SHAPE INTERNATIONAL SYMPOSIUM 2017

Venue: University of New England (UNE) Future Campus 211 Church Street Parramatta NSW 2150Program

Wednesday 19 July 2017 – Friday 21 July 2017

Wednesday 19th July 2017

SHAPE members and higher degree student day

Topic Time

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Aims: In an environment of collegiality and openness to provide an opportunity for:

Health management academics, research students and professionals with an interest in education

and workforce development to explore issues and establish networks of academics with similar

research interests

SHAPE members to discuss State and program issues and developments

Academics and higher degree students to discuss their research ideas, plans and methodologies

and explore current and new research and curriculum directions in a supportive environment

The development of future strategies relating to SHAPE’s objectives

SOCIETY FOR HEALTH ADMINISTRATION PROGRAMS IN EDUCATION“Promoting Excellence in Health Service Management Education and Research”

ABN 74 793 022 315 Website: www.shape.org.au

Coffee and Registration 1000 - 1025

David Briggs, President, SHAPE Welcome 1025 - 1030

Guest Speaker Associate Professor Christine Jorm. University of Sydney Clinician engagement in Australia – understanding and improving it 1030 - 1130

Chair: Kevin Forde Member and higher degree student research presentations 1130 -1210

1. Kate Churruca, Louis A. Ellis, Jeffrey BraithwaiteCentre for Healthcare Resilience and Implementation Science, Australian Institute of Health Innovation, Macquarie University

How complexity science can feed into SHAPE thinking and programs.

1130 - 1150

2. Mark Mackay and Don Houston and Ian Walton, Flinders University, Peter Balan OAM, University of South Australia

Dispelling the notion of the ‘Digital Native’ health care management student – A case study

1150 - 1210

Lunch 1210 - 1300

Chair: Anne Smyth Member and higher degree student research presentations continued

1300 - 1400

3. M Ashraf, R Harrison, R Hinchcliff, *, M Agaliotis, C Balasooriya, L Meyer, D HeslopHealth Management Program, School of Public Health and Community Medicine, University of New South Wales. *Centre for Health Services Management, Faculty of Health, University of Technology Sydney

Optimising the use of technology enhanced learning and teaching (TELT) in health service management education

1300 - 1320

4. P Bartels, University of Twente/Griffith University Quality improvement science in health services management: a framework

1320 - 1340

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5. Phudit Tejativaddha*, David Briggs**, Godfrey Isouard****Naresuan University College of Health Systems management, Thailand, **Adjunct Professor, NUCHSM, Naresuan University, Thailand, Schools of Health and Rural Medicine UNE, Australia. ***School of Health UNE Australia, and Adjunct Professor, NUCHSM, Naresuan University, Thailand

Developing health management workforce and research towards achievement of Sustainable Development Goals (SDGs): A Journey of the College of Health Systems Management at Naresuan University (NUCHSM)

1340 - 1400

Chair: Godfrey Isouard Online Teaching, the pitfalls: An interactive panel session:

Panel members include: Godfrey Isouard , Kevin Forde.

1400 - 1500

Afternoon Tea 1500 - 1515

Chair: Ming Liang Country, State and Program reports: Open discussion 1515 - 1600

Chair: David Briggs Drawing the threads together: issues and actions to be considered by SHAPE

1600 - 1630

Chair: Godfrey Isouard

Tim Smyth , Director ACHSM National Board ACHSM update - Collaborating with SHAPE 1630 - 1700

SHAPE General meeting and AGM 1700 - 1800

Host: David Briggs, President, SHAPE

Welcome Reception for all delegates Venue: UNE Future Campus 211 Church Street Parramatta NSW 2150

1800 - 2000

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Thursday 20 July 2017

Main Symposium program

Topic Time

David Briggs, President, SHAPE Opening 0900 - 0905

Session 1 Chair: David Briggs

Chris Selby-Smith Oration STEPHEN LEEDER, Director Research and Education Network, Western Sydney Local Health District. Emeritus Professor of Public Health and Community Medicine, Menzies Centre for Health Policy and School of Public Health, The University of Sydney.

The desirability of zero tolerance for procrastination

0905 - 1005

Morning Tea 1005 - 1025

Session 2 Chair: Anne Smyth 1025 - 1205

1. Sancia West, University of Tasmaniawinner of The Mary Harris Bursary Student Award

A recipe for success: Localism and bounded rationality in lobbying for radiation therapy services in north west Tasmania

1025- 1045

2. May Mack, Liverpool Hospital Identifying competencies of hybrid-professional manager 1045 - 1105

3. David Ritchie, Charles Sturt University Health professional to hybrid manager: Advancing management practice

1105 - 1125

4. Janny Maddern, Flinders University Health care middle managers experience of major change – curriculum implications

1125- 1145

5. Diana Messum The ISPP model of employability skills for health service management

1145 - 1205

Lunch 1205- 1245

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Session 3 Chair: Godfrey Isouard 1245 - 1500

Panel Session:Diana Mesum, Karen Patterson, David Briggs andDominic Dawson

Training and education of future health service managers 1245 - 1400

1. Sheree Lloyd, Gerard Fitzgerald Cynthia Cliff, Jean CollieGriffith University, School of Medicine, Health Service Management

Rural Health, Innovation and High Performance: A study of the organisational and contextual factors affecting adoption and sustainability: Literature Review Findings and The Impacts for Education of Health Service Managers

1400 - 1420

2. Chaojie Liu, Timothy Bartram, Sandra G. LeggatLa Trobe University

High performance work systems and perceived quality of care: An analysis of occupational differences among doctors and nurses in China

1420 - 1440

3. Aniruddha Vijay Goswami, Sheree LloydGriffith University, School of Medicine

Integrating and using theory and frameworks in practice during WIL: Personal experiences of their application during a Work Integrated Learning placement.

1440 - 1500

Afternoon Tea 1500 - 1520

Session 4 Chair: Zhanming Liang

1. Sandra Leggat, La Trobe University, Department of Public HealthProf Pauline Stanton, RMIT, Prof Greg Bamber, Monash University, Dr Richard Gough, Victoria University and Prof Amrik Sohal, Monash University

Embracing or resisting change? The role of nursing industrial relations in process innovations in public hospitals in Australia and Canada

1520 - 1540

2. Michael Morris, Nazlee Siddiqu Megan Wood, David Greenflied Institute of Health Service Management, University of Tasmania.

Identifying management strategies for effective staff engagement, resilience and longevity: A pristine organisation starts with a clean floor.

1540 - 1600

3. Changmin Tang, A visiting student in La Trobe University Hubei University of Chinese Medicine, China

Research on the Overwork Status of Medical Personnel and Its Influence on their Turnover Intention in China

1600 - 1620

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4. Xiaosheng Lei Xiaosheng Lei, visiting scholar La Trobe University, Study of self-medication behaviour and Its Influencing Factors among city residents in China. The current situation and development trend of self-medication

1620 - 1640

5. Annetta Zheng1, Mark Mackay2, Sharyn Rundle-Thiele3 Flinders University1Health Care Management, Flinders University2Social Marketing, Griffiths University3

Patterns of alcohol consumption: Observational research in licensed premises

1640 - 1700

Conference dinner Delegates registered for the Conference Dinner Location: TBA

1830 for 1900

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Friday 21 July 2017 Main Symposium program

Topic Time

0900-1005

Session 5 Chair: Anne Smyth

1. Speaker: Dr Leanne Morton, Executive Manager, Health Access and Performance, Hunter New England Central Coast Primary Health Network (HNECCPHN)

The PHN in Primary Health Care: Innovation in commissioning, planning, service design and developing capability, capacity in primary health care 0900 - 0945

2. Simon Barraclough, School of Psychology and Public Health

La Trobe University

Trans-Tasman health linkages in the health field: a successful model for bilateral cooperation

0945 - 1005

Morning Tea 1005 - 1025

Session 6 Chair: Mark Mackay 1025-1145

3. Helen Black, School of Business, Western Sydney University Climate for Change and Innovativeness: Examining three operating theatre suites

1025 - 1045

4. Sandra Sy, Mark Mackay, Flinders University Factors that Influence Hospital Inpatient Length of Stay of Patients with Respiratory Infections and Inflammations

1045 - 1105

5. David J Heslop, Lois MeyerSchool of Public Health and Community Medicine UNSW Sydney

Cross institutional complexities and lessons learnt in redeveloping a disaster management course for Health Management

1105 - 1125

6. Marion Dixon Pieter Walker Qualitas Consortium Pty Ltd “take the lead 2” - enabling clinical leaders leading clinical teams 1125 - 1145

Chair: David Briggs

Symposium Closure

1145 - 1200

Lunch 1200 - 1225

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ABSTRACTS

1. How complexity science can feed into SHAPE thinking and programs

Authors: Kate Churruca, Louise A. Ellis, Jeffrey BraithwaiteAuthors Affiliation: Centre for Healthcare Resilience and Implementation Science, Australian Institute of Health Innovation, Macquarie University

In recent years, there has been a growing recognition of the difficulties faced by researchers and managers to improve or even affect the healthcare

system in the ways intended through their initiatives, with medical error and harm rates that have not decreased significantly despite countless

quality improvement strategies [1]. The theory of complex adaptive systems (CASs) has been increasingly taken up in response to issues such as

these [2]; it suggests that modern healthcare systems, with their large number of interconnected ‘parts’ (doctors, patients, services, wards), display

characteristics of a CAS [3]. CASs are comprised of individual agents (e.g., surgeons, allied health professionals, carers), who behave according their

own internalized rules (‘keep the patient alive at any cost’), and interact with one another to form networks or structures of relationships (e.g.,

health care teams, social groups). It is from this large-scale interactivity that patterns in the system emerge; as such, the system cannot be broken

down into its component parts (a doctor, an IT system, a policy related to appropriate hand hygiene) to understand the behaviour of the system as

a whole (e.g., the delivery of care to hundreds of thousands of patients across acute, primary and community health services). In a CAS, things

(e.g., new ideas, patterns of work) emerge from the interaction of agents; this connectivity also means that if something perturbs the system, even

if it is small, its effects may propagate through these relationships, or alternatively be dampened down by adaptation. Hence, quite distinct from

Newtonian, linear-oriented, “clockwork” science that has historically informed our understanding and approach to biomedicine and the

organization and evaluation of healthcare, in a CAS non-linearity and unpredictability prevail [4]. In this presentation, we examine the utility of CAS

theory for healthcare research, improvement and practice. Drawing on our own and others work, we demonstrate that complexity science provides

a new lens for looking at healthcare-related problems and points towards some previously under-recognised strategies for, for instance, facilitating

organizational change and improvement. The benefits for SHAPE are clear: the CAS paradigm needs to be considered in the teaching of the next

generation of students in health administration.

