The Structure of South Western Sydney Local Health District - Case Study Example

The structure of South Western Sydney Local Health District (SWSLHD Introduction South Western Sydney Local Health District (SWSLHD) was created in 2011. This came after reforms had been done in Australia and the state. The reforms were done in order to increase the capacity of local institutions to respond to individual and population health needs at the local level (Harris n.d). The district has an area of 6,243km² and comprises of 7 local government regions including, Fairfield, Bankstown, Camden, Wingecarribea, Liverpool, Campbelltown and Wollondilly. SWSLHD has a division type of structure which has been so effective in helping the district to achieve its mission, vision, goals and objectives (Moore 2008). This is paper will analyze the structure of SWSLHD and discuss its strengths and limitations in enabling the organization to achieve their stated mission, vision and strategic objectives. The type of organizational structure that has been adopted and how it relates to the vision, mission and goals of the organization The SWSLHD district was developed based on the divisional structure. The district is divided based on geographical locations. The district’s mission and goals are better achieved with this type of structure (Harris n.d). Dividing the district into separate areas makes it easier to administer these areas in terms of health provision. The mission of the district is to promote health by delivering high quality care. This is done through provision of population based, and patient centered healthcare. The goals of the district are provision of leading care and creation of healthy communities (Harris n.d). These goals, vision and mission can be attained when the focus is placed on particular divisions. It is easier to manage healthcare and provide quality healthcare when the larger area is split in small units whose affairs can be easy to control. The division structure ensures that those involve din health provision can collaborate teamwork. They can also partner with people in the community and agencies. This can be done at the level of each unit which makes work easier. In a large district it is not easy to manage operations. The divisional structure is good because through it workers and healthcare providers get motivation and control of operations becomes easier. Management and achievement of the goals, mission and vision is easier because functional activities are done at the central level as well as in separate divisions. The division structure ensures that accountability is done easily. The head of each division in the district is responsible for the attainment of the district’s mission, vision and goals (Fray 2005). When this does not happen as expected, this person is made answerable. Accountability helps each of he unit heads to work harder and ensure that things are working in his or her division. The success of each division cumulatively contributes to the success of the entire district. The advantages and limitations of the identified structure for health care delivery The division structure is advantageous for healthy delivery because it becomes easier for the divisions to focus on a single service. The leadership structure in a divisional setting is always supportive to the strategic objectives, goals and mission of the district. Because the division has got its president and vice president, there is a high possibility and guarantee that it will get the needed resources. The heads of various divisions can get opportunities to develop their careers. This would make them better managers of their divisions. It also makes it possible to have local situations being controlled locally. The structure enhances the creation of a competitive environment. All these factors create a suitable environment for the realization of the goals and mission of the district (Fray 2005). Apart from the advantages outlined above, a divisional structure is also limited in some areas. The fact that the district has a divisional structure may be a source of conflict and competition among the divisions. Politics and conflicts can derail strategic thinking and focus on the mission, goals and vision of the district (John & Letto-Gillies 1996). Politics may in most cases arise from resource distribution among the various divisions. It is possible that a particular division may behave in a manner that undermines other divisions. This could be the case especially when this division is better placed strategically than others in terms geographical location, resource endowment and infrastructural development. Divisions may also bring about compartmentalization which could be a source of incompatibilities. The divisional structure costs a lot and the funds meant for other activities in provision of healthcare may be wasted on establishing this structure (Moore 2008). The utility of the organisational structure in relation to the achievement of the organisation’s mission and goals The division structure is the most appropriate structure in the achievement of the mission and goals of the organization. It gives the top leadership of the district an easy time in trying to ensure delivery of high quality healthcare. It allows for collaboration between various groups based on the values and needs available. It is a good structure because it makes planning easier (Moore 2008). Plans can be made for each particular unit or division at the central level or at the unit level. According to Moore (2008, p. 78) unit level planning can be advantageous to mission accomplishment because each unit will plan based on its unique needs and the healthcare needs of the communities and individuals in that division. In any particular division, the structure makes it possible for the district to build a common culture. Such a culture creates a high morale and enhanced knowledge of the portfolio of the division. Delivery of high quality healthcare and realization of the mission and goals of the district requires high-level innovation of new and better ways of doing things (Lunn, Curtain & Mahon (n.d). The divisional structure supports innovation because each division under its leadership can devise better ways of service delivery. This could only be approved or communicated to the central leadership. The structure also supports research and learning in various units which means the innovation agenda in the mission and goals of the district can be achieved. Various hospitals and health institutions in the district are centers of research and training to young professionals in the health profession (Harris n.d). The key lines of authority and responsibility for achieving organisational goals/objectives The division organizational structure has the central leadership and other centers of authority at the various divisions. The district is led by a chief executive who answers to the local Health District Board formed of community leaders and clinical leaders. Each division is headed by a health officer who is in charge of controlling the affairs of the unit including the various hospitals in each unit (Harris n.d). The board and the Chief Executive rely on various leadership committees within the district for information. These groups include the Executive team, the Clinical and Quality Council, Board sub-committees, Consumer and community council, medical staff councils and the Medical and Dental Appointments Advisory Committee. These bodies are responsible for overseeing the affairs of the district and recommending appropriate action to correct any undesirable situations or improving the quality and range of services provided to the community (Harris n.d). Aspects of the structure which facilitate or impede organisational and group performance and potential solutions The division structure can impede the performance of the organization especially when competition between various divisions is unhealthy. Conflicting information and interests in the committees to the Local Health District Board can also hinder effective management. The solution to this is to ensure that resource allocation to each division is perfect (Moore 2008). The Board should ensure that every type of information brought by the committees is confirmed with the division leaders before any action is taken on it. This can help to avoid favoritism, bias and faults in reporting. The top leadership must always be in tough with leaders at the division level to avoid gaps in leadership. Nevertheless every division must receive autonomy as required by regulations to enable it run its affairs with much interference (Harris n.d). Conclusion In this paper the analysis of the structure of South Western Sydney Local Health District has been done. The district has a division structure because it is divided into different units. This structure has advantages that promote the realization of the mission of the district as well as limitations to the realizations of the same mission and goals. Nevertheless, the structure is suitable to the achievement of the mission, goals and vision of the district because it promotes proper control and management, innovation, competitiveness between units and proper allocation of resources to each division. Competition among the divisions can however cause politics that can derail the realization of the mission and vision of the district. The entire district has the Executive leader, Board, committees that feed the executive board with information from every division. Generally the division structure is suitable for operations in the district. It offers very little resistance to the smooth operations of the functions of the organization. References Fray S. (2005). Determinants of Control Strategies and Organizational Strategies. GRIN Verlag. Harris P (n.d). South Western Sydney Local Health District; Strategic Priorities in Healthcare Delivery to 2021. NSW Government. John R. & Letto-Gillies G. (1996). Global Business Strategy. Stamford: Cengage Learning. Lunn C., Curtain S.M., Mahon J. (n.d). Clinical Leadership Pilot Evaluation Report. Nursing and Midwifery Planning and Development Unit HSE West (Limerick, Clare and North Tipperary). University of Limerick. Moore D.R. (2008). Project Management: Designing Effective Organizational Structures. Hoboken: John Willey & Sons. Read More