Please use this identifier to cite or link to this item: http://hdl.handle.net/11434/1992
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dc.contributor.authorChandrasiri, Sidney-
dc.contributor.authorPrado, Luis-
dc.date.accessioned2021-07-01T00:43:49Z-
dc.date.available2021-07-01T00:43:49Z-
dc.date.issued2018-11-
dc.identifier.citationThe Quarterly. Q3, pp.32-33en_US
dc.identifier.issn1325-7579en_US
dc.identifier.urihttp://hdl.handle.net/11434/1992-
dc.description.abstractThe complex funding dynamics within the public and private systems, competition for patients and doctors from both sides of the sector, a mind-boggling array of incentives and penalty frameworks and an increasingly astute public demanding better value and greater affordability in healthcare, are some key challenges that need an urgent response. Given the complexity of these challenges that the Australian private healthcare administrator is currently faced with, how do we then even begin to tackle the emerging disruptors to the governance of private health services?en_US
dc.publisherRACMAen_US
dc.subjectPrivate Healthcareen_US
dc.subjectGovernanceen_US
dc.subjectPrivate Health Servicesen_US
dc.subjectVisiting Medical Officeren_US
dc.subjectVMOen_US
dc.subjectMedical Administrationen_US
dc.subjectFundingen_US
dc.subjectValueen_US
dc.subjectDirector of Medical Workforce / Director of Clinical Training, Epworth HealthCare, Victoria, Australiaen_US
dc.subjectChief Medical Officer and Executive Director (Academic and Medical Services) Epworth HealthCare, Victoria, Australiaen_US
dc.subjectAcademic and Medical Services, Epworth HealthCare, Victoria, Australiaen_US
dc.titleManaging the challenges of emerging disruptors in private healthcare governance.en_US
dc.typeJournal Articleen_US
dc.identifier.journaltitleThe Quarterlyen_US
dc.type.contenttypeTexten_US
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