Stock Flow Map of MIT SDM Seminar Presentation on Improving an Eye Clinic in India. Compare with Service work pressure insight CLS

From ODI paper . Political constraints and perverse incentives that make development plans not implementable and not implemented. See also Managing health service use IM-17566
Can you close the loops on cause and effect? Can you make it relevant to your own regional services? Could this be put into a CMO Framework IM-1713?

Simple exposition of going solid article by Cook and Rasmussen 2005 after reading p156 section 4.1 of Modelling in Healthcare by CSMG See also Resilience Cs IM

A general model of flows between hospital and the community. An expanded version is at IM-623

Jenny W. Rudolph Nelson P.Repenning Disaster Dynamics: Understanding the Role of Quantity in Organizational Collapse Administrative Science Quarterly,47(2002):1-30 paper  

BUilt on IM-12140 to illustrate Strategic (blue) Tactical (orange) and Operational (yellow) time scales of decisions affecting Regional Renal Services Performance, including Workforce. Also informed by IM-318 and IM-1003

Clone of IM-10536 WIP for LHN Individual Hospital O Month of October 2013, with joined up flows

See reference in diagram notes. WIP for Environment part of primary care regional model

The effects of subsidies and incentives for private health insurance on the mix of public and private hospital use. The central role of adverse selection/moral hazard on private health insurance sustainability. See also updated version around 2017

WIP ideas for group model building representation See later Australian Version Hybrid  Insight

Services planning for people with intellectual disability concept map. Stock and FLow model is Insight 668 and  RIch Picture is Insight  746

A simple SD model ​From alonge2017 health policy and planning article

A work in progress conceptual model based on Using system dynamics principles for conceptual modelling of publicly funded hospitals by HJ Wong et al Journal of the Operational Research Society advance online publication, 27 April 2011 doi:10.1057/jors.2010.164. Linked concepts with annotated definitions.

A simple generic rich picture view of interactions among concerned people with needs services and resources and abilities (including learning), which can be used as a pattern for many individual health care insights.

From David Rees PhD dissertation "Developing a Theory of Implementation for Better Chronic Health Management" Health Services Research Centre, Victoria University of Wellington, New Zealand

A WIP Limited SD model of the core of IM-731 based on Mark Heffernan's interpretation

This simple high level model shows the basic feedback balancing loop for health services. There are many other loops and component interactions at multiple scales that add to the complexity See areas of expenditure IM for some component splits and hospital value IM for some service linkages

WIP to show some relevant CLDs

A simple generic rich picture view of interactions among concerned people with needs services and resources and abilities (including learning), which can be used as a pattern for many individual health care insights.

Rich Picture Version of Insight 386 The Dynamics of Human Service Delivery General Theory from the Book by Levin, Roberts, Hirsch et al. Ballinger 1976 ISBN 0-88410-132-0

A simple generic rich picture WIP view of interactions among social structures and agents and Boonstra's 2016 conceptualizing power article from Ecology and Society 

Adapted from Richard Normann (1991) Service Management Book Wiley Fig 14.6 p163

Extension of IM-13989 to include the tension between disease guideline checklist and holistic medicine within the clinical encounter in primary care See also moments of truth IM-2275

A starter on human service delivery derived from IM-621 to introduce the more complex IM-731 generic rich picture view of interactions among concerned people with needs services and resources and abilities (including learning), which can be used as a pattern for many individual health care insights.