurance. a return to a voluntary system Most of these changes appeared to be motivated by political and ideological preferences rather than by a rational assessment of their likely efficiency or effectiveness. In any event. and despite claims to the contrary, these changes were minor when vlewed m the broad context of international systems of health care The conclusrons of the analvsls. while tentative. suggest that the health system changes had Me, If any, direct impact on health costs. service use and indicators of health outcomes.
2019
The Mitchell Institute's mission is to strengthen the relationship between evidence and policy, and, to improve equity of opportunity and success in both health and education. The Australian Health Policy Collaboration (AHPC) is a health policy think within the Mitchell Institute. We have built a collaborative approach with Australian health experts, academics, researchers and policymakers to translate the best evidence into effective policy development and implementation centred on the current and future impacts of chronic diseases in Australia.
2017
Options for Reorganising State an Commonwealth funding responsibilities (Terms of Reference D) Why is it stated that the 'Impact of duplication Is small'? If the Commonwealth Department of Health and Aged Care was entirely redundant-if there was 100 percent overlap with administrative tasks carried out by the States-then the saving in 1998/99 would have been $288,667 million. (This represents the administrative cost of the Commonwealth Department in Canberra and its branches in each of the States). This represents about 0.6 percent of the national cost of health services or a little less than 1 percent of State plus Commonwealth Government expenditures. This sum is relatively trivial and yet it represents an absolute upper limit on the cost of administrative duplication. As duplication-if any-is clearly much less than 100 percent, the upper limit on possible administrative savings is correspondingly smaller.