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2. Dispelling the Notion of the Digital Native Health Care Management Student – A Case Study

Authors: Dr M Mackay, Acting Head, Health Care Management* Dr Don Houston, Senior Lecturer, Centre for Innovation in Learning and Teaching, Flinders University, Mr Ian Walton, Lecturer Health Care Management* Dr Peter Balan OAM, Senior Lecturer, Senior Lecturer, School of Management, University of South Australia*School of Medicine, Flinders University

Background:

It is common that postgraduate health care management courses in Australia often rely on non-examination based assessment methods. We implemented self-made short video presentations as a method of assessment a financial management subject that is a core subject for three postgraduate courses.

All postgraduate students studying in our program now have the ability to access devices that are able to record high-quality video (e.g., a laptop, iPad or smartphone). The saturation of the student population with such devices has provided us with the opportunity to experiment with new forms assessment, including the production of video recordings of presentations.

Accompanying the saturation of uptake of digital devices is a perception that students are generally able to use these devices to record content such as videos and that they belong to the tribe known as digital natives. The notion of the digital native relates to the idea that “younger” people have been immersed in technology for all or a significantly larger proportion of their lives than past generations (Bayne and Ross, 2007). Accompanying this change in immersion in technology, is also the idea that approaches to education should be modified to better suit the new approaches to learning by the digital native (Oblinger, 2003).

The introduction of a video assignment was based on a desire to implement a method of assessment that would require deeper learning of material by students, enable examination of student knowledge, develop or continue develop the students’ presentation abilities, make the best use of the available face-to-face teaching time and reduce the possibility of plagiarism.

Video assessment has been used elsewhere and this work was based on the endeavours of others (Greene and Crespi (2012), and Talbert (2015)).

Research:

Postgraduate students enrolled in the health and aged care financial management subject were required to complete part of an assignment using a presentation that was recorded as a video. Students were provided with instructions on how to record and submit the video. A questionnaire comprising closed-ended and open-ended questions was developed to capture student feedback regarding the use of video assignments. The questionnaire was administered to students using an open source online survey tool. The data collected was analysed using traditional quantitative methods. Analysis of open-ended responses was based on the more recently developed method of concept-mapping (Balan, 2015).

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Findings:

The population of students undertaking health care management training tends to be aged between 25 and 50 years, with the majority of students being aged in the range of 30-45 years.

The belief of the academics involved in the delivery of the subject was that use of a video-assignment achieved the intended outcomes, i.e., deeper learning, provided an opportunity to present material in a real-life situation and reduced the opportunity for plagiarism.

While the student feedback supported the academics’ views regarding the achievement of the intended outcomes, it revealed some unexpected findings including that some students experienced a variety of challenges in completing the video assignment. Recording, file processing, and uploading assignment files to the student learning environment were challenges identified by students.

It was clear that, while the students work in technologically advanced environments, possess smart phones and other digital devices, and are seen constantly using the devices, the notion that educators can expect all students to be “digital natives” and can, or even want to adopt to new learning approaches involving technology was not true for these students.

Implications:

We believe that video-based assignments have a number of potential benefits in addressing deficits in assessment and learning goals, as well as reducing the likelihood of plagiarism. However, the notion that the current generation of post-graduate health care management students are members of the digital native tribe must be questioned.

Educators wishing to innovate and develop of new styles of assessment that rely on technology should not be deterred, but must consider a range of challenges including:

• The lack of student skill in using the technology

• The need to provide additional instruction to students in relation to the use of technology

• The limitations of student learning environments to facilitate the use of such assessment processes

• Variation in Internet access for students, which can significantly affect lodgment of assignments.

Wider Applicability:

We believe that the potential to use video assignments across all areas of health management education exists if the challenges we have identified are addressed.

Keywords:

Video assessment, technology, digital native

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References:

Bayne, S., & Ross, J. (2007, December). The ‘digital native’and ‘digital immigrant’: a dangerous opposition. In Annual Conference of the Society for Research into Higher Education (SRHE) (Vol. 20). http://s3.amazonaws.com/academia.edu.documents/4963108/natives_final.pdf?AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1490267381&Signature=W5n%2BoLvU957ytdlzl5oyPHSCqt0%3D&response-content-disposition=inline%3B%20filename%3DThe_digital_nativeand_digital_immigrant.pdf [Date accessed 23.3. 2017].

Balan, P., Balan-Vnuk, E., Metcalfe, M., & Lindsay, N. (2015). Concept mapping as a methodical and transparent data analysis process. Handbook of Qualitative Organizational Research: Innovative Pathways and Methods, 318.

Greene, H., & Crespi, C. (2012). The value of student created videos in the college classroom–an exploratory study in marketing and accounting. International Journal of Arts and Sciences, 5(1), 273-283.

Jones, C., Ramanau, R., Cross, S., & Healing, G. (2010). Net generation or Digital Natives: Is there a distinct new generation entering university? Computers & Education, 54(3), 722-732. http://oro.open.ac.uk/19890/2/8cece8c9.pdf [date accessed 23.3.2017]

Oblinger, D. (2003). Boomers gen-xers millennials. EDUCAUSE review, 500(4), 37-47. http://er.educause.edu/~/media/files/article-downloads/erm0342.pdf. [Date accessed 23.3.2017]

Talbert R (2015). How Student Video Presentations Can Build Community in an Online Course. The Wired Campus, The Chronicle of Higher Education, 2 October 2015. http://chronicle.com/blogs/wiredcampus/how-student-video-presentations-can-build-community-in-an-online-course/57435 [date accessed 1.2.2016].

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3. OPTIMISING THE USE OF TECHNOLOGY ENHANCED LEARNING AND TEACHING (TELT) IN HEALTH SERVICES MANAGEMENT EDUCATION

Authors: Ashraf, M, Harrison,R, Hinchcliff, R*, Agaliotis,M, Balasooriya,C, Meyer,L, Heslop,DHealth Management Program, School of Public Health and Community Medicine University of New South Wales.*Centre for Health Services Management, Faculty of Health, University of Technology Sydney

Background:

High quality Health Services Management (HSM) education can strengthen global health systems by enhancing the capabilities of those who manage healthcare organisations. As in other fields, the use of innovative Technology Enhanced Learning and Teaching (TELT) has the potential to revolutionise educational experience and outcomes. TELT strategies provide the means to connect educators and students beyond geographical boundaries, through engaging, interactive educational experiences. There is, however, limited evidence about the utilisation of TELT in this setting and the impacts of TELT on postgraduate HSM educational experiences and outcomes.

Objective:

To identify commonly used TELT strategies in postgraduate HSM education, synthesising what is known about their impacts on the learning experience and on educational outcomes and to identify the gains and challenges associated with the use of TELT strategies in this setting.

Findings:

Our findings indicate that TELT strategies have the potential to enhance the HSM educational experience by promoting student engagement, quick feedback, and group collaboration. Evidence of the educational impacts of TELT strategies in this setting is lacking. Simulation approaches appear to be a particularly valuable TELT strategy, as they provide a safe environment in which students can practice undertaking the decisions and activities required of health managers in complex, dynamic health systems.

Conclusion:

Whilst TELT strategies appear to enhance the HSM educational experience, it is important to ensure that these approaches are mapped to relevant educational outcomes, and there is appropriate evaluation of their impacts on learning and teaching. These approaches are necessary to ensure that the use of TELT is optimised within the HSM field.

Key Words:

Education Technology, Technology Enhanced Learning and Teaching, Information Communication Technology Assisted Learning, Student Engagement, Teaching Delivery, Health Administration Education.

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4. Quality improvement science in health services management: a framework

Author: P.H.G. Bartels (Peter) University of Twente/Griffith University, research training exchange

Quality improvement science aims to overcome the gap between ideal and actual care (Shojania, McDonald, Wachter, & Owens, 2004), in order to attain

positive transformation in a healthcare process or service. This transformation is greatly dependent on the local situation (Itri, et al., 2017).

Much is written about methods and tools for quality improvement science. However less is known about how to actually find the root cause of the

problem. A frequent occurring problem in quality improvement science is that potential solutions are tested before the problem is fully understood (Chao,

2007). Without knowing the problem, the purpose of the research cannot be defined and implementation of potential solutions is likely to be sub-optimal.

This paper presents a conceptual framework which can assist the researcher identifying the root cause of the problem(s). The first step within this

framework involves identification of who matters and why. Salient stakeholders can be found by using stakeholder analysis. Step two uses interviews with

stakeholders, document analysis and field observation, in order to identify key terms, articulate the problem and decide on problem measurements. Step

three of this framework is to develop an intervention protocol with which data on the problem can be gathered. This data will be used in order to attain a

positive transformation in the process. Hence, this conceptual framework suggests a structured way of identifying the root cause of the problem(s) and

therefore contributes to quality improvement science in health services management.

