The Australian health care system is highly complex, consisting of inter-related sub-systems and is influenced by the broader socio-political environment. It is essential that health professionals understand and consider the economic, political and social context within which health policy and planning occur, so that strategies and policies are developed which are economically and politically viable, as well as socially acceptable and responsive to the actual needs of the community. This unit aims to develop an understanding of the policy making and planning processes within this broad context and to introduce the theory and skills related to such activities.

This unit applies the theoretical concepts introduced in the unit, Health Politics, Policy and Planning namely the conduct of a health review, needs analysis, priority determination, and strategic planning. The emphasis is on group experiential learning, developing analytical skills required for comprehensive assessment, planning, implementation and evaluation of health plans. The topics are selected from current health priority issues and represent a realistic exercise. Students, functioning as a working party, develop knowledge and skills in negotiation, group work, committee structure and functioning, consultation and research processes, planning process and report writing.

The health workplace is a complex and sophisticated environment that can be understood in many different ways and mean different things to different members of an organisation. Assumptions about organisational structure and action are based on one’s conceptualisations and beliefs about the nature and goals of an organisation. This unit aims to develop an understanding of organisational theory and its application to management practice and organizational analysis in the health arena.

The unit begins with an overview of the complexity and variability of health services and provides an understanding of component organisations, federal and state policy issues and environmental factors including the role of the private sector and non-government organisations. The changing role of the health services manager and competencies required for effective managing are examined. Influences on organisations are reviewed, including structures, culture, power and politics. Various management functions are explored through 140 hours of placement e.g. strategic planning, performance management, people management including workplace relations, conflict resolution, resource management (financial and asset), risk management, OH&S and quality assurance.

The Australian health care system must account for use of resources, and ensure their equitable and efficient use. Increasingly devolution of management function to cost centre level in health care organisations is occurring. Managers must consider the financial implications of clinical decisions, understand and act on accounting information. They are held responsible for the financial outcomes of their activities. This unit develops a basic knowledge of accounting principles, health services funding arrangements, government reforms, financial reporting, preparation of budgets, business cases and economic appraisals. There are 140 hours of placement in the field working with health managers on financial issues.

This is a flexible learning unit looking at HRM as a strategic activity of health organisations especially as workforce shortages pose significant challenges to the health and aged care sectors. The workforce, with appropriate knowledge and expertise, is essential to the efficient and effective delivery of quality health services. Successful organisations shape their workforce to anticipate current and future business directions and goals. Workforce planning is a crucial element of this approach and its success.