healthcare management as a profession

Core competencies in
Healthcare management
Eric de Roodenbeke
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Healthcare services: Trained managers are lacking
• Few studies on healthcare management teams profile
• Most of the countries have :
• High turn over of top management
• Limited consistency between demonstrated achievements and position
• In many cases little/no management education and dedicated career
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
Slide 2
16 Countries Selected for the CAHME study
3
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
3
Alignment (Education versus Recognized Health
management Careerist Credentialing is not very high)
High alignment
between HME and
Recognized
Credentialing for
appointment or
promotion in health
delivery organizations
Israel
US
Factors:
Socio-economical/Political/Urban/Rural
Australia
UK France
Spain
Sweden
Chile Singapore
Brazil
Mexico
Low alignment
between HME and
Recognized
Credentialing for
appointment or
promotion in health
delivery organizations
India
Philippines
Saudi Arabia
China
Turkey
South Africa
4
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
Slide 4
There are shortcomings in skills for existing
managers: Human Resource Management
Source: worldmanagementsurvey.org
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
Source:
[email protected]
http://www.people.hbs.edu/rsadun/Management_Healthcare_June2014.
Slide 5
Why professionalize healthcare management?
• Enhancing efficiency and quality while assuring the best
use of limited resources….. This is what management
does.
• As healthcare management is recognized as a profession,
more 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 relevant in achieving improved patient and
population health outcomes
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
6
What steps for professionalization?
•
Professionalization means having a career path based on
credentials and experience
•
Professionalization relies on a common body of knowledge
and skills
•
Importance of professional association to raise the profile
and provide a voice for media and political arena
•
In a globalized world importance of having similar common
ground to increase credibility and impact
•
Importance to show results linked to effectiveness of
healthcare management. This requires pooled resources to
back up research.
•
Making a place in a context of fight for power and conflict of
interest with other key healthcare professions.
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
7
The Global competency initiative
• Need for a contemporary model that connects with the
health needs of society
• Help focus developmental needs of individuals
• Agreement on fundamental competencies (knowledge,
skill and attitudes) for healthcare managers
• 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
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
8
Organizations Involved in this Work
IHF established a consortium to lead this work
̶ Pan American Health Organization − Jamaican Association of Health
̶ American College of Healthcare − Health Management Institute of
Ireland
Executives
− Sociedad Chilena de
̶ European Association of Health
Administradores en Atención
Managers
Medica y Hospitalaria
̶ Australasian College of Health
− Federación Andina y Amazónica
Service Management
de Hospitales
̶ Canadian College of Health Leaders − Federacion Latinoamericana de
Hospitales
̶ Taiwan College of Healthcare
−Hong Kong College of Healthcare
Managers
̶ Management Sciences for Health Executives
̶THET Partnership for Health
̶ Federacao Brasileira de
̶ International Health Services Group
Administradores Hospitalares
̶ University of the West Indies
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
9
Slide
9
Timeline for this International Initiative
Jan. 2013
Jan. 2014
Jan. 2015
Ongoing Research, Collaborations, Edits and Updates to Working Documents
1st Global
Competencies
Meeting at PAHO
3rd Global
Competencies
Meeting at PAHO
2nd Global
Competencies
Meeting at PAHO
IHF 38th World
Hospital Congress
Presentation
(Nov. 2013)
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
IHF leadership
Summit
Presentation
(Nov. 2014)
www.ihmc.ir
[email protected]
IHF 39th World
Hospital Congress
Adoption of GCD
(Oct. 2015)
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Why a Competency directory?
Existing frameworks  Ownership and no one wants to give them up.
 Good News : they have same core content… the difference is
in articulating it into categories and outcomes.
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
11
www.ihmc.ir
[email protected]
11
Global Healthcare Management Competency Directory
• Achieved after 3 years work
• Crosswalk and consolidation of content from existing competency
frameworks throughout the world
• Validated through field review and expert feed-back
Agreed on five key domains
• Leadership
• Communication and Relationship
Management
• Professional and Social Responsibility
• Health and Healthcare Environment
• Business
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
12
Domains and Subdomains
1. Leadership
A.
B.
C.
D.
Leadership Skills and Behaviors
Engaging Culture and Environment
Leading Change
Driving Innovation
2. Communications and Relationship Management
A. Relationship Management
B. Communication Skills and Engagement
C. Facilitation and Negotiation
…./…
5. Business
…./….
 Total: 27 Subdomains including 11 in business
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
13
For each Subdomain, definition of competencies
Leadership Skills and Behavior (3 statements)
• Articulate and communicate the mission, objectives and priorities of
the organization to internal and external entities.
• Incorporate management techniques & theories into leadership
activities
• Analyze problems, promote solutions and encourage decision-making
Financial Management (3 statements)
• Effectively use key accounting principles and financial management
tools such as financial plans and measures of performance (e.g.
performance indicators)
• Use principles of project, operating and capital budgeting
• Plan, organize, execute and monitor the resources of the Organization
to ensure optimal health outcomes, effective quality & cost controls
TOTAL: 81 competencies
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
14
Possible use of Directory
• Instrument for assessment of leadership and management
capabilities
• Guiding tool for curriculum adaptation and development
• Tool for 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 into a plan
• Professional achievements supported by evidences & testimonies
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
15
Backing up an international 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
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
16
Next Steps for this Global initiative
•
Get stronger buy-in in regions where professionalization is still low
by developing training activities based on the directory: Latin
America, East Mediterranean, Asia-Pacific
•
Advocacy at government level for increased professionalization
(WHO as a key partner)
Work with major professional associations on international
standards for credentialization
Enhance networking between association : share tools and
resources (website for competency assessment)
Develop common and coordinated actions: research and media
through pooling or combining efforts
Support the development of professional associations in countries
where they are weak or non-existing
•
•
•
•
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
17
https://www.ihffih.org/resources/pdf/Leadership_Competencies
_for_Healthcare_Services_Managers.pdf
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
18
Contact
Website
www.ihf-fih.org
E-Mail
[email protected]
Phone
+41228509420
Address
Route de Loex 151
1233 Bernex
Switzerland
Office of Health Management Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
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Competencies and professionalization in IR IRAN
• How much are competencies approach implemented in IRR…what can be their
value in the context of the country ?
• How are curriculum in healthcare management graduating education preparing for
actual management positions in healthcare ?
• Is there any organization for coordination and collaboration between academia ?
• Continuous Personal Development: status, role and perspective for the future
• Reflecting on career paths and possibilities to enhance opportunities?
• What is the status and operation of management associations?
• Where does IRI stand on professionalization of healthcare management ?
• Would it be possible to develop a credentialization of managers??
• What can be the perspective of collaboration between academia and professional
associations, and with research institutes (if not included in Academia)
Office of Health Management
Research
Tehran, Iran
Phone 021 66917142
www.ihmc.ir
[email protected]
20
Thanks For Listening
25 May 2015
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