References:Chao, S. (2007). The state of quality improvement and implementation research - expert views. Workshop summary. Washington DC: The National Academic Press.Itri, J. N., Bakow, E., Probyn, L., Kadom, N., Duong, P.-A. T., Gettle, L. M., . . . Rosenkrantz, A. B. (2017). The Science of Quality Improvement. Elsevier, pp. 253-262.Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a Theory of Stakeholder Identification and Saliende: Defining the Principle of Who and What Really Counts. JSTOR, 853-886.Shojania, K., McDonald, K., Wachter, R., & Owens, D. (2004, August). Closing The Quality Gap: A Critical Anlysis

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5. Developing health management workforce and research towards achievement of Sustainable Development Goals (SDGs): A Journey of the College of Health Systems Management at Naresuan University (NUCHSM)

Authors: Phudit Tejativaddhana*; David Briggs**, Godfrey Isouard***

*Assistant to the President for Comprehensive Operations, Acting Director College of Health Systems Management, Naresuan University, Thailand.**Adjunct Professor, NUCHSM, Naresuan University, Thailand, Schools of Health and Rural Medicine UNE, Australia.**School of Health UNE Australia, and Adjunct Professor, NUCHSM, Naresuan University, Thailand

Abstract:Thailand and other countries in the sub-region seek to achieve the global goals- Sustainable Development Goals (SDGs), building their health systems capacity and capability. The health goal, ‘Ensure healthy lives and promote wellbeing for all ages’, is related to other SDGs directly and other goals can impact on health (WHO 2015; 2016). Thailand has performed admirably in its health reform over the last few decades (Balabanova, McKee M & Mills 2011), but has been described as being ‘in crisis’ because of the exponential increase in health expenditure over income and, the need to restructure the system to address complex health challenges such as burden of chronic diseases in an increasingly aging and urbanized context (Tangcharoensathien, Pitayarangsarit & Patcharanarumol 2016; Wasi 2000:6).

The approach is to focus on strengthening District Health Systems (DHS) as the access point to integrated health and social care (Saelee, Namtadsanee, Tiptaengtae, Sumamal, Tonsuthepweerawong & Yana 2014). This requires a shift the focus from illness and the dominant role of the acute care sector to a strong emphasis on primary healthcare, prevention and evidence based practice (Ferlie 2010).This requires a change in management capability and skills towards greater emphasis on competent qualified leadership and management.

In the Thai health system, health management as a profession is not well known and the focus has been on public health. All hospital directors are medical doctors which have been trained mainly in curative care. They need to change the way they think, manage, lead and engage in effective delivery of service within a DHS structure (Tejativaddhana, Briggs & Tonglor 2016).The critical need for well-trained health managers in managing complex health systems and delivering quality health care is recognized through the experience obtained from the Thai-Australian Alliance since 2006 (Yangratoke et al. 2010).

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Naresuan University has established the College of Health Systems Management (NUCHSM) supported by an International Advisory Faculty of Health Management expertise and Thai experts (Tejativaddhana & Briggs 2016). It has commenced post graduate health systems management courses by research since January 2017. This program will attract health professionals having a leadership and management role in the DHSs, policy analysts and researchers in Thailand and the sub-region. The learning approach will be action based participatory research addressing the real challenges of ever changing health systems and their continuous evolution. This program provides the opportunity for students to discuss with international and national experts through face-to-face and video-teleconference seminar as well as field trips to study from real experiences of Thai health managers in managing their DHSs.

The first of five international students enrolled in January 2017, mostly in the master program, supported by scholarships and further supported by the Thailand International Cooperation Agency (TICA) (TICA 2017). The Thai Health Promotion Foundation has also funded NUCHSM to conduct a 2-year research project on aligning five DHS with an academic research/consultancy team to form a learning network focused on improving the DHS to achieved the SDGs (Tejativaddhan 2016). the Health Sciences Research Institute has also funded the NUCHSM to conduct a research on synthesis of options and guidelines in improving management for better primary care services in urban districts of Health Region 3.

Conclusion:To further develop and strengthen the NUCHSM to achieve its goals in strengthening health management for health managers in Thailand and other countries in this sub-region, requires collaborative and sustained partnership with other international organization like SHAPE and ACHSM.

References:Balabanova D, McKee M & Mills A (eds) 2011, ‘Good health at low costs’ 25 years on. What makes a successful health system?, London School of Hygiene & Tropical Medicine.Ferlie W. 2010 Systems and organisations. Public management ’reform’ initiatives and the changing organisation of primary care. London Journal of Primary Care, 3:76-80.Saelee D, Namtadsanee S, Tiptaengtae Sh, Sumamal T, Tonsuthepweerawong C, Yana T. (eds.) 2014, The Movement of District Health System, Thailand version) (in Thai). 1st ed. Nondhaburi: Ministry of Public Health.Tangcharoensathien V., Pitayarangsarit S., Patcharanarumol, W. 2016 Achievements and Challenges. Policy Note-Thailand Health System in Transition. Asia Pacific Observatory on Health Systems and Policies. Health Systems Review: World Health Organization.Tejativaddhana, P. 2016 The research proposal on development of prototype districts to pass on the effective district health systems management to other districts towards the achievement of SDGs (in Thai). College of Health Systems Management, Naresuan University. Available from http://chsm.nu.ac.th/en/2016/?p=451 [Accessed 8th October 2016].

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Tejativaddhana, P., Biggs, D. S. 2016 The establishment of College of Health Systems Management, at Naresuan University, Thailand. Available from http://chsm.nu.ac.th/en/2016/?p=367 [Accessed 8th October 2016].Tejativaddhana, P., Briggs, D. & Tonglor, R. From global to local: Strengthening district health systems management as entry point to achieve health-related sustainable development goals, APJHM, Vol. 11, Iss. 3, 2016. pp. 81-86.Thailand International Cooperation Agency (TICA) 2017, Thai International Postgraduate Programme, Available from http :// www . tica . thaigov . net / main / en / relation / 73830 - TIPP - 2017 . html [Accessed 20th May 2017].Wasi, P. 2000 Triangle that moves the Mountain and Health Systems Reform Movement In Thailand. Health Systems Research Institute. Nonthaburi Thailand.WHO 2015 Health in 2015: from MDGs, Millennium Development Goals to SDGs, Sustainable Development Goals, WHO, Geneva. Available from http :// www . who . int / gho / publications / mdgs - sdgs / MDGs - SDGs2015_toc . pdf?ua = 1 [Accessed 20 March 2017]. WHO. 2016. From MDGs to SDGs. A new era for global public health 2016-2030. Available from http://www.who.int/about/finances-accountability/funding/financing-dialogue/MDGstoSDGs_Summary.pdf?ua=1 [Accessed 8th October 2016].Yangratoke, S., Briggs, D., S. Alexander, C., Taytiwat, P., Cruickshank, C., Fraser, J., Ditton, M., & Gaul, M. 2010. The Thai-Australian Alliance: Developing a rural health management curriculum by participatory action research. World Health & Population. Vol. 11, Iss. 3, pp. 5-16

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6. A Recipe for Success: Localism and bounded rationality in lobbying for radiation therapy services in North West Tasmania

Authors: Sancia West, Centre for Rural Health, University of Tasmania

The concept of bounded rationality has been used to describe how information is sourced and prioritised in order to allow policy decisions to be made. Individuals are considered to be ‘boundedly rational’, in that they wish to achieve a particular policy outcome but may be unsure of how to achieve this or how to process all the information relevant to the issue (Jenkins-Smith et al. 2014). Originally pioneered by Simon (1947), bounded rationality rests of four principles: that people intend to be rational but cognitive and emotional constitutions may make them act in non-rational ways; that people will adapt to the task environment and, over time, will reduce the effect of cognitive limitations as they learn more about the issue; that uncertainty is linked to our perceptions of choice; and that limited attention spans can lead people to choose whichever option exceeds the aspirational level they have attached to the issue. In essence, bounded rationality results in policy makers using pre-established processes for accessing information to gain enough information before making a decision, rather than seeking an exhaustive set of evidence before making a fully rational decision.

This case study, and the debate between the relevant actors around the need for a radiation therapy service in North West Tasmania, provides clear examples of boundedly rational decision-making. Prior to 2016 the North West of Tasmania did not have a radiation therapy services and patients from this region were referred to Launceston or even Hobart. A perceived community desire to have a regional radiation therapy service began to find traction during the 2000s. This desire for a local service was in contrast to repeated statements by the medical community that a local service was not safe or sustainable (Australian Medical Association Tasmania 2010a, 2010b) and by the State Government that the service needed to be fully funded before it could be considered sustainable (The Advocate 2010a, 2010b) . The impetus for having this service in the region was likely born out of a sense of localism, being the formation of a local identity and feeling of belonging (Dare 2013) which can lead to a desire to maintain and even improve services in the local area (Skinner et al. 2016). It was not until the Federal Election campaign of 2010 that funding was finally committed allowing a infrastructure to be built and the machinery purchased (Australia 2011). It was several years more before operational funding was finally secured.

This presentation discusses these examples of bounded rationality using document analysis as well as semi-structured interviews undertaken with cancer service stakeholders and patients and family (n= 38). It will examine how emotion and short decision-making timeframes were utilised to effect policy change and deliver funding for this service. Using the Advocacy Coalition Framework (ACF) (Sabatier 1986) to align each actor with a particular side of the policy debate, this presentation will examine the reasons behind the use of bounded rationality, the interplay between bounded rationality and localism, and how the medical community and State Government might have used an understanding of bounded rationality to better target their message to the general public.

