A health management competency framework for Australia

2020 ◽  
Vol 44 (6) ◽  
pp. 958
Author(s):  
Zhanming Liang ◽  
Felicity Blackstock ◽  
Peter Howard ◽  
Geoffrey Leggat ◽  
Alison Hughes ◽  
...  
Keyword(s):  
Health Service ◽  
Health Services ◽  
Middle Level ◽  
Competency Framework ◽  
Competency Assessment ◽  
Australian Health ◽  
Assessment Program ◽  
Service Managers ◽  
And Training ◽  
Management Competency

ObjectiveThis study examined whether the management competency framework for health service managers developed in the Victorian healthcare context is applicable to managers in other Australian states. MethodsAn online questionnaire survey of senior and middle-level health service managers in both community health services and hospitals was conducted in New South Wales and Queensland. ResultsThe study confirmed that the essential tasks for senior and middle-level managers are consistent across health and social care sectors, as well as states. Core competencies for health services managers identified in the Victorian healthcare context are relevant to other Australian states. In addition, two additional competencies were incorporated into the framework. ConclusionThe Management Competency Assessment Program competency framework summarises six competencies and associated behaviours that may be useful for guiding performance management and the education and training development of health service managers in Australia. What is known about the topic?The evidence suggests that competency-based approaches can enhance performance and talent management, and inform education and training needs, yet there has been no validated competency framework for Australian health service managers. What does the paper add?This paper explains the process of the finalisation of the first management competency framework for guiding the identification of the training and development needs of Australian health service managers and the management of their performance. What are the implications for practice?The Management Competency Assessment Program competency framework can guide the development of the health service management workforce in three Australian states, and may be applicable to other jurisdictions. Further studies are required in the remaining jurisdictions to improve the external validity of the framework.

Validation of a management competency assessment tool for health service managers

2018 ◽  
Vol 32 (1) ◽  
pp. 113-134 ◽  
Author(s):  
Peter F. Howard ◽  
Zhanming Liang ◽  
Sandra Leggat ◽  
Leila Karimi
Keyword(s):  
Health Service ◽  
Assessment Tool ◽  
Community Services ◽  
Public Hospitals ◽  
Competency Assessment ◽  
Validity And Reliability ◽  
Content Type ◽  
Australian Health ◽  
Service Managers ◽  
Management Competency

Purpose The purpose of this paper is to report on the validation of a management competency assessment tool for health services managers (HSM), which resulted from the development and validation of the framework, addressed by a previous paper. Design/methodology/approach The management competency assessment tool (MCAP Tool) was validated using assessment data from a sample of 117 senior and middle managers working in two public hospitals and five community services in Victoria, Australia. The assessments were conducted between January 2013 and September 2014. Findings Both validity and reliability of the MCAP Tool were demonstrated. Practical implications The MCAP Tool has the potential to assist in the measurement of the competencies of HSM. Further research is required to determine if the framework and tool are applicable to HSM in other settings. Originality/value This is the first published study outlining the validity and reliability of an assessment tool to measure the management competencies of Australian health service managers.

scholarly journals Management and leadership competence for hospital managers: a systematic review and best fit framework synthesis

2019 ◽  
Author(s):  
Edris KAKEMAM ◽  
Zhanming LIANG ◽  
Ali JANATI ◽  
Morteza ARAB-ZOZANI ◽  
Bahram MOHAGHEGH ◽  
...  
Keyword(s):  
Health Service ◽  
Core Competencies ◽  
Competency Framework ◽  
Healthcare Organizations ◽  
Global Management ◽  
Hospital Managers ◽  
Service Managers ◽  
Best Fit ◽  
Best Fit Framework Synthesis ◽  
Management Competency

Abstract Background Competent managers are vital to the productivity and service quality of healthcare organizations and the sustainability of the healthcare system including hospitals. The purpose of this study is to synthesize the evidence related competency to management and leadership in healthcare organizations including hospitals through the Best Fit Method. Methods A systematic literature review was performed to identify studies focusing on confirming and/or assessing the competency requirements of health service managers in particular hospital managers. The following electronic databases were searched from January 2000 and December 2018: ISI/Web of Sciences, PubMed, Scopus, Emerald, and the Scientific Information Database. Applying the Best Fit Framework Synthesis Method, we mapped all of the competency and associating behavioral items against the validated MCAP management competency framework which includes 6 core competencies, 18 subthemes and 83 associating behavioural items. Results Eleven studies were identified for inclusion in the review. The mapping of the competencies and relevant items identified in these studies with the validated MCAP management competency framework and associating items confirm that the MCAP framework has vastly represented findings of all recent studies. Although the MCAP framework incorporated behavioral items associating with the competency of Professionalism into the six core competencies, the study found the necessity of treating Professionalism as an independent competency to be included in the global management competency framework for health service managers, in particular hospital managers. As a result, the proposed Global Management Competency Framework includes the following 7 competencies: evidence-informed decision making, operations, administration and resource management, knowledge of healthcare environment and the organization, interpersonal, communication qualities and relationship management, leading people and organisation, enabling and managing change, and professionalism. Conclusions This review and the mapping of the competencies identified in previous studies with the validated MCAP framework resulted in the recommendation of Global Management Competency Framework for health service managers. It provides useful guidance to the formulation of training and development direction for the health service management workforce. However, since management competencies are context sensitive, in order to developing a more targeted approach or target curriculum for the development managers from different sectors, management levels, validation is recommended.

