STRATEGIC REFORM
We know that health services face significant challenges in 2017 and beyond. Recent reports by Duckett and Shergold tell us we need to identify any gaps that may exists between our current reality and our strategic vision.
Developing flexible change management action plans that respond to policy shifts at every level of government, whilst also trying to maintain a predictable and secure financial position is a challenge for us all. Increased accountability and transparency of performance requires sophisticated operational indicators that increasingly report consumer outcomes.
Importantly, governments rightly expect organisations to increasingly demonstrate how they are working to prevent avoidable harm. The agencies that thrive in today's dynamic environment are flexible and adaptable, seizing opportunities and learning swiftly, they also understand that partners and stakeholders are essential for achieving long term goals. Agencies need to respond quickly to identified need for change, we use action learning approaches and principles to support strategic reform management.
Small agencies and NGO's will find it increasingly difficult to survive the current service system transformations. Partnerships, co-design, and service redesign can assist agencies to have a sustainable future and service in a competitive market place environment.
MANAGEMENT CONSULTANCY -AREAS OF SPECIALITY
- Service Reform Change Management
We can guide you through change using transformative leadership principles and innovative service redesign solutions.
- Strength Based Strategic and Management Planning & Partnership Development
Identifying existing and potential strengths to inform future goals.
- Consumer Partnership Development
Innovative models of integrated consumer workforce engagement.
- Developing an Agile & Flexible Workforce
Helping your workforce to meet future service expectations, whilst improving staff satisfaction and morale.
- Enhancing Organisational Leadership
Talent identification and enhancing leadership opportunities at all levels of the organisation.
- Supporting Board Roles & Responsibilities
Clarifying and strengthening skill requirements, identifying gaps and needs.
- Submission Writing
Direct report writing and/or advice on submissions/applications of all types.
ORGANISATIONAL REVIEW & RISK MANAGEMENT
An objective evaluation of organisational performance assists agencies who may be grappling with concerns about their level of transparency to be more accountable for reporting accurate indicators, to internal and external stakeholders.
Managing risks and identifying the mistakes that can arise within complex high pressure environments is vital as mistakes can easily occur in such settings.
This common risk and complexity requires organisations to develop robust processes to minimise risk and to ensure when things go wrong they are reported, reviewed and addressed. Developing an appropriate risk appetite can be difficult, and usually evolves over time as organisational risk management processes mature.
Organisations need to avoid an over reliance on accreditation outcomes as a risk management strategy, and transform themselves to adopt a proactive and performance focused risk engagement approach. Focusing on compliance (usually financial) over performance (are outcomes for consumers optimal) needs to be managed.
Managing uncertainty and ambivalence about levels of risk is hard, dedicated leadership is needed to support a culture of positive risk management.
The agencies that will thrive in the future will be flexible and adaptable, seizing opportunities, learning swiftly and recognising that sustainable stakeholder partnerships are needed to deliver on long term goals.