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References: Australia, Senate Community Affairs Committee. 2011. Answers to Estimates Questions on Notice - Health and Ageing Portfolio. Australian Government

Australian Medical Association Tasmania 2010a. Radiotherapy machine not feasible at NWRH. Media Release, 14 January Australian Medical Association Tasmania 2010b. Linear Accelerator North West Regional Hospital. 7 August Dare, M. 2013. 'Localism in practice: insights from two Tasmanian case studies'. Policy Studies 34(1):592-611. Jenkins-Smith, H., Nohrstedt, D., Weible, C. and Sabatier, P. 2014. 'The Advocacy Coalition Framework: foundations, evolution, and ongoing research' In Theories of the Policy Process, ed(s) P. Sabatier and C. Weible. Boulder, Colorado: Westview. Sabatier, P. 1986. 'Top-down and bottom-up approaches to implementation research: A critical analysis and suggested synthesis'. Journal of Public Policy 6(1):21-48. Simon, H. 1947. Administrative behaviour: A study of decision-making processes in administrative organizations. New York: Macmillan Skinner, M., Jospeh, A. and Herron, R. 2016. 'Voluntarism, defensive localism and spaces of resistance to health care restructuring'. Geoforum 72(1):67-75. The Advocate 2010a. 'They'd riot for cancer services in Hobart.' The Advocate, 14 Jul The Advocate 2010b. 'Labor questions Libs promise of cancer funding.' The Advocate, 6 August

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7. Identifying competencies of hybrid-professional manager

Author: May Mack, Liverpool Hospital

In health, some clinicians are employed to occupy both clinical and managerial roles, referred to as hybrid-professional-managers (Kippist & Fitzgerald, 2009). These hybrid-managers act as knowledge brokers between the strategic and operational domains of an organisation (Burgess & Currie, 2013). The hybrid- manager role is also common among allied health (AH) disciplines in hospital settings. AH is a group of health professionals from different disciplines, excluding medical and nursing. Common AH in hospital settings are dietetics, physiotherapy, occupational therapy, social work and speech pathology. The aim of this research is to identify the competencies of a hybrid-professional-manager in AH, as there is minimal research on this group of clinician-managers. This paper presents the initial quantitative finding of a mixed-method research on AH managers from a large Local Health District in NSW. Twenty-nine (29) directors, managers and senior staff from various AH disciplines across five hospitals participated in the research. Descriptive statistics were used to analyse the data. Initial findings from a survey questionnaire showed competencies related to emotional intelligent (EI), such as ‘communicating honestly with all staff’ (100%), ‘displaying integrity despite being criticised’ (96.6%) and ‘taking responsibility and accountability of own performance’ (93.1%) were rated as essential by the majority of participants. Interestingly, only less than a quarter of the respondents rated technical competencies, such as advanced clinical (24.1%) or financial management (20.7%) skills as essential. The results also showed a difference in responses among diverse hierarchical groups. More than 90% of the managers agreed that those EI-related competencies are essential for AH managers. In contrast, less than half of the directors rated those competencies as essential. These results reached statistical significant different (p=0.005).The results of this quantitative study have identified that it is important for AH managers to possess EI-related skills and knowledge. Traditional management competencies, such as financial management skills, appear less important. The result of this survey will form the basis of semi-structured interviews for the qualitative research. The outcome of the two studies will assist in developing a competency model for AH managers which can provide a framework for developing training specifically for AH managers and contribute to theoretical understanding of the AH manager’s role.

References:Burgess, Nicola, & Currie, Graeme. (2013). The Knowledge Brokering Role of the Hybrid Middle Level Manager: the Case of Healthcare. British Journal of Management, 24, S132-S142. doi:10.1111/1467-8551.12028Kippist, Louise, & Fitzgerald, Anneke. (2009). Organisational professional conflict and hybrid clinician managersThe effects of dual roles in Australian health care organisations. Journal of Health Organization and Management, 23(6), 642-655. doi:10.1108/14777260911001653

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8. Health professional to Hybrid-manager: Advancing management practice

Author: David Ritchie

What is the best way to develop a manager? What is the contribution of formal education to the process of management development? When many managers working in a health care context do not have formal qualifications, let alone Master level qualifications, how can the relevance of advanced qualifications be strengthened? Talbot (1997) examined the tensions in different approaches before depicting management development as a mixture of management knowledge, skills and experience initiated by an organisation with the cooperation of the individual. Traditional management education has emphasised the acquisition of knowledge, ahead of the development of skills but little facilitation of experience. Mintzberg has also been active in critiquing the development of managers (Mintzberg, 2002, 2011, 2012; Mintzberg & Gosling, 2002)

Arguments for the reform of management education have a long history within Australia and globally. However, management education reform needs to be considered alongside the context of the specific needs of the industry under consideration. Significant health organisational reforms that commenced in Australia the 1980’s began to impact more on clinicians requiring management development in the 1990’s, particularly nurses.

A case study (Ritchie, 2010; Stake, 2000; Yin, 2003) is presented of an Advanced Management Practice subject, or facilitated action-learning experience, delivered online, with an emphasis placed on learner engagement with authentic real-time complex problem situations. The phenomenon of interest being the development of advanced management practice. Advanced management practice requires experience and the considerable development of soft skills involving team-building, team-work, negotiation, time and project management and significant communication skills. Three embedded cases (Ritchie, 2010, p. 93), involving successful partnership engagements with a Local Health District, are analysed using an intrinsic case study design. The comparative experiences in providing the host organisation with advanced management analysis and recommendations are featured. The active project has now become a complex multi-year project, tackling what many might regard as an almost intractable health services management challenge. The perspective offered is that of the designer and facilitator of the project.

References:Mintzberg, H. (2002). Managing care and cure-up and down, in and out. Health Services Management Research, 15(3), 193-206. doi: 10.1258/095148402320176639Mintzberg, H. (2011). From management development to organization development with IMpact. Od Practitioner, 43(3), 25-29. Mintzberg, H. (2012). Managing the myths of health care. World Hospitals and Health Services, 48(3), 05. Mintzberg, H., & Gosling, J. (2002). Educating managers beyond borders. Academy of Management Learning & Education, 1(1), 64-76. Ritchie, D. J. (2010). Developing managerial thinking through "reflection-on-experience" using an online discussion forum and a reflective journal in a health services management subject. (Doctor of Philosophy), University of Wollongong, Wollongong. Retrieved from http://ro.uow.edu.au/theses/3103Stake, R. (2000). Case studies. InN. K. Denzin & YS Lincoln (Eds.), Handbook ofqualitative research (pp. 435-454): Thousand Oaks, CA: Sage.

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Talbot, C. (1997). Paradoxes of management development-trends and tensions. Career Development International, 2(3), 119-146. doi: 10.1108/13620439710163879Yin, R. K. (2003). Case study research: design and methods (3rd ed.). Thousand Oaks, California: Sage Publications.

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9. Health care middle managers’ experiences of major change – curriculum implications?

Author: Janny Maddern, Doctor of Education candidate, Flinders University

Research aims:• to explore South Australian health care manager experiences of recent major health system changes• to assess the implications of the experience of these changes for postgraduate health administration courses.

Progress:Middle managers’ views and experiences of constant, large-scale and often rapid change were explored through semi-structured interviews with seven health care middle managers in Adelaide. The middle management volunteers were chosen from respondents to a call for expressions of interest emailed to members of the SA Branch of ACHSM.

Rather than being representative or generalisable, these individual case studies were informative opportunities for learning about a breadth of experiences. In keeping with an interpretive, qualitative approach, thematic analysis is being used to gain insight into the impact of change directives, participant responses to them and the knowledge and capabilities required to manage change processes, and to identify potential areas for consideration in the curriculum and delivery of postgraduate healthcare management programs.

Main aim for interactive session:This research forms a component of a Doctor of Education and its design was discussed at SHAPE in 2015. Now in the final stages of the project, it would be highly valuable to seek feedback from experienced health care management educators on propositions arising from the study

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10. The ISPP model of employability skills for health services management

Author: Diana Messum, UWS Professor Lesley Wilkes, Associate Professor Kath Peters and Professor Debra Jackson

This presentation is about the ISPP model of employability skills (ES) for health services management. The model reflects the stages of the employment

process from interview shortlisting, to securing employment, performing the job and progressing in the job. Findings are based on the results of a NSW

mixed methods triangulation study which explored ES for health services management by analysing essential skills in vacancy advertisements, perceptions

of senior managers and the perceptions recent graduates currently working in the field. The skills required for shortlisting reflected threshold

requirements and included work experience, knowledge of the health system and a profile of generic skills different to other management professions. A

degree is not enough to secure employment. Although there were ES in common for each stage, different skill profiles emerged to secure employment in

HSM, perform and progress in the job. Findings support the contextual nature of ES setting HSM apart as an identifiable and distinct profession. Failure to

acknowledge context may well explain disparate results in past research. Those skills for which recent graduates were job ready are identified, and those

for which performance gaps existed. Despite small convenience sample numbers and the need for larger replication studies consistency in results from the

triangulation design lends weight to findings. There are implications for curriculum regarding job application training, updating of course content, the role

of work integrated learning, and need for engagement with employers. Discipline based graduate attributes should reflect professional requirements

which are contextual. Failure to recognise this may affect course outcomes, and help explain graduate shortages. Skill gaps can be addressed through

work performance appraisal and ongoing professional development. There are also implications for the effectiveness and efficiency with which services

are run, and for health services outcomes.

Department of Education, Employment and Workplace Relations. (2012) Stage 1. Final Report Employability skills framework. Ithaca group. January 2012.

ii Graduate Careers Australia. (GCA). (2016b). Graduate Outlook 2015: The Report of the Graduate Outlook Survey. Available:

http://www.graduatecareers.com.au/wp-content/uploads/2016/07/Graduate-Outlook-Report-2015-FINAL1.pdf

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11. Rural Health, Innovation and High Performance: A study of the organisational and contextual factors affecting adoption and sustainability: Literature Review Findings and The Impacts for Education of Health Service Managers

Authors: Sheree Lloyd, Griffith University, Gerald Fitzgerald, QUT, Cynthia Cliff, QUT, Jean Collie, University Centre for Rural Health Rural Health, North Coast NSW

This paper will present the findings of the work completed to date as part of a PhD, at the Queensland University of Technology. High performing and safe health services are a desirable outcome for the funders, providers and consumers of healthcare. Rural health settings face many changes including the ability to sustain and adopt innovation. The paper will share the findings of the literature review, data collected to date and then explore the impacts for health service management education that are necessary to make real and continued improvements for rural health populations. Disparity in health and health outcomes is a well-documented challenge for rural health communities. Addressing gaps in rural health is a priority for governments both in Australia and internationally.

