How To Promote Healthcare Management

Transcription

1 Welcome! Global Healthcare Management Consortium Under the auspice of With the leadership and support of The science of medicine is thousands of years old. The discipline of management sciences which includes the study of leadership is less than 100 years old. Management sciences applied to healthcare is still in its infancy. Management Sciences for Health Occasional Papers NO.4 (2006) 2 Page 1

2 Current situation for healthcare managers Efficiency as a rule for healthcare Increased complexity of management Fiscal space &marketconstrains pressure for improving of all dimensions of activities: Leadership & strategy, inputs, processes, outputs Limited professionalism Poor recognition of role of managers In many ways, healthcare management is a hidden career. When we think of a hospital or a clinic, we tend to think of physicians, nurses, and other caregivers. Wide diversity of training Difficult to assess value & competencies High alignment between HME and Recognized Credentialing for appointment or promotion in health delivery organizations Factors: Socio-economical/Political/Urban/Rural Low alignment between HME and Recognized Credentialing for appointment or promotion in health delivery organizations Israel Australia Sweden India Philippines UK France Chile Singapore Saudi Arabia China Spain USA Brazil Mexico Turkey South Africa 3 Hospital management: variability Based on 21 items selected to measure the quality of management Practices-Across-Firms-and-Countries-Bloom-and-Van-Reenen.pdf t i d df 4 Page 2

3 Management scores across countries Manufacturing always better than Hospitals US UK Germany Sweden Canada Italy France Source: 22 Dec EAHM 2nd IMPO Workshop, April 24th A need for professionalization of healthcare management 1. Professionalization means having a career path based on credentials and experience 2. Importance of professional association to raise the profile and provide a voice for media and political arena 3. In a globalized world importance of having similar common ground to increase credibility and impact 4. Importance to show results linked to effectiveness of healthcare management. This requires pooled resources 5. Make a own place in a context of fight for power and conflict of interest with other key healthcare professions. 6 Page 3

4 The Global competency initiative Agreement on fundamental competencies (knowledge, skill and attitudes) for healthcare managers Need for a contemporary model that connects with the health needs of society Help focus developmental needs of individuals Defining healthcare management as a profession in countries where it has not been recognized Promoting the formation and acceptance of Health Management Associations within countries & regions 7 Organizations Involved in this Work IHF established a consortium to lead this work International Hospital Federation Pan American Health Organization American College of Healthcare Executives European Association of Health Managers Australasian College of Health Service Management Canadian College of Health Leaders Taiwan College of Healthcare Managers Management Sciences for Health Federacao Brasileira de Administradores Hospitalares Jamaican Association of Health Services Health Management Institute of Ireland Sociedad Chilena de Administradores en Atención Medica y Hospitalaria Federación Andina y Amazónica de Hospitales Federacion Latinoamericana de Hospitales Hong Kong College of Healthcare Executives THET Partnership for Health International Health Services Group University of the West Indies 8 Page 4

5 Mission of this Consortium To promote healthcare management professionalization and to enhance training for healthcare leaders by: Creating an globally agreed upon set of core competencies for managers Encouraging the use of this directory as a tool to intensify the training, employment and promotion of health managers Promoting the development of long-term career pathways for health managers To promote the formalization and acceptance of Health Management Associations within countries and regions as key stakeholders 9 Desired Outcomes The professionalization of healthcare management enhances efficiency and helps to assure the best use of limited resources, enhance quality and increase capacity As healthcare management is recognized as a profession, people will be attracted to the profession The profession of healthcare management will have a greater voice in society and decision making, and be increasingly i relevant in achieving i improved patient t and population health outcomes 10 Page 5

6 Timeline of Work Jan Jan Jan Ongoing Research, Collaborations, Edits and Updates to Working Documents 1 st Global Competencies Meeting at PAHO 2 nd Global Competencies Meeting at PAHO 3 rd Global Competencies Meeting at PAHO IHF 38 th World Hospital Congress Presentation (Nov. 2013) IHF leadership Summit Presentation (Nov. 2014) IHF 39 th World Hospital Congress Presentation (Oct. 2015) 11 Achievements to Date Global Healthcare Management Competency Directory Call to Action Formation of the IHF Healthcare Management Associations Special Interest Group Development of Annual Work Plan Draft Communications Strategy 12 Page 6