Development and validation of health service management competencies

2018 ◽  
Vol 32 (2) ◽  
pp. 157-175 ◽  
Author(s):  
Zhanming Liang ◽  
Peter F. Howard ◽  
Sandra Leggat ◽  
Timothy Bartram
Keyword(s):  
Health Service ◽  
Quantitative Methods ◽  
Service Management ◽  
Assessment Tool ◽  
Core Competencies ◽  
Competency Framework ◽  
Management Competencies ◽  
Content Type ◽  
Service Managers ◽  
Management Competency

Purpose The importance of managerial competencies in monitoring and improving the performance of organisational leaders and managers is well accepted. Different processes have been used to identify and develop competency frameworks or models for healthcare managers around the world to meet different contextual needs. The purpose of the paper is to introduce a validated process in management competency identification and development applied in Australia – a process leading to a management competency framework with associated behavioural items that can be used to measure core management competencies of health service managers. Design/methodology/approach The management competency framework development study incorporated both qualitative and quantitative methods, implemented in four stages, including job description analysis, focus group discussions and online surveys. Findings The study confirmed that the four-stage process could identify management competencies and the framework developed is considered reliable and valid for developing a management competency assessment tool that can measure management competence amongst managers in health organisations. In addition, supervisors of health service managers could use the framework to distinguish perceived superior and average performers among managers in health organisations. Practical implications Developing the core competencies of health service managers is important for management performance improvement and talent management. The six core management competencies identified can be used to guide the design professional development activities for health service managers. Originality/value The validated management competency identification and development process can be applied in other countries and different industrial contexts to identify core management competency requirements.

Organising health services through modularity

2015 ◽  
Vol 35 (6) ◽  
pp. 925-945 ◽  
Author(s):  
Mervi Vähätalo ◽  
Tomi Juhani Kallio
Keyword(s):  
Health Service ◽  
Health Services ◽  
Elderly Care ◽  
Public And Private ◽  
Health Service Provision ◽  
Content Type ◽  
Modular Systems ◽  
Wide Range ◽  
Service Managers ◽  
Better Than

Purpose – The purpose of this paper is to analyse the way in which the factors influencing a transformation towards or away from modularity, according to general modular systems theory, appear in the context of health services, and the extent to which the special characteristics of health services might support or prevent its application. Design/methodology/approach – The arguments constructed in the study are based on the theme of modularity, reflected against the special characteristics of health services identified in the context of health economics. Findings – The results include 11 proposition pairs that direct health services both towards and away from modularity. Research limitations/implications – Health services are highly heterogeneous in nature and the authors illustrate this with a wide range of examples from elderly care as the authors discuss the application of modularity in this context. Nevertheless, the authors recognise that modularity might suit some health services better than others. The findings provide potentially important information to health service managers and providers, enabling them to understand how modularity would benefit health service provision and where contradictions are to be expected. Originality/value – This study contributes to the discourse on service modularity in general, and complements the literature on modularity with reference to both public and private health services.

Differentiating between average and high-performing public healthcare managers: implications for public sector talent management

2020 ◽  
Vol 44 (3) ◽  
pp. 434
Author(s):  
Sandra G. Leggat ◽  
Zhanming Liang ◽  
Peter F. Howard
Keyword(s):  
Public Sector ◽  
Health Service ◽  
Health Services ◽  
Talent Management ◽  
Healthcare Sector ◽  
Public Healthcare ◽  
High Performing ◽  
The Public ◽  
Public Healthcare Sector ◽  
Service Managers

