industry & reform
care delivered by both the public and private sectors. It comprises
a variety of professional groups and organisations, each with its
own culture, goals and priorities.
To operate successfully and efficiently in this complex system,
healthcare managers need to be able to capitalise on the
strengths and skills of their organisation’s multidisciplinary staff.
They need to achieve efficient and effective delivery of healthcare,
while also planning for the sustainability of their own institutions,
inspiring staff and ensuring their safety and wellbeing.
Healthcare leaders must innovate and improve systems,
encourage collaboration between providers, and promote the
sharing of expertise and resources. They may need to mediate
between overlapping organisations and welcome input from
competing interest groups, yet be prepared to make hard
decisions and bring all parties along with them in the service
of their vision.
One of the greatest opportunities – and the biggest challenges
– lies in the potential of data to inform services and drive a
culture of quality and safety. Already, the analysis of health data
in some cases has caused public outrage and prompted calls for
greater accountability. Glaring examples are the high error rates
in hospitals – estimated at one in every 10 admissions – and
revelations of sub-standard care in certain aged care facilities.
Opportunity knocks
Healthcare managers needed to
lead in complex times.
By Joanne Travaglia
Healthcare leadership has come under the spotlight in
recent months, for reasons both good and bad. The
coronavirus pandemic has demanded the best from our
healthcare leaders, as much as from our politicians, and their
decisions have both saved, and sometimes cost, lives.
While the coronavirus pandemic has highlighted the
extraordinary success of Australia’s healthcare system overall,
tragic failures too have emerged. The Ruby Princess fiasco
and the disease clusters at two aged care homes have shown
the consequences of flawed decision-making and safety
protocols. Frontline staff can do little to save lives if mistakes are
made at the top.
The COVID-19 crisis will eventually pass, but the need for
skilled healthcare managers will not. Over the long term, demand
for new experts in the healthcare industry is being driven by
the growing number of Australians with chronic and complex
conditions, rising patient expectations and the increasing
complexity of the system. This everyday pressure is guaranteed
to be punctuated by other public health emergencies, with the
question being not if they will happen, but when.
The managers of the future will need strong technical
competence, communication and people skills, and the ability
to multitask under these demands. They will need the skills to
operate in Australia’s fragmented healthcare system, with its
governance shared between state and federal departments and
POSTGRADUATE STUDY OFFERS SOLUTIONS
The most convincing answer to these complex issues is
postgraduate study, which can accelerate the acquisition of
high-level skills and equip leaders to navigate Australia’s complex
healthcare system. A postgraduate degree offers proof that the
holder not only has strong clinical skills but can also facilitate
great outcomes through the work of others. This warranty of
expertise is highly attractive to potential employers.
The health professionals in highest demand, now and in
the future, will be those who have invested in training that
enhances their management skills. Education can empower
these professionals to take on the responsibilities that come
with management: leading a multidisciplinary team, managing
risk, creating a safe work environment and contributing to the
effectiveness of the healthcare system as a whole.
STRONG JOB PROSPECTS
According to the Federal Government’s Job Outlook report, future
job prospects for health and welfare services managers is “very
strong”. The number of people working in these roles is expected
to grow sharply over the next five years to 23,900 by 2023 from
19,600 in 2018. There are likely to be around 15,000 job openings
over five years – or about 3,000 jobs a year. As a result, there are
good opportunities for all healthcare professionals to advance
their careers by moving into these emerging leadership positions.
The financial rewards can be significant, and professionals with
postgraduate qualifications can rapidly earn back the investment
in their professional development. Data from the Australian
Bureau of Statistics reveals health and welfare services managers
were receiving an average weekly income of $2,279 as at May
2018. These salaries easily outstripped the average Australian
weekly income across all occupations of $1,525. ■
Joanne Travaglia is Professor of Health Services Management at
UTS. She has internationally recognised expertise in health services
research, management and leadership and has received multiple
evaluation and research grants at a federal and state level.
16
agedcareinsite.com.au