There is much written in the academic literature about the problems experienced in rural health. Humphreys & Gregory (2012) convey that rural health is a national priority and more focus on rural health and fairer resource allocation would provide the opportunity to support infrastructure, work force and the services needed for rural health and well-being. Innovation, use of evidence based decision making and the adoption of technology is mentioned in Commonwealth and State Health Departments’ values and mission statements. These values for the health service and the documented strategies in policy and strategy documents will require health services to be agile and flexible to adapt to new policy and reform requirements.

In particular, the Commonwealth Department of Health relate that the challenge is to design, deliver and support rural and remote health services using more flexible, innovative, and locally appropriate solutions, without compromising the quality and safety of services. (Commonwealth of Australia 2012)

In a major report in 2015 the Australian Government’s Productivity Commission stated that there are a range of ‘within system’ reforms that are possible to improve health outcomes. This included accelerating creation and diffusion of effective care delivery innovations (Productivity Commission 2015). Scott (2014) also identified ten clinician driven strategies including the need to ‘accelerate creation and diffusion of value-adding innovation within rapid learning healthcare organisations that constantly measure and benchmark outcomes of care, make changes to improve care and re-evaluate’.

Chaudoir et al. (2013) conducted a systematic review of the structural, organisational, provider, patient, and innovation level measures that impacted upon the implementation of health innovations. Dobrzykowski et al. (2015) tested innovation orientation to patient satisfaction results and found that a hospital’s innovation orientation positively impacts patient satisfaction.

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Much has been written about high performing health care organisations, the characteristics of these organisations and how high performance can be measured. There are many approaches to measurement. The paper will distil the key findings from the literature review and outline from this the impacts for the education of health service managers.

References:Aboumatar, H. et al., 2015. Promising practices for achieving patient-centered hospital care: A national study of high-performing US hospitals. Medical Care, 53(9), pp.758–767. Available at: http://www.embase.com/search/results?subaction=viewrecord&from=export&id=L606212462%5Cnhttp://limo.libis.be/resolver?&sid=EMBASE&issn=15371948&id=doi:&atitle=Promising+practices+for+achieving+patient-centered+hospital+care:+A+national+study+of+high-perform.Akenroye, T.O., 2012. Factors Influencing Innovation in Healthcare : A conceptual synthesis. , 17(2). Australian Government Department of Health, 2016. DoctorConnect. Available at: http://www.doctorconnect.gov.au/internet/otd/publishing.nsf/Content/home [Accessed March 29, 2016].Australian Institute of Health and Welfare, 2014. Australia’s Health 2014, Available at: http://www.aihw.gov.au/WorkArea/DownloadAsset.aspx?id=60129548150.Baker, G.R. (Commission on L. and M. in the N., 2011. The roles of leaders in high-performing health care systems, Available at: http://www.kingsfund.org.uk/publications/articles/roles-leaders-high-performing-health-care-systems.Board, N. & Watson, D., 2010. Using what we gather — harnessing information for improved care. , 193(8), pp.93–94.Bourke, L. et al., 2010a. From “problem-describing” to “problem-solving”: Challenging the “deficit” view of remote and rural health. Australian Journal of Rural Health, 18(5), pp.205–209.Bourke, L. et al., 2010b. From “problem-describing” to “problem-solving”: Challenging the “deficit” view of remote and rural health. Australian Journal of Rural Health, 18(5), pp.205–209.Bourke, L. et al., 2012. Understanding rural and remote health: A framework for analysis in Australia. Health and Place, 18(3), pp.496–503. Available at: http://dx.Australian College of Health Services Management, 2014. Competencies Assessment Tool 2014,Chaudoir, S.R., Dugan, A.G. & Barr, C.H.I., 2013. Measuring factors affecting implementation of health innovations: a systematic review of structural, organizational, provider, patient, and innovation level measures. Implementation Science, 8, p.22. Available at: http://go.galegroup.com.ezp01.library.qut.edu.au/ps/i.do?id=GALE%257CA323032480&v=2.1&u=qut&it=r&p=HRCA&asid=b5da59a0ced415b114d65816d989f35f.Commonwealth of Australia, 2012. National Strategic Framework for Rural and Remote Health,Crossan, M.M. & Apaydin, M., 2010. A multi-dimensional framework of organizational innovation: A systematic review of the literature. Journal of Management Studies, 47(6), pp.1154–1191.Crowe, S. et al., 2011. The case study approach. BMC Medical Research Methodology, 11, p.100. Available at: http://go.galegroup.com.ezp01.library.qut.edu.au/ps/i.do?id=GALE%257CA262081253&sid=summon&v=2.1&u=qut&it=r&p=HRCA&sw=w&asid=ff5c07af176043ee4c5a0b6f85d16eba.Dias, C. & Escoval, A., 2013. Improvement of hospital performance through innovation: toward the value of hospital care. The health care manager, 32(2), pp.129–40. Available at: http://www.ncbi.nlm.nih.gov/pubmed/23629035.

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Dobni, C.B., 2008. Measuring innovation culture in organizations: The development of a generalized innovation culture construct using exploratory factor analysis. European Journal of Innovation Management, 11(4), pp.539–559.Dobrzykowski, D.D., Callaway, S.K. & Vonderembse, M.A., 2015. Examining Pathways from Innovation Orientation to Patient Satisfaction: A Relational View of Healthcare Delivery*. Decision Sciences, 46(5), pp.863–899. Available at: http://dx.doi.org/10.1111/deci.12161.Dodgson, M. et al., 2013. Organizing Innovation. Available at: //www.oxfordhandbooks.com/10.1093/oxfordhb/9780199694945.001.0001/oxfordhb-9780199694945-e-028.Duckett, S. et al., 2014. Controlling costly care : a billion- dollar hospital opportunity,Farmer, J., Munoz, S.-A. & Daly, C., 2012. Being rural in rural health research. Health & Place, 18(5), pp.1206–1208. Available at: http://dx.doi.org/10.1016/j.healthplace.2012.05.002.Farmer, J., Munoz, S.-A. & Threlkeld, G., 2012. Theory in rural health. Australian Journal of Rural Health, 20(4), pp.185–189. Available at: http://dx.doi.org/10.1111/j.1440-1584.2012.01286.x.Fox, A., Gardner, G. & Osborne, S., 2014. Theoretical frameworks to support research of health service innovation. Australian Health Review, 39(1), pp.70–75. Available at: http://eprints.qut.edu.au/77619/.Gillham, B., 2010. Case Study Research Methods, London, GB: Continuum. Available at: http://site.ebrary.com/lib/qut/docDetail.action?docID=10404926.Greenhalgh, T. et al., 2004. Diffusion of Innovations in Service Organizations: Systematic Review and Recommendations. Milbank Quarterly, 82(4), pp.581–629. Available at: http://dx.doi.org/10.1111/j.0887-378X.2004.00325.x.Hage, E. et al., 2013. Implementation factors and their effect on e-Health service adoption in rural communities: a systematic literature review. BMC health services research, 13, p.19. Available at: http://www.ncbi.nlm.nih.gov/pubmed/23311452.Harrison, M.I. et al., 2014. Effects of organizational context on Lean implementation in five hospital systems. Health Care Management Review, 0(0), p.1. Available at: http://content.wkhealth.com/linkback/openurl?sid=WKPTLP:landingpage&an=00004010-900000000-99844.Hudson, P., 2003. Applying the lessons of high risk industries to health care. Quality & Safety in Health Care, 12(Suppl 1), pp.i7–i12.Humphreys, J.S. & Gregory, G., 2012. Celebrating another decade of progress in rural health: What is the current state of play? Australian Journal of Rural Health, 20(3), pp.156–163. Available at: http://dx.doi.org/10.1111/j.1440-1584.2012.01276.x.Johannessen, J. a, 2013. Innovation: a systemic perspective - developing a systemic innovation theory. Kybernetes, 42(8), pp.1195–1217.Körner, M. et al., 2015. Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams. BMC health services research, 15(1), p.243. Available at: http://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-015-0888-y [Accessed March 25, 2016].Kringos, D.S. et al., 2015. The influence of context on the effectiveness of hospital quality improvement strategies: a review of systematic reviews. BMC Health Services Research, 15(1), p.277. Available at: http://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=4508989&tool=pmcentrez&rendertype=abstract.Larisch, L., Isis, A.-W. & Hidefjall, P., 2013. Understanding healthcare innovation systems: the Stockholm region case. Journal of Health Organization and Management, 30(8).Lee, D., 2015. The effect of operational innovation and QM practices on organizational performance in the healthcare sector. International Journal of Quality Innovation, 1(8), pp.1–14. Available at: http://dx.doi.org/10.1186/s40887-015-0008-4.Leggat, S.G., Bartram, T. & Stanton, P., 2011. High performance work systems: the gap between policy and practice in health care reform. Journal of Health Organization and Management, 25(3), p.pp 281-298. Available at: journal is available at%5Cnwww.emeraldinsight.com/1477-7266.htm.