ObjectiveEnsuring sufficient qualified and experienced managers is difficult for public sector healthcare organisations in Australia, with a limited labour market and competition with the private sector for talented staff. Although both competency-based management and talent management have received empirical support in association with individual and organisational performance, there have been few studies exploring these concepts in the public healthcare sector. This study addresses this gap by exploring the perceived differences in demonstration of core competencies between average and higher-performing managers in public sector healthcare organisations. MethodsMixed methods were used to define and measure a set of competencies for health service managers. In addition, supervisors of managers were asked to identify the differences in competence between the average and high-performing managers reporting to them. ResultsSupervisors could clearly distinguish between average and higher-performing managers and identified related competencies. ConclusionsThe consistent pattern of competence among community health and hospital public sector managers demonstrated by this study could be used to develop a strategic approach to talent management for the public healthcare sector in Australia. What is known about this topic?Although there are validated competency frameworks for health service managers, they are rarely used in practice in Australia. What does this paper add?This paper illustrates the perceived differences in competencies between top and average health services managers using a validated framework. What are the implications for practitioners?The public health sector could work together to provide a more effective and efficient approach to talent management for public hospitals and community health services.

Antimicrobial stewardship activities: a survey of Queensland hospitals

2014 ◽  
Vol 38 (5) ◽  
pp. 557 ◽  
Author(s):  
Minyon L. Avent ◽  
Lisa Hall ◽  
Louise Davis ◽  
Michelle Allen ◽  
Jason A. Roberts ◽  
...  
Keyword(s):  
Health Service ◽  
Health Services ◽  
Antimicrobial Stewardship ◽  
Antimicrobial Use ◽  
Healthcare Associated Infections ◽  
Training And Education ◽  
Antimicrobial Prescribing ◽  
Barriers To Implementation ◽  
Healthcare Associated ◽  
And Training

Objective In 2011, the Australian Commission on Safety and Quality in Health Care (ACSQHC) recommended that all hospitals in Australia must have an Antimicrobial Stewardship (AMS) program by 2013. Nevertheless, little is known about current AMS activities. This study aimed to determine the AMS activities currently undertaken, and to identify gaps, barriers to implementation and opportunities for improvement in Queensland hospitals. Methods The AMS activities of 26 facilities from 15 hospital and health services in Queensland were surveyed during June 2012 to address strategies for effective AMS: implementing clinical guidelines, formulary restriction, reviewing antimicrobial prescribing, auditing antimicrobial use and selective reporting of susceptibility results. Results The response rate was 62%. Nineteen percent had an AMS team (a dedicated multidisciplinary team consisting of a medically trained staff member and a pharmacist). All facilities had access to an electronic version of Therapeutic Guidelines: Antibiotic, with a further 50% developing local guidelines for antimicrobials. One-third of facilities had additional restrictions. Eighty-eight percent had advice for restricted antimicrobials from in-house infectious disease physicians or clinical microbiologists. Antimicrobials were monitored with feedback given to prescribers at point of care by 76% of facilities. Deficiencies reported as barriers to establishing AMS programs included: pharmacy resources, financial support by hospital management, and training and education in antimicrobial use. Conclusions Several areas for improvement were identified: reviewing antimicrobial prescribing with feedback to the prescriber, auditing, and training and education in antimicrobial use. There also appears to be a lack of resources to support AMS programs in some facilities. What is known about the topic? The ACSQHC has recommended that all hospitals implement an AMS program by 2013 as a requirement of Standard 3 (Preventing and Controlling Healthcare-Associated Infections) of the National Safety and Quality Health Service Standards. The intent of AMS is to ensure appropriate prescribing of antimicrobials as part of the broader systems within a health service organisation to prevent and manage healthcare-associated infections, and improve patient safety and quality of care. This criterion also aligns closely with Standard 4: Medication Safety. Despite this recommendation, little is known about what AMS activities are undertaken in these facilities and what additional resources would be required in order to meet these national standards. What does the paper add? This is the first survey that has been conducted of public hospital and health services in Queensland, a large decentralised state in Australia. This paper describes what AMS activities are currently being undertaken, identifies practice gaps, barriers to implementation and opportunities for improvement in Queensland hospitals. What are the implications for practitioners? Several areas for improvement such as reviewing antimicrobial prescribing with feedback to the prescriber, auditing, and training and education in antimicrobial use have been identified. In addition, there appears to be a lack of resources to support AMS programs in some facilities.

scholarly journals Assessing the Competence of Evidence-Informed Decision-Making Amongst Health Service Managers

2017 ◽  
Vol 12 (3) ◽  
pp. 16-23 ◽  
Author(s):  
Zhangming Liang ◽  
Peter Howard ◽  
Dennis Wollersheim
Keyword(s):  
Decision Making ◽  
Health Service ◽  
Assessment Tool ◽  
Objective Assessment ◽  
Informed Decision ◽  
Competency Assessment ◽  
Informed Decision Making ◽  
Study Objective ◽  
Objective Evidence ◽  
Service Managers

