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Service management: A new zealand model for shifting the balance from hospital to community care
Author(s) -
Malcolm Laurence
Publication year - 1991
Publication title -
the international journal of health planning and management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.672
H-Index - 41
eISSN - 1099-1751
pISSN - 0749-6753
DOI - 10.1002/hpm.4740060104
Subject(s) - accountability , service (business) , community health , health care , business , health board , health services , organizational structure , balance (ability) , nursing , process (computing) , population , public relations , public administration , medicine , political science , public health , marketing , environmental health , law , physical medicine and rehabilitation , computer science , operating system
New Zealand's health system has undergone a radical reform in recent years. A central feature of this reform is the area health board, a partly elected and partly appointed body responsible for all health services for its defined population. Within the area health board, the organizational structure which is based upon general management is moving away from institutional towards service or programme management. This is involving clinicians in the management process as service managers, within an accountability structure which cuts across the traditional hospital/community service boundaries. This is a major paradigm shift in health services management which could have major implications for a shift from hospital to community‐based care and from secondary to primary health care.