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Lerro, A., 2012. Knowledge-based perspectives of innovation and performance improvement in health care. Measuring Business Excellence, 16(4), pp.3–13. Available at: http://www.emeraldinsight.com/10.1108/13683041211276401.Mafini, C., 2015. Performance Through Innovation , Quality And Inter-Organisational Systems : A Public Sector Perspective. , 31(3), pp.939–952.Mannion, R., Davies, H. & Marshall, M., 2005. Cultural characteristics of “high” and “low” performing hospitals. Journal of Health Organization and Management, 19(6).National Health Performance Authority, 2016. MyHospitals. Available at: http://www.myhospitals.gov.au/about-myhospitals [Accessed March 31, 2016].NSW Ministry of Health, 2014. Nsw Rural Health Plan,Productivity Commission, 2015. Efficiency in Health: Productivity Commission Research Paper, Available at: www.pc.gov.au.Reeve, C., Humphreys, J. & Wakerman, J., 2015. A comprehensive health service evaluation and monitoring framework. Evaluation and program planning, 53, pp.91–8. Available at: http://www.sciencedirect.com/science/article/pii/S0149718915000932 [Accessed October 1, 2015].Runciman, W.B. et al., 2012. Towards the delivery of appropriate health care in Australia. , 197(July), pp.78–81.Salter, A. & Alexy, O., 2013. The Nature of Innovation. The Oxford handbook of innovation management, (February), pp.26–49.Scott, I., 2014. Ten clinician-driven strategies for maximising value of Australian health care. Australian Health Review, 38(2), pp.125–133. Available at: http://dx.doi.org/10.1071/AH13248.Shields, J.A. & Jennings, J.L., 2013. Using the Malcolm Baldrige “Are We Making Progress” Survey for Organizational Self-Assessment and Performance Improvement. Journal for Healthcare Quality, 35(4), pp.5–15. Available at: http://dx.doi.org/10.1111/j.1945-1474.2011.00191.x.Shwartz, M. et al., 2011. How Well Can We Identify the High-Performing Hospital? Medical Care Research and Review, 68(3), pp.290–310. Available at: http://mcr.sagepub.com/cgi/doi/10.1177/1077558710386115.Taylor, N. et al., 2015. High performing hospitals: a qualitative systematic review of associated factors and practical strategies for improvement. BMC Health Services Research, 15(1), pp.1–22. Available at: 10.1186/s12913-015-0879The University of Melbourne and Australian Institute of Management, 2013. Innovation: The new imperative. , pp.1–40.Tolk, J.N., Cantu, J. & Beruvides, M., 2015. High Reliability Organization Research: A Literature Review for Health Care. Engineering Management Journal, 27(4), pp.218–237. Available at: http://www.tandfonline.com/doi/full/10.1080/10429247.2015.1105087.Tomson, C.R. V, 2009. What would it take to improve the quality of healthcare: More money, or more data? Clinical Medicine, Journal of the Royal College of Physicians of London, 9(2), pp.140–144.

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12. High performance work systems and perceived quality of care: An analysis of occupational differences among doctors and nurses in China

Authors: Chaojie Liu, Timothy Bartram, Sandra G. Leggat, Latrobe University

There is a dearth of literature that examines the perceptions of different occupation groups of high performance work systems (HPWS) and how these perceptions may impact their reported attitudes and behaviours. These differences in perceptions are particularly important when occupational groups with diverse professional backgrounds need to work in teams to deliver complex services, as in the work of health professionals in hospitals. In particular, quality patient care delivery requires doctors and nurses to work together.

In this paper we examine the different perceptions held by doctors and nurses in relation to HPWS (measured by job security, recruitment, training, transformational leadership, information sharing, job quality, status distinctions, and teams) and patient care using a sample of 373 doctors (n=193) and nurses (n=180) in three large regional Chinese hospitals.

We found that doctors perceived a higher level of quality of patient care (69.16±6.75) than their nurse counterparts (65.98±10.34)(p=0.001). However, their ratings on the HPWS dimensions were similar (p>0.10). The different perceptions between doctors and nurses in relation to patient care were evident (p<0.05) in all of the regression models that test the associations between HPWS and perceived patient care outcomes adjusted for age, sex, qualification, working unit, and the levels of empowerment, commitment and trust. Profession moderates the effects of “training”, “transformational leadership”, “information sharing” and “teams” on perceived patient care outcomes. “Training”, “transformational leadership” and “information sharing” are likely to have a greater influence on nurses than doctors in relation to perceived patient care outcomes. “Teams”, on the other hand, is likely to have a greater influence on doctors than nurses in relation to perceived patient care outcomes.

HPWS play a key role in achieving organisational goals and improving organizational performance. But the effects of HPWS depend on the culture and values of professional practices. The values of the medical professional promote an independent and individualist approach to care, whereas nurses tend to be subservient to doctors and trained to work as a member of a team. Although in China doctors and nurses are exposed to the same management environment, their different professional culture and values may lead them to perceive HPWS measures in different ways. Doctors dominate clinical decision makings. They incline to believe in their decisions and blame others when things go wrong. Nurses, however, often feel frustrated when they have to deal with high workloads and take into considerations of resources and support available to each individual patient in their care for patients. They tend to externalise quality of care to the team and hospital. Nurses are with the patients all the time and can see the immediate impact of management decisions on quality of care, generally leading to less favourable opinions of the quality of care that is delivered.

This study has significant policy implications on human resources management. It also points out directions for further research into HRWS.

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13. Integrating and using theory and frameworks in practice during WIL: Personal experiences of their application during a Work Integrated Learning placement.

Authors: Aniruddha Vijay Goswa Sheree Lloyd. Griffith University, School of Medicine

The term ‘’Work Integrated Learning’’ (WIL) is used to describe an assortment of practical style of learning experiences which usually takes students out of their classes into the real world where they aspire to build their ‘future’ career. It has created a pathway for the students to ensure that their transition from a theoretical environment to the real world equips them with the right skills and knowledge. (Johnston & Bishop, 2012). Educators from any field aspire that their students should not only have a sound theoretical knowledge but they should also gain the necessary skills to apply that knowledge into practice. WIL creates an opportunity for students in their applied discipline to practice skills and apply their knowledge in the work place and as such strengthen graduate outcomes and attributes (Johnston & Bishop, 2012).

A number of studies by (Mendenhall, 2007; Shebib, 2003; Wrenn & Wrenn, 2009) identified that it is critical for students in any professional degree program, to possess necessary skills in order to put their theoretical knowledge into practice. These skills can be gained by exposure in the professional milieu. Some of the studies identified that WIL has the potential to empower, explore, challenge and enable student’s to build relationships as well as boosting their ability to extract and utilize knowledge from practice (Freudenberg, Brimble, & Cameron, 2011).

It becomes essential for any educational institution offering WIL Placements to their students to ensure that their students can develop proficiency in translating conceptual logic learned in the classrooms into a concrete rendition through a guided execution plan. Thus, Universities have started arranging workshops and training in skills development, knowledge acquisition and self-awareness for the students. This will help the students to implement their theoretical knowledge into actual work environment making them work ready (Wrenn & Wrenn, 2009).

The WIL placement program was started in 2009 by Griffith University, Health Service Management academics as a strategic response or an organisational policy to the rising demands from the industry and government in order to generate graduates who are industry ready. In 2017, Griffith University has over 40 industry partners working collaboratively in order to produce candidates with high employability.

The main theme of this student led paper is about the personal experiences of the Griffith University Health Services Management students going on their WIL Placements and applying their theoretical knowledge into practice. It will explore how Griffith University Health Services Management Program and its industry partners supported WIL students in their journey towards employability by sharing the personal experiences of students. This paper will also discuss the benefits of WIL to the students, the challenges that domestic and international students’ face during their WIL Placement and how this experience was helpful in terms of their overall career development.

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Additionally, this paper will also discuss about how WIL is not just a collaborative effort between the University and its industry partners, but also a responsibility of the students in order to become employable. It will also recommend some strategies to the future students going on WIL so that they will be prepared enough to ensure success in their WIL Placement.

References:Freudenberg, B., Brimble, M., & Cameron, C. (2011). WIL and generic skill development: The development of business students' generic skills through work-integrated learning. Johnston, M., & Bishop, R. (2012). Noongar Dandjoo: A work integrated learning case study. Asia Pacific Media Educator, 22(2), 165-177. Mendenhall, A. N. (2007). Switching hats: Transitioning from the role of clinician to the role of researcher in social work doctoral education. Journal of Teaching in Social Work, 27(3-4), 273-290. Shebib, B. (2003). Choices: Counseling skills for social workers and other professionals: Allyn and Bacon.Wrenn, J., & Wrenn, B. (2009). Enhancing learning by integrating theory and practice. International Journal of Teaching and learning in higher education, 21(2), 258-265.

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14. Embracing or resisting change? The role of nursing industrial relations in process innovations in public hospitals in Australia and Canada

Authors: Prof Sandra Leggat, La Trobe University, Department of Public Health, Prof Pauline Stanton, RMIT, Prof Greg Bamber, Monash University, Dr Richard Gough, Victoria University and Prof Amrik Sohal, Monash University.

This paper focuses on the intersection of the introduction of a process innovation into public hospital operations, the industrial relations structures and

processes in nursing, and patient care. It does this by exploring the introduction of process redesign interventions in three hospitals in Australia and

Canada. We argue that while the introduction of operational interventions, such as process innovation, are often seen as a managerial prerogative by the

key players and are not subject to traditional bargaining processes they can be resisted, undermined or tempered by the underlying industrial relations

frameworks. In this sense while industrial relations, and the unions in particular, may appear to be invisible in the introduction of such organisational

change, the rules and limitations have been firmly set.

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15. Identifying management strategies for effective staff engagement, resilience and longevity: A pristine organisation starts with a clean floor.

Author: Michael Morris, Doctorate of Health Services Management candidate, Australian Institute of Health Service Management, University of Tasmania. Dr Nazlee Siddiqu, University of Tasmania. Dr Megan Wood, University of Tasmania. Prof David Greenfield, University of Tasmania.

Aim:Environmental Services Staff (ESS) play an essential role in the daily delivery of healthcare. They continually renew the physical environment providing a clean and safe space for clinical and managerial professionals and patients. It is a vital, basic requirement for high quality, safe healthcare services. ESS are highly task driven and isolated roles, with a high risk of burnout. They generally have a low level of skill variety and autonomy with high workloads, restricted budget and little scope for professional development. Hence, the need for innovative management strategies for effective staff engagement, resilience and longevity. The research aims to investigate: the current state of and relationship between job demand and job resources, burnout and staff engagement; and, to identify pragmatic management strategies, for improved staff engagement.

