Implementing new modes of governance in the New Zealand health system: An empirical study

Barnett, Pauline; Tenbensel, Tim; Cumming, Jacqueline; Clayden, Clare; Ashton, Toni; Pledger, Megan; Burnette, Mili

doi:10.1016/j.healthpol.2009.06.004

Cited by 23 publications

(44 citation statements)

References 34 publications

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“…The international management reforms in the hospital sector can be placed within the PA-logic, since governments have searched for tools to secure the state's (the county's) interests as the owner of hospitals in order to increase efficiency [1].…”

Section: The Normative Roles Of Hospital Boardsmentioning

confidence: 99%

“…At this time, the meaning of good hospital governance was beginning to be debated in several countries [1,2]. New modes and mechanisms of governance were implemented as part of the international reform trend under the new public management umbrella [24].…”

Section: Hospitals Under County Administration 1976-2001mentioning

confidence: 99%

“….yes, this creates different kind of safety feeling among the inhabitants -I think that the level of conflicts would increase if the boards were taken away." (Leader of a board [1], 2009).…”

Section: The Stakeholder Perspective On Boardsmentioning

confidence: 99%

“…These reforms were based on the assumptions that strong agency relationships and corporate models might enhance organisational efficiency. Later studies on public sector governance have found that the goals of governance reforms have become more diverse [1]. Other studies have pointed at the challenges of introducing governance models from the corporate world into public sector organisations [2].…”

Section: Introductionmentioning

confidence: 99%

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Governance and the functions of boards

Pettersen¹,

Nyland²,

Kaarbøe

2012

Health Policy

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Section: The Normative Roles Of Hospital Boardsmentioning

confidence: 99%

Section: Hospitals Under County Administration 1976-2001mentioning

confidence: 99%

Section: The Stakeholder Perspective On Boardsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Governance and the functions of boards

Pettersen¹,

Nyland²,

Kaarbøe

2012

Health Policy

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“…Documented experience on multiple hospital alliances is restricted and assembled from the perspective of local efficiencies [Italy (Daidone & D'Amico, 2009), New Zealand (Barnett et al, 2009), Catalan (Bernardo, Valls, & Aparicio, 2011;Bernardo, Valls, & Casadesus, 2012), South Moravia (Kristina, 2012), Taiwan (Lu, Tsai, & Liu, 2011;Tsai & Liao, 2013), Germany (Vera, 2004;Vera, 2006)] rather than through a comparison of practices in order to find common features of successful alliances. An exception is the US healthcare system where community partnerships dominate and provide helpful guidelines (Alexander, Comfort, & Weiner, 1998;Alexander, Comfort, Weiner, & Bogue, 2001;Alexander, Lee, & Bazzoli, 2003;Alexander, Weiner, Metzger, Shortell, Bazzoli, Hasnain-Wynia, et al (2003); Bazzoli, Casey, Alexander, Conrad, Shortell, Sofaer, et al (2003); Bazzoli, Shortell, In this study we investigate how 12 hospital alliances in three countries with different healthcare systems conformed in their organisation, structure and processes to a set of compiled alliance best practices.…”

Section: Introductionmentioning

confidence: 99%

Benchmarking Inter-Hospital Alliances against Industry Best Practices

Wildhaber

Collerette

Pelletier

et al. 2015

MOS

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A semi-quantitative analysis of inter-hospital alliances in Germany, Canada and Switzerland was performed to: (a) Analyse the degree to which current inter-hospital alliances comply with best practices for inter-organisational business alliances; (b) identify management opportunities to improve the efficacy of hospital alliances.An alliance best practices management benchmark was compiled using literature searches and compared with actual hospital alliances. A series of interviews were conducted at 12 different inter-hospital alliances, monitoring the perceived and factual attributes relating to management processes, structure and governance.All alliances studied were perceived as successful. The healthcare contracts were short and pragmatic and management tended to be informal. There was an absence of rigorous partner selection on the basis of due diligence and no clear communicated, or monitored, alliance targets. The contracts often lacked conflict resolution, anti-solicitation and liability clauses. Clinical parameters specific to the alliance were not measured but an improvement of patient standard of care was perceived. There was a low awareness of financial parameters. Compatible IT systems / databases between the partners were lacking and institutionalised alliance capability is, in Europe, in the planning phase.Healthcare alliances have a high (perceived) success rate yet opportunities remain to improve the partner selection assessment, setting and monitoring of alliance targets and centralising alliance capabilities. Transparent performance rewards and conflict resolution mechanisms need establishing upfront.

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