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Multiple factors within our biological, physical and social environments and ourselves interact to generate feelings of health and well-being. Whether we seek help will be strongly influenced by our personality, culture, attitude and the personal and public resources available to us.
Some of the many factors underlying our health status, need and demand for hospital care are indicated by the accompanying diagram. They are ever changing.
In result, the incidence and prevalence of illness in our communities and the geographic patterns of health and hospital service utilisation and workload, vary significantly and change many times over in the life of a hospital.
The challenge in hospital service-infrastructures development is to balance needs and equity in the share-out of available resources, commensurate with safety and economy. Resource inputs should always be programmed and arranged and managed for safe and efficient use in relation to the community's economy as a whole, over the productive year.
If the foregoing is not done, scarce resources will be wasted and some real needs will not be met, not because the community cannot afford the resources, but because thay are wasting either in over-servicning or under-utilisation.
Meeting present and immediate future needs is an operational management task for initiated by service providers at the unit level supported by hospital and health bureaucracy.
The strategic management task is to shape and resource a service- infrastructure which enables service providers to meet needs tomorrow and beyond.
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