Global Consortium for Healthcare Management

In an attempt to address this leadership deficit, health management institutions have come together to  raise  the  recognition  of  professional   management  in  healthcare  by  developing  a  core competencies directory for healthcare leaders with  the   input  of  a  diverse  group  of  multilateral healthcare organisations, writes Lucy Nugent.

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Leadership matters. The evidence is convincing that the efficient and effective use of resources and the quality of healthcare services provided is improved by enhancing the management capacity of individual leaders and teams.

As the healthcare portion of countries’ GDP continues to increase, the pressure for enhanced management capacity will continue to grow. Yet, healthcare organisations face two key barriers to realising the benefits of professional management. The first is the lack of adequate management preparation in the training of many healthcare leaders. The second is the fact that the role of healthcare manager is not recognised as a profession in all countries.

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In an attempt to address this leadership deficit, health management institutions came together to  raise  the  recognition  of  professional   management  in  healthcare  by  developing  a  core competencies directory for healthcare leaders with  the   input  of  a  diverse  group  of  multilateral healthcare   organisations. The  shared  aim of  all  participants is   professionalising the leadership and  management of   health  systems  to  improve  patient  care  globally. To  further  promote  the shared  aim of enhancing leadership  and  management  practices in  healthcare, a  Global  Consortium for  Healthcare Management that is  recognised and supported  by  International Hospital  Federation members was formed.

A  Global  Consortium for  Healthcare Management that is  recognised and supported  by  International Hospital  Federation members was formed.

The  following  organisations  have  participated  in  the  consortium  set  up  by  the  International Hospital  Federation:

  • American  College  of  Healthcare  Executives
  • Australasian  College  of  Health  Service  Management
  • Canadian  College  of  Health  Leaders
  • European  Association  of  Hospital  Managers
  • Federacao  Brasileira  de  Administradores  Hospitalares
  • Federacion  Andina  y  Amazonica  de  Hospitales
  • Federacion  Latinoamericana  de  Hospitales
  • Health  Management  Institute  of  Ireland
  • Hong  Kong  College  of  Healthcare  Executives
  • International  Health  Services  Group
  • International  Hospital  Federation
  • Jamaican  Association  of  Health  Services
  • Management  Sciences  for  Health
  • Pan  American  Health  Organisation (PAHO)
  • Taiwan  College  of  Healthcare  Managers
  • Tropical  Health  and  Education  Trust  – Partnership  for  Global  Health
  • University  of  the  West Indies

The Global Consortium for Healthcare Managers formally launched the directory of Healthcare Leadership Competencies (HLC) along with a “Call to Action” at the recent International Hospital Federations 39th World congress held in Chicago, USA, October 6-8.

The directory of HLC is the result of the consortium’s extensive work between January 2013 and June 2015.

All the participant from these institutions have built up a consensus to promote the foundation of healthcare management professionalisation supported by universally recognised competencies that will enhance health care to the people. In addition more than one hundred healthcare professionals and academics have contributed in the written open review process as well as by providing inputs during the presentations made at several occasions during the period 2013 – 2015. The directory represents the core competencies for healthcare managers which countries and healthcare systems can build on to reflect the needs of each country.

The directory represents the core competencies for healthcare managers which countries and healthcare systems can build on to reflect the needs of each country.

In the Competency Directory, the competencies are categorised into five critical domains: Leadership, Communication and Relationship Management, Professional and Social Responsibility, Health and Healthcare Environment, and Business.

The Definitions of the domains are as follows:

Leadership

The ability to inspire individual and organisational excellence, create a shared vision and successfully manage change to attain an organisation’s strategic ends and successful performance. Leadership intersects with the other four domains.

 Communication and Relationship Management

The ability to communicate clearly and concisely with internal and external customers, establish and maintain relationships, and facilitate constructive interactions with individuals and groups.

 Professional and Social Responsibility

The ability to align personal and organisational conduct with ethical and professional standards that include a responsibility to the patient and community, a service orientation and a commitment to lifelong learning and improvement.

 Health and the Healthcare Environment

The understanding of the healthcare system and the environment in which healthcare managers and providers function.

Business

The ability to apply business principles, including systems thinking, to the healthcare environment.

Leadership

As well as launching the HLC directory the Consortium called for the congress attendees’ commitment in the professionalisation of healthcare management through four main areas:

  • The adoption of the Leadership Competencies for Healthcare Services Managers to train and align healthcare management development at all levels of health systems.
  • Formal recognition at the national level of healthcare management as a profession that requires training and the development of specific competencies.
  • Implementation of merit-based career advancement along with a career path of healthcare managers.
  • Recognition of healthcare managers’ professional associations as key stakeholders for policy dialogue related to leadership and management and for the advancement of the profession.

 

Following the HLC launch, a well-attended session with presentations by Dr Reynaldo, Pan American Health Organisation/World Health Organisation, Ray Raclette, Canadian College of Health Leaders Association and Lucy Nugent, Health Management Institute of Ireland (also representing the European Association of Hospital Managers) was followed by a lively debate moderated by Deborah J. Bowen, American College of Healthcare Executives, which looked at way of incorporating the HLC into healthcare systems which included:

  • Recruitment including competency based interviews
  • Continuous Professional Development
  • Education and training -Review course content to reflect directory
  • Professionalisation of Healthcare Managers including credentialing

 

For further information please contact Lucy Nugent lucy.nugent@amnch.ie

 

 

 

1 Management Sciences for Health “Occasional Papers” NO.  4 (2006)