Strategy Transformation and Change: Changing
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Graduate School of Business Title STRATEGY TRANSFORMATION AND CHANGE: CHANGING PARADIGMS IN AUSTRALIAN CATHOLIC HEALTH AND AGED CARE John Joseph Ryan This thesis is presented as part of the requirements for the award of the Degree of Doctor of Business Administration of the Curtin University of Technology August, 2001 VOLUME 0NE Declaration This thesis is my own work. No part has been submitted for a degree at this or any other university. 2 Acknowledgements Firstly, to my family, thank you for your help and patience. A message to my wife, who put up with a great deal and who typed all of the transcripts: Parkes, my darling, it can only get better from now on! A list of acknowledgements always runs the risk of omitting people whose help and influence have been crucial, or the risk of being boringly long. Unlike the thesis itself, these acknowledgements will risk omissions in the interest of being short. My apologies to those people unfairly omitted. Ivor Davies, of St. John of God Health Care, gave me the idea to research Integration 2000. Francis Sullivan and his staff at Catholic Health Australia made the project possible, invited me to two National Conferences, guided me in setting up the sample and made themselves and their records available on several trips to Canberra. Bruce Callaghan, the consultant who helped the peak body to initiate the process, made his office files available, in his absence, and participated with Francis Sullivan in giving me a preliminary briefing at Sydney Airport. All of the respondents to this research gave freely of their insights and their time, often at considerable personal inconvenience. It is improper to select one person from forty eight, but I feel obliged to single out Sister Mary Reardon. Despite health problems, she met me very early one morning at Sydney Airport and gave me well over two hours of her time. I would have been touched and flattered, even if her insights and information had not been as valuable as they were. Many people at Curtin have helped and inspired me. I am grateful to all of the coursework facilitators and to Margaret Nowak and her support staff. The GSB help desk operators, Marcial and, more especially, Mauro, have been 3 unfailingly patient with a computer tyro who needed all the help he could get. My colleagues and friends on the DBA programme also helped to bring out whatever best there is in me. Finally, Professor Alma Whiteley supervised this project with her trademark combination of a light touch and the occasional iron fist. Her passion for excellence is infectious, and her unwavering confidence was a key factor in the success of this undertaking. 4 Operational Definitions Leaders Leaders in Catholic health include those with the designated title of Leaders, Major Superiors or Provincials of religious congregations. Owners Owners are all those people or organisations and congregations who own and operate health and aged care systems, services or facilities under the banner of Catholicity. Leaders may be Owners; it is likely that all Leaders in Catholic health are also Owners. As there may be lay Owners, it does not follow that all Owners will be Leaders. Leaders and Owners Respondents typically referred to Leaders and Owners collectively when discussing those who lead and govern Catholic health in Australia. Integration 2000 Integration 2000 is the major strategic initiative being undertaken by the Catholic health sector. It is described in the Consultant’s report, A Strategic Direction as follows Integration 2000 aims to promote and strengthen the organised expression of Catholic health and aged care ministry in Australia (ACHCA 1998: Appendix 9, p 2). Integration 2000 was instigated after the 1996 ACHCA (see below) National Conference. The agreed mandate for Integration 2000 is as follows 1 a single agreed vision, which will guide the direction of a national health and aged care sector 2 a strategic plan for the sector 3 a defined Catholic identity – characteristics which will be found consistently throughout the sector 5 4 a national approach to managing the health and aged care strategy 5 a guiding concept for developing a continuum of care regionally and locally 6 support and leadership for a national Catholic health and aged care ministry from the Australian Bishops 7 a national training program for leadership in health and aged care 8 at a defined future time the introduction of a new model of management of a national Catholic health and aged care program. Juridic(al) Person These definitions are quoted from Chapter II of the Code of Canon Law of the Catholic Church (Various, 1983) and a discussion with a canon lawyer. The following articles of Canon Law are relevant to these decisions: -Canon 113 §2 In the Church, beside physical persons, there are also juridical persons, that is, in canon law, subjects of obligations and rights which accord with their nature. -Canon 115 §1 