Method:The research site is a major teaching hospital in Sydney. The study uses a mixed methods approach following a ‘partially mixed sequential equal status design’ (Leech & Onwuegbuzie, 2009, p. 270). A three-step research process is to be used and participation in all activities is voluntary. First, a questionnaire survey will be administered to the 130 ESS after staff meetings. The survey questionnaire measures the domain of job demand and job resource with: Job Diagnostic Survey (Jacqueline, William & Fritz 2014); Perceived Team Support (Chieh-Wen, Yi-Fang & Ming-Chia 2010); Empowerment (Quiñones, den Broeck & De Witte 2013); and CREW Civility Scale (Clark, Landrum & Nguyen 2013). The domain of burnout and staff engagement are measured with: Maslach Burnout Inventory (Rostami et al. 2014) and Utrecht Work Engagement Scale (Ted & Rainbow 2015), respectively. Analysis of survey data will identify issues to be explored in the second step.

Second, Focus groups will be held to further discuss themes identified in the survey. The focus groups will occur in three groups. The first group are frontline ESS, the second group are supervisors and managers and the third group are senior executive of the facility. Data will be recorded, transcribed and thematically analysed. Third, data from the survey and focus groups will be collated, reviewed and synthesised to produce the study findings.

Expected Results:The study will identify the current state of and the relationship between job demand and resources, burnout and staff engagement. Pragmatic management priorities, for improved staff engagement and reducing burnout, will be identified. The findings from the survey and focus group will be synthesised into pragmatic management priorities. These priorities will be agreed upon by EES and senior management. Implications and conclusions

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This research will give insights for effective staff engagement in the challenging context of ES, from different perspectives in a major teaching hospital. An improved understanding of the needs of ESS has the potential to impact in multiple ways. Staff morale, resilience and longevity can all be positively impacted upon. Care safety and quality can be enhanced through the retaining of experienced and committed staff, as can organisational efficacy through lower levels of staff turnover.

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16. Research on the Overwork Status of Medical Personnel and Its Influence on their Turnover Intention in China

Author: Changmin Tang A visiting student in La Trobe University, AustraliaA lecturer in Hubei University of Chinese Medicine, China

Because of the particularity of the medical service industry, medical personnel often work overtime and the “overwork” has become the normal

phenomenon at all levels of medical institutions in China, which not only affects the health and turnover rate of medical staff, but also brings huge risks to

the medical safety, and directly affects the health of the general public. According to the relevant health statistical data, there were 2600 million clinic

visits in Chinese hospitals during January to November in 2014, and 46% of patients would choose level-three hospitals, which resulted in being crowded

in hospitals and the medical personnel are always tired and overworked. A national survey in 2014 showed that 92% of the doctors need to work overtime

in hospitals, and 72% of the doctors should work more than 60 hours a week. In 2012, we surveyed 2000 medical personnel in 20 hospitals covering 5

provinces concerning their working status and their feelings to their current works. And the valid questionnaires were 1886. Through analyzing the data

from the questionnaires filled by the medical personnel themselves, we could see that working for 5 days accounted for 57.1%, working for 6 days

accounted for 21.7% and working for 7 days accounted for 17.6%; At the same time, working for 8 hours every day accounted for 51.1%, working for 9

hours every day accounted for 10.4%, working for 10 hours and above every day accounted for 23.8%. In addition, the doctors should work overtime in the

evenings or holidays accounted for 81.5%. Through analyzing the difficulties and problems existing in the working conditions, 43.5% of the doctors regard

that they work overtime too much. When we analyze the influencing factors of their turnover intention, 59.4% of the intended doctors regard work

pressure as the influencing factor, and 42.0% of the intended doctors regard working too hard as the factor. So in order to safeguard the health rights of

the medical staff and patients, as well as to further improve the quality of medical services, the "overwork" problem of the medical personnel should be

paid more attention to by the relevant government departments and hospital managers.

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17. Current Situation and Development Trend of Self-Medication

Author: Xiaosheng Lei, visiting scholar, La Trobe University,

With transformation of modern medical mode and enhancement of the consciousness of self health care, self-medication becomes more and more

common in the world. Self-medication is an important part of health management, but unreasonable self -medication would have a greater health risk,

which currently lacks effective security management strategy and means. This article elaborates self-medication status, major problems, influencing

factors and health risks from the perspective of literature analysis, and puts forward to the development trend and countermeasures in the future to

provide a reference for enacting corresponding policy and intervention strategy. The paper describes the status and influencing factors of self-medication

to provide reference for effective intervention.

METHODS: 204 residents were randomly selected from Wuhan city in China. Through questionnaire survey, modified Anderson’s behavioral model of

health services is applied to univariate analysis and Logistics regression model.

RESULTS: The result showed 45.5% residents selected self-medication and 37% went to the hospital after sick in two weeks. The first self-medication

disease was cold and cough. 18.6% of self-medication had adverse effect. Residents’ choice of self-medication were significantly influenced by their marital

status, education, income, medicare, accessibility of medical institutions, severity of disease and duration of illness<0.05. Results of multivariate Logistics

regression analysis showed that severity of disease and duration of illness had significant differences in selecting self-medication<0.05.

CONCLUSIONS: Self-medication is affected by various factors and it has certain health risks. It suggests us to strengthen health education to guide

residents for correct self-medication, and train high quality pharmacists for drug store to provide professional guidance for consumers.

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18. Patterns of Alcohol Consumption: Observational Research in Licensed Premises

Authors: Annetta Zheng1, Mark Mackay2, Sharyn Rundle-Thiele3 Medical Student, Flinders University1Health Care Management, Flinders University2 Social Marketing, Griffiths University3.

Background: Alcohol consumption is a growing problem in our society. With intoxication becoming more acceptable and increasing accessibility to alcohol, alcohol related violence and assault have been an increasing problem (Rossow & Norström, 2011). 39% of crimes for which the police detain an individual are alcohol related with heavier drinkers more likely to be involved in aggression incidents (Newberry, Williams & Caufield, 2013, p. 1849). Alcohol is consumed by 44% of Australians aged 14 and above at least once a week, with 6% of this group drinking daily (National Alcohol and Drug Knowledgebase 2017).

There have been many studies investigating the patterns of alcohol consumption. Such investigations have often relied upon recall of consumption surveys or observations of bar staff behaviour associated with adherence to legislation. Survey methods suffer a number of biases including respondent recall and honesty. Observations of bar staff do not identify consumption patterns of consumers.

The ability to observe consumers in a real situation so that actual patterns of consumption can be recorded represents a novel approach to gaining insight into the issue of consumption.

Research:Covert observational research methods were used to observe alcohol consumption in patrons at a bar in Adelaide, South Australia. Data was recorded based on a range of criteria, including the volume and type of drinks and food consumed, as well as consumer sex. Observations were collected on a real-time basis.

Findings:158 full episodes were observed throughout the data collection period. This consisted of 63% of males and 37% females. The time spent drinking at the bar ranged from 12 minutes to 5 hours and 47 minutes. Beer was the most popular drink of choice among males, whereas females preferred wine. National guidelines recommend that both men and women should have no more than 2 standard drinks per day to reduce the risk of alcohol related disease and injury (Australian Government Department of Health 2013). The data showed that 69% of patrons followed this recommendation assuming that they did not drink more at home or at another premises. 31% of patrons exceeded the recommended daily limit, with 13% having more than 4 standard drinks and thereby increasing their risk of alcohol related injury as a consequence of their drinking behaviour.

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It was found that regardless of gender, the relationship between the number of individuals observed consuming increasing volumes of alcohol could be well described using an inverse exponential equation. Unsurprisingly, the more time a patron spent at a venue the more alcohol they were likely to have consumed. Other parameters that were related to drinking more than 4 standard drinks in one sitting included: drinking group size of more than 9 people; smoking; and males consuming spirits.

The use of observational research methods can eliminate potential biased survey studies. Unlike surveys, observational research, however, is costlier and difficult to implement A similar study has been conducted in Brisbane, Queensland by Griffith University. Similar results have also been seen from their study suggesting that there may be a definitive pattern to alcohol consumption in patrons in Australia. Further research is required to validate these findings.

Implications:Knowing patterns of alcohol consumption can further help establish methods to curb alcohol consumption in individuals who drink more than the recommended amount and thus put themselves at risk of alcohol related injuries. The introduction of harm reduction approaches has the potential to reduce the burden of alcohol related illnesses and injuries the Australian health care system.

Keywords:Alcohol consumption, Observational study, Social marketing

References: Australian Government Department of Health, 2013, Reduce your risk, viewed 12 January 2017, <http://www.alcohol.gov.au/internet/alcohol/publishing.nsf/Content/guide-adult> National Alcohol and Drug Knowledgebase, 2017, Alcohol, viewed 3rd January 2017, < http://nadk.flinders.edu.au/kb/alcohol/crime-violence/alcohol-related-crime/>Newberry, M., N. Williams and L. Caulfield , 2013, ‘Female alcohol consumption, motivations for aggression and aggressive incidents in licensed premises.’ Addictive Behaviors , vol. 38, no. 3, pp. 1844-1851.Rossow, I. and T. Norstrom (2011). "The impact of small changes in bar closing hours on violence. The Norwegian experience from 18 cities." Addiction 107(3): 530-537.

