HONG KONG HOSPITAL

LEADERSHIP CONVENTION

Dr Terence Carter

National Department of Health

South Africa

May 2016

Dr. Terance Carter Deputy Director General:

Hospitals, Tertiary Services and HRD

Management Challenges

– High GDP spend with sub-optimal health outcomes and competing demands on fiscus

– Burden of disease and health system transition requirements

• UHC, NHI

– Leadership and management are critical components of strong health systems, but ….

• Previous interventions did not address requirements satisfactorily

• Lack of systematic link with health system requirements; generic and often externally driven; not grounded in HR strategy and human development for sustainability

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Perfomance of District Hospitals in Free State

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Perfomance of District Hospitals in Eastern Cape

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Perfomance of District Hospitals in Limpopo

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Perfomance of District Hospitals in Mpumalanga

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Perfomance of District Hospitals in Northern Cape

Evidence for doing better

• International experience

• Move to more sustainable systemic approaches

• beyond defining programme content and practice improvements

• Focusing on multiple elements for cohesion

• Importance of individual & team effectiveness and system performance

• Health L and M is a specialist field demanding transdisciplinarity

• Public service values, public health principles, evidence-based management, systems strengthening, quality improvement, resource management etc.

Our proposed approach

Elements of the approach:

– Developing an appropriate health competency model

– Aligning formal recognition to Leadership and Management interventions with health system requirements

– Sign post for health managers to access relevant and directed education, training, resources, mentoring, coaching and other support through KNOWLEDGE HUB

– Moving towards professionalisation

– Supporting the development and transformation of healthcare management practice with partners

Operational Overview

Competencies for practice

Applying a national

competency model and

framework for leadership and management in

healthcare

Education, Training and developiment

Provide access to education, training

and personal development

resources via a Knowledge Hub

Credentialing and registration

Assessing candidates using specific standards

of practice for registration under

the Academy

Transformation and practice development

Conduct activities to improve and

transform practice

improved performance of the health system

improved effectiveness of health managers and management teams

ethics

and

values

Standardised Competency Model

Rolesp

ecific

CompetencyFram

ework

TransversalCompetencyModel

RoleProfile

education,traininganddevelopmentprogrammes

major

activities

selfassessment

performancemanagement

knowledgehubplatform

measurement

performanceassessment

EntrustableProfessionalActivities

assesslearning

competency

directory

Knowledge Hub Functions

Administration

• User Profile

• Data exchange

Assessment, analysis and reporting

• Of individual, team and organisational competency

Connect to resources

• Face-to-face

• Online

• Peers/ groups

Improvement process Support

• Drive improvement

• Links in system performance data

standardised competency model

Competency Reporting

Self-

assessment

Testing

Monitoring

User Profile

User Relationships

Similar role Team Mentor/ Coach Buddy Organization

Individual, team, organization effectiveness

Improved service delivery

Development Opportunities

Short courses/ workshops/qualifications

Mentoring/ coaching

Self-directed

Service Provider Profile

Credentialing (curate content and service)

Specific Competency Framework

Entrusted Professional Activities

Indicators of Health System Performance

Role Profile

Competency tools linked to service delivery imperatives

Entrusted Professional

Activities (EPAs)

Competency tool

Application

in the Academy

Competency Frameworks

Education,

training and

personal development

Competency Models

Service

delivery driver

Guidelines and

quality standards for

practice

Programme evaluation

and leaner assessment

Functional capacity

required of occupation or

group

Systems improvement

requirement to achieve

strategic goals

Individual outcomes

Programme design

core principles

Peer-based entry assessment

and continuous development

evaluation

Requirements for

credentialing into specific

occupation

Requirements for

credentialing

Manager is effective in the

workplace

Manager is effective in

occupation and team

Manager is effective in the

system

Expected result PM

JD/

RS

PM: Performance management and personal development

JD: Generic job descriptions

RS: Recruitment and selection

Improving practice using the Knowledge Hub for education, training and personal development

Formal

learning (qualification)

Informal

learning (assessed)

Self directed

learning

Learning

opportunities Practice

Resources

Mentors and

coaches

Other

managers

and peers

Documents,

policies,

guidelines,

standards,

how-to’s etc

Assessment

Self-

assesment

tools

Credentialing

tools

Providers of

psychometric

assessments

easy access to relevant knowledge, people and services

Academy approval/

review process to

ensure quality and

alignment of content

and services

National

Competency Model

and Frameworks for

Healthcare Managers

unique profile

specific and relevant resources

competency

Who am I Where am I

What I need

Where I can get help Who I can help

Linking management practice to the Hub

key indicators

data

management tool (mobile app/ dashboard)

deviation

access resources (knowledge hub)

change

priorities

reflects in

NHIRD (DHIS)

improvement (PDSA)

standardised management proccess

norms, standards, targets

strategic objectives

Health Information Systems strengthening

comptency model/ frameworks/ activities

associate

manager

entry for managers

professional degree/ diploma and

registration with professional

body

short-courses, certificates or

other learning relevant to

leadership and management

portfolio and

entry assessment by peers

registered

manager

full registration

professional degree/ diploma and

registration with professional

body

post-graduate diploma or masters

degree in health management*

portfolio and

entry assessment by peers

Fellow

of the

Academy

Advanced registration

professional degree and

registration with professional

body

full registration with masters or

doctorate* in health management;

and seen by peers as an

exceptional contributor to the

practice of leadership and

management

nomination

and peer review

potential to

articulate

potential to

articulate

Existing management

qualifications will be grandfathered

for a period of time. *

Recognition and Registration

Societal Advancement

universal access to healthcare

Organisational Transformation

Team Performance

Leadership Research and Resources ALMH

Individual Development

Adapted from the Crentre for Creative Leadership approach

THANK YOU

Dr. Terance Carter Deputy Director General:

Hospitals, Tertiary Services and HRD