7 Why a Competency directory? There are various frameworks with a lot of ownership behind them no one wants to give them up. Good News : they have same core content the difference is in articulating it into categories and outcomes 13 Global Healthcare Management Competency Directory Achieved after 3 years work Crosswalk and consolidation of existing competency frameworks throughout the world Validated through field review Consists of five key domains Leadership Communication and Relationship Management Professional and Social Responsibility Health and Healthcare Environment Business 14 Page 7

8 Domains and Subdomains 1. Leadership A. Leadership Skills and Behaviors B. Engaging g g Culture and Environment C. Leading Change D. Driving Innovation 2. Communications and Relationship Management A. Relationship Management B. Communication Skills and Engagement g C. Facilitation and Negotiation 15 Domains and Subdomains 3. Professional and Social Responsibility A. Personal and Professional Accountability B. Professional Development and Lifelong Learning C. Contributions to the Profession D. Self-Awareness E. Ethical Conduct and Social Consciousness 16 Page 8

9 Domains and Subdomains 4. Health and the Healthcare Environment A. Health Systems and Organizations B. Health Workforce C. Person-Centered Health D. Public Health 5. Business A. General Management B. Laws and Regulation C. Financial Management 17 Domains and Subdomains 5. Business (cont.) D. Human Resource management E. Organizational Dynamics and Governance F. Strategic Planning and Marketing G. Information Management H. Risk Management I. Quality Improvement J. Systems Thinking K. Supply Chain Management 18 Page 9

10 Possible use of Directory Instrument for assessment of leadership and management capabilities Guiding tool for curriculum adaptation and development Tool for enhancing continuing professional education programs Assisting governments and organizations in identifying gaps in management and leadership Planning and development of long-term career pathways Template for credentialing healthcare managers Demonstrated competencies verified by independent evaluation Continuous Professional Development translated t into a plan Professional achievements supported by evidences and testimonies 19 Call to action Adoption of the Global Healthcare Management Competency Directory that informs and aligns Healthcare Management development programs at all levels of undergraduate, postgraduate and ongoing professional development and education. Customization of each of the competency requirements incorporating them into formal credentialing systems, which should be based on independent evaluation and evidence of demonstrated competencies Formal recognition at the national level of Healthcare Management as a profession Implementation of merit based career advancement along with a career path for healthcare managers and leaders Recognition of health care managers professional associations as key stakeholders for policy dialogue related to leadership and management and for the advancement of the profession 20 Page 10

11 Next Steps for this Global initiative Launch the Call to Action and Global Healthcare Management Competency Directory CHICAGO 2015 Communications strategy including production of written and web-based materials 2015 &2016 Activate the IHF hosted SIG to: 1. Enhance networking between association 2. Develop tools and resources to support the country level l use of directory (including credencialization) 2016/ Research on the impact of effective management in healthcare outcomes 2016/2018 Support pilot programs Meta analysis of current research 4. Support development of national managers association 5. Identify and obtain funding sources 2015/ Possible role for EAHM within this initiative Healthcare managers profession more visible at level of EU by the use of the core competency directory Develop a European advocacy program to raise the voice of healthcare managers as key health professionals Participate in the IHF Special Interest Group to : Develop a European Credentialing program for Managers in coordination or/and addition to national programs Develop a European training offering supporting the Continuous professional development of healthcare managers Pool European resources for European studies on the impact of management abilities on the health outcomes and efficiency i Work with other associations to better coordinate efforts around management and professionalization 22 Page 11

12 Questions? 23 Policy and Governance Market Forces Population needs and demands Information System Human Ressources Care Prevention Diagnosis Reconstruction Regulation Supervision Rehabilitation Financing Planning Management & Leadership Coordination Support Safety Training Drugs Consumables Services Health Technologies Research Healthcare service organization IHF Heathcare model for healthcare policy Page 12