Juridical persons in the Church are either aggregates of persons or aggregates of things. -Canon 116 §1 Public juridical persons are aggregates of persons or of things which are established by the competent ecclesiastical authority so that, within the limits allotted to them in the name of the Church, and in accordance with the provisions of law, they might fulfil the specific task entrusted to them for the public good. Other juridical persons are private. §2 Public juridical persons are given this personality either by the law itself or by a special decree of the competent authority expressly granting it. Private juridical persons are given this personality only by a special decree of the competent authority expressly granting it. 6 -Canon 123 On the extinction of a public juridical person, the arrangements for its patrimonial goods and rights, and for its liabilities, are determined by law and the statutes. If these do not deal with the matter, the arrangements devolve upon the next higher juridical person, always with due regard for the wishes of the founders or benefactors and for acquired rights. On the extinction of a private juridical person, the arrangements for its goods and liabilities are governed by its own statutes. The Code makes the distinction between juridical persons which are of pontifical right, and those which are of diocesan or provincial right. These appear to be more appropriate descriptions than private and public juridic persons. -Canon 368 Particular Churches, in which and from which the one and only Catholic Church exists, are principally dioceses. Unless the contrary is clear, the following are equivalent to a diocese: a territorial prelature, a territorial abbacy, a vicariate apostolic, a prefecture apostolic and a permanently established apostolic administration. -Canon 381 §1 In the diocese entrusted to his care, the diocesan Bishop has all the ordinary, proper and immediate power required for the exercise of his pastoral office, except in those matters which the law or a decree of the Supreme Pontiff reserves to the supreme or to some other ecclesiastical authority. §2 Those who are at the head of the other communities of the faithful mentioned in Canon 368, are equivalent in law to the diocesan bishop, unless the contrary is clear from the nature of things or from a provision of the law. 7 Sponsorship Sponsorship is operationally defined as something more than the ownership of facilities, specifically as leadership or governance to protect what is cherished and to maintain its identity intact. In other words, sponsorship commits people to continue retelling the founding story of an organisation in an authentic way (Arbuckle 2000:243). ACHCA Definition: Australian Catholic Health Care Association. Rationale: The Australian Catholic Health Care Association was the peak body in Catholic health and aged care until June 1999. Membership was open to congregations operating Catholic health and aged care systems, to any Catholic health care facility or Catholic Health Care Association, designated members of the Australian Catholic Bishops’ Conference and of the Australian Conference of Leaders of Religious Institutes, together with any person or organisation in any way involved in, or supportive of, the mission of the Catholic Church in health care (ACHCA Annual Report 1997-1998). The National Council of ACHCA consisted of representatives of the major health care congregations, aged care facilities and Catholic Health Care Associations in Western Australia, Queensland, Tasmania, Victoria, New South Wales and South Australia, with delegates from the Australian Catholic Bishops’ Conference, the Australian Conference of Leaders of Religious Institutes and a representative of hospitals which are not members of the major health care congregations. The ACHCA Council to May 31, 1999 consisted of sixteen members, including four CEOs, six nuns, one bishop and regional representatives. CHA Definition: Catholic Health Australia. Rationale: This new body was introduced at the National Conference of ACHCA in May 1999. CHA is designed to operate much more as a body 8 coordinating and controlling the activities of the Catholic health and aged care sector. The ACHCA Council has been replaced by the National Stewardship Board and the National Commission, whose responsibilities are detailed in Chapter One. Catholic Health Australia is an incorporated body, and, as such, the Secretariat has a coordinating responsibility, subject to the National Commission, and, through it, the National Stewardship Board. Charism Charism refers to the inner vitality of religious life for those open to radical conversion (Arbuckle 1993: 177). As discussed by respondents to this research, the term is seen as almost synonymous with culture, and is credited with being responsible for the tribalism which is seen to still exist within some religious orders. Religious(n.) The term religious used as a noun denotes any member of a religious order, bound by the order’s vows.