Objective: Evidence-informed decision-making (EIDM) amongst health service managers has been positively linked to better decision outcome, hence more effective healthcare provision. Efforts to improve EIDM practice are required to meet the current challenging healthcare environment. One key step to improve such practices is skill enhancement. The purpose of the study is the measure the competence of mid-level managers in two Victorian hospitals in applying EIDM in their roles. Design: The competence of 25 mid-level managers in applying EIDM in their roles was assessed via a 360° process using an online management competency assessment tool (MCAP Tool) and case-study objective assessment tool. Setting: Mid-level managers working in Victorian hospitals were selected. Main outcome measures: The competence of mid-level managers in applying the competency of EIDM was assessed. This paper discusses the areas of improvement identified in enhancing the competence of EIDM amongst mid-level managers in the group, organisational and individual levels Results: EIDM is an important competency for health service managers. Managers who participated in the assessment are competent in applying EIDM in their roles, but require guidance and improvements. Strengths and weaknesses of managers in applying EIDM in their roles varied between organisations. Conclusion: This paper suggests that not only improvement of specific aspects of evidenceinformed decision-making amongst health service managers are required, additional more systematic changes at the organisational and individual management level are essential to achieve competent evidence-informed decision-making practices amongst health service managers. Abbreviations: CCA – Combined Colleagues; CEO – Chief Executive Officer; EIDM – Evidence Informed Decision Making; OA – Objective Assessment; SA – Self Assessment.

scholarly journals The development of transversal competence of health service managers

2019 ◽  
Vol 53 ◽  
pp. 74
Author(s):  
Roberto Gonzalez Duarte ◽  
Irene Kazumi Miura ◽  
Namie Okino Sawada ◽  
Marilia Alves ◽  
Renata Petrin
Keyword(s):  
Health Service ◽  
Health Services ◽  
Health Management ◽  
Decision Makers ◽  
Health Issues ◽  
Organizational Changes ◽  
Organizational Boundaries ◽  
Theoretical Perspectives ◽  
Manager Role ◽  
Service Managers

In their pedagogical projects, health management courses focus on multidisciplinarity, interdisciplinarity, comprehensiveness and transversality, whose main merit is to question health issues from different theoretical perspectives. Analyzing these issues under many perspectives does not necessarily mean the development of transversal competences. The development and application of these competences suppose going beyond integrating curricular contents and theory/practice. They depend on how the knowledge will be articulated to changes at organizational, sectorial and institutional levels and on the coevolution between these competences and changes. It is understood that health services manager role is effectively transversal when he/she: (i) acts at organizational boundaries, fostering interaction between organizations and other actors in the system; (ii) provides (and receives) feedback to (and from) these actors; and (iii) these feedbacks help decision makers to undertake organizational changes to respond to the environment and shape it.

Embracing performance measurement in mental health services

2013 ◽  
Vol 30 (3) ◽  
pp. 209-219 ◽  
Author(s):  
H. Carrick ◽  
R. Purcell ◽  
M. Byrne
Keyword(s):  
Mental Health ◽  
Mental Health Services ◽  
Health Service ◽  
Health Services ◽  
Performance Measurement ◽  
National Level ◽  
Health Service Executive ◽  
Practical Guide ◽  
Department Of Health ◽  
Service Managers

ObjectivesPerformance measurement (PM) is central to the current Irish health service policy. However, PM within the Irish mental health services has not been fully implemented. These services lack a national comprehensive suite of performance indicators (PIs). Those indicators that are measured do not tend to reflect the objectives of the managers and staff measuring them. To overcome these challenges, this article suggests a suite of measures and aims to provide a practical guide to PM for managers and staff.MethodA narrative review of a range of policy documents and articles, relevant to PM in the Irish mental health services, was undertaken.FindingsThe search produced a number of themes illustrating the limitations of the current set of PIs for Irish mental health services, in particular the need for comprehensive PIs, including structure, process and outcome PIs. This informed the development of a suite of proposed PIs for mental health services. A number of additional themes highlighted the criticisms associated with the top-down approach used to implement PM. Drawing from these themes, a bottom-up approach to PM is proposed.ConclusionAlthough this review was selective in nature, it illustrates how the concerns of clinicians and service managers can be integrated with the priorities of the Health Service Executive and the Department of Health. This presented the suite of PIs and the practical guide that provide useful PM tools. While also applicable at a national level, this paper provides guidance for service managers as to the process of establishing and implementing a suite of PIs within their own service.

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