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19. Trans-Tasman health linkages in the health field: a successful model for bilateral cooperation

Author: Simon Barraclough, Latrobe University

The Closer Economic Relationship between Australia and New Zealand has facilitated trade and investment by eliminating tariffs, reducing legal and

administrative obstacles and negotiating mutual recognition for a wide array of goods and services. An important parallel development has been the

growing closer ties in the health field. These integrative health linkages present a promising model of bi-lateral cooperation. Historically, close ties

between many professional bodies in the two countries, free movement across the Tasman and the imperatives of a closer economic relationship between

Australia and New Zealand have led to a range of formal and informal agreements to cooperate on a wide array of issues with important consequences for

health. Reciprocal hospital health care privileges are enjoyed by Australian and New Zealand residents A common agency to safeguard food standards

has been established. Companies in both countries are able to bid for government contracts, including those in the health sector and for foreign aid

projects. New Zealand ministers sit on a range of Australian national ministerial councils and many Australian national administrative forums are attended

by New Zealand representatives. Health professionals (with the notable exception of the medical profession) have reciprocal recognition and are

permitted to work in either country. These positive developments did not, however, extend to therapeutic goods and a bilateral treaty to establish a

common regulatory agency was signed but not ratified.

The purpose of this presentation is to explore the dynamics of collaborative relationships in the field of health between New Zealand and Australia. It is

argued that those engaged in policy, management and service delivery in the health field should understand the ramifications for their work of trans-

Tasman linkages.

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20. Climate for Change and Innovativeness: Examining three operating theatre suites

Author: Dr Helen Black, Western Sydney University

For some time there has been widespread public discontent with the NSW public hospital system. Hospital managers are regularly required to explain why patients have to wait for long periods of time in emergency departments and experience cancellations of planned surgery, and are not receiving the level of care that they expect. The high cycle of hospital enquiries such, as the Garling report, and seemingly constant top-down change initiatives from the lengthy reports have not alleviated the pressure on the NSW health system and its professionals who are labouring under increasing demand and expectations. Designing and implementing change initiatives in any industry is challenging and acute health services is particularly complex due to the specialized nature of the activities and social structures. Many change initiatives are designed with standardized implementation without regard for the influences of organizational context in the process. This study aims to highlight the differences in climate for change and innovativeness among three operating theatre suites in NSW, that influence innovation processes.

Many scholars emphasize the importance of climate amongst environmental variable that influence innovation. Climate in this study is a collective and tangible attribute that is measured through the perceptions of members of the operating theatre suite. The climate for change and innovativeness influences the willingness of individuals to innovate and adopt innovations. A climate that engenders innovativeness is open and encourages creativity and risk taking, with information flowing freely around the organization.

The organizational climate, as constructed through the perceptions of organizational members, is important, as the organizational members are the medium between organizational factors and the innovation process. As the organizational climate may either hinder or help users to be innovative, this study examines climatic factors that have been identified in the literature as having an influence on a climate for change and innovativeness.

This study examines eight climate factors that are identified in the literature as having an impact on innovativeness. The operating theatre suite climate in this study is examined in four factors about organizational values and goals – value of learning, openness, learning orientation, and innovativeness – and four factors about team member values – organizational commitment, team spirit, internal politics, and job satisfaction. This study aims to demonstrate that an organizational climate for innovativeness can be measured to provide a greater understanding about how the organization and its members facilitate and interact with the innovative process.

This mixed methods study used in depth interviews and quantitative survey measures to evaluate the current climate for change and innovativeness in three different sized operating theatre suites in NSW, Australia. The findings of this study indicate that each operating theatre suite is unique in each of the eight climatic factors and that understanding the current climate by factor will benefit policy makers and managers promote innovativeness in addition to the design and implementation of change initiatives.

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21. Factors that Influence Hospital Inpatient Length of Stay of Patients with Respiratory Infections and Inflammations

Authors: Sandra Sy1, Mark Mackay2 Medical Student, Flinders University1Health Care Management, Flinders University2

Background:Length of Stay (LOS) is a key performance indicator (KPI) within the Australian public hospital system. LOS is also one of the inputs that determines the amount of funding for public hospitals (2012, Independent Hospital Pricing Authority). For the same service, LOS can vary between hospitals and this paper will examine factors that affect LOS and cause variation, specifically looking at inpatient Respiratory Infections and Inflammations classified under Australian Refined Diagnosis Related Groups (AR-DRGs).

The research has investigated: 1. Does volume of patients per day affect average LOS? 2. What does the distribution of LOS look like?3. How does increased complexity and complications impact on average LOS? 4. What impact does variables such as demographics, procedures, Hospital In House (HIH) have on average LOS? 5. What is the relationship between planned discharges and actual discharges?

Research:This study obtained data from 135 Australian hospitals between the period of 11 April 2012 to 30 June 2013. We looked at medical conditions that were classified as Respiratory Infections/Inflammations per AR-DRGs, which resulted in 61,819 inpatient episodes. Investigation of the LOS associated with 3 groupings of Respiratory Infections and Inflammations was undertaken (AR-DRGs E62A, E62B and E62C).Data per episode included information such as a hospital identifier, patient age, and patient gender, number of diagnoses, number of procedures, LOS, HIH status and discharge location. The relationship between LOS and these factors were examined using excel statistical tools including regression analysis, ANOVA tests and simple T tests. The P-value used to be statistically significant was 0.05.

Key Findings:1. Average LOS per hospital did not decrease with an increase in the number of patients treated as we expected. 2. LOS did not have a normal distribution and it is right skewed. The average is a poor KPI in this situation.3. The average LOS for AR-DRG E62A, which includes patients experiencing catastrophic complications, was higher than E62C, which does not have

catastrophic complications. However, greater variation in LOS was found within E62C. Furthermore, if an episode was classified as being complex, then the average LOS, as well as variability, increased in comparison to episodes that were not classified as complex.

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4. Having a procedure in hospital increases average LOS. Age and gender also had an effect on LOS, but not in a linear fashion and there are peaks and troughs throughout the age group.

5. Expected LOS does not completely predict actual LOS, which may indicate that there is room for improvement in regards to discharge planning.

Implications:All hospitals were found to show LOS variability. Furthermore, treating more patients did not appear to be associated with improvements in LOS. What does affect LOS? Since the distribution of LOS is not normal, we need to focus on outliers that increase average LOS, which are normally complex or complicated patients. Unfortunately, LOS is an imperfect KPI, which does measure complexity, therefore there may be an opportunity to look at patient pathways or clinical pathways that can help in identifying complex patients and provide earlier intervention.

References:Independent Hospital Pricing Authority (2012) National Efficient Price Determination 2012-2013, accessed 5 April 2016, from https://www.ihpa.gov.au/sites/g/files/net636/f/publications/2013-14_nep_determination.pdf

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22. Cross institutional complexities and lessons learnt in redeveloping a disaster management course for Health Management

Authors: David J Heslop, Director Health Management Program Dr Lois Meyer, Senior Research Fellow, Learning and Teaching, Postgraduate Programs Director, DrPH Program (Future Health Leaders) UNSW

Internationalisation in higher education is becoming a dominant theme in research and practice and has significant implications for health management education. This study focuses on adapting a postgraduate course in disaster management for cross-institutional students in a recently launched tri-partite partnership that spans different continents. The partnership called the PLuS Alliance between The University of New South Wales, Arizona State University and Kings College London aims to combine research and teaching talent and resources to develop solutions to global challenges (1, 2). Within this vision we are seeking to embed innovative pedagogical approaches to meet the needs of the diversity of students sharing courses while located institutionally and geographically, in different locations. We first present an outline of the process of redeveloping the face to face course, Health Aspects of Crises Emergencies and Disasters for delivery to include the online global cohort of PLuS Alliance students. We then present the outcomes of the evaluation with the student cohort focusing on to what extent there was satisfaction and engagement across both modes of delivery and in meeting the new cross-institutional environment. In presenting the redevelopment process we discuss the challenges and strategies we used to seek to ensure no loss of quality and parity across delivery modes and how we drew upon the principles of authentic elearning by Herrington and Herrington (3-5) to inform the new online delivery of the course. In discussing the evaluation we report on the student experience in terms of engagement and satisfaction both within and across cohorts. In particular, we consider lessons learnt for supporting cross-institutional postgraduate students who span differing geographical regions, time-zones and institutional learning environments for fostering global health professionals. 1. PLuS Alliance. PLuS Alliance: PLuS Alliance; 2017 [Available from: http://www.plusalliance.org/.2. The PIE News. Tri-continental university partnership, PLuS Alliance, launches first degrees: The PIE; 2017 [Available from:

https://thepienews.com/news/tri-continental-university-partnership-plus-alliance-launches-first-degrees/.3. Herrington J. Introduction to authentic learning. Activity Theory, Authentic Learning and Emerging Technologies: Towards a Transformative Higher

Education Pedagogy. 2015:61-7.4. Herrington J, Parker J. Emerging technologies as cognitive tools for authentic learning. Brit J Educ Technol. 2013;44(4):607-15.5. Herrington J, Oliver R. An instructional design framework for authentic learning environments. Etr&D-Educ Tech Res. 2000;48(3):23-48.

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23. “take the lead 2” - enabling clinical leaders leading clinical teams

Authors: Marion Dixon, Director, Pieter Walker, Director, Qualitas Consortium Pty Ltd

Over the past three years we have been working with the Ministry of Health NSW and we have developed and delivered a leadership program designed to

provide clinical leaders with the leadership skills required of a modern clinical leader. The program specifically focuses on increasing the knowledge and

skills of clinical leaders and assists them to transform themselves and their units into high performing teams.

The program provides strategies specific to clinical leaders using practical examples and interactive activities to allow them to develop ways of changing

styles and patterns of behaviour to become more effective transformational leaders. The programs also create opportunities for networking and give

participants an opportunity to apply the principles of reflective practice to their management and leadership roles. The program incorporates the

Productive Leader program from the NHS which is a very practical approach to Releasing Time to Lead.

To date, some 800 nursing and midwifery leaders have been or are participating in the program. The program has been independently evaluated and has

been shown to be very successful in delivering on its objectives.

This presentation will discuss the structure of the approach, share learnings and experiences and present results and impacts achieved.

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