The seven GP Super Clinics participating in this aspect of the evaluation had mostly been operating for less than twelve months. Most of these GP Super Clinics had clear, if not always documented priorities. In their first twelve months of operation these priorities understandably related to recruitment, systems and policies and providing services to achieve the GP Super Clinics Program objectives. This priority setting makes organisational and business sense. Most businesses, regardless of their nature, will set priorities for achievement, especially in their infancy. Indeed, evidence in health care indicates that successful organisations give themselves permission to prioritise.27
In these GP Super Clinics, now that the first twelve months have been mostly successfully navigated, it is timely to determine strategic priorities for the next few years. There are some obvious priorities for the GP Super Clinics, including quality, engagement with specific groups, and preventative health care. Each GP Super Clinic may also identify additional, locally specific priorities.
Service development is the responsibility of GP Super Clinics as part of their strategic planning processes to achieve the GP Super Clinics Program objectives; this also make smart business sense. Undertaking an evidence-based approach to this will require leadership and engagement of clinicians and importantly, patients, local community and other health care providers in the area.27 The role of the Department of Health and Ageing may only be in requiring this to occur and where relevant providing policy guidance.
27Bisognano M. Leadership’s Role in Execution Healthcare Executive. 2008.