Journal articles on the topic 'Senior health executive workforce'
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Shannon, Elizabeth A., and T. Alice Burchill. "Shaping our workforce: a Tasmanian development program." Australian Health Review 37, no. 1 (2013): 131. http://dx.doi.org/10.1071/ah12142.
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The Tasmanian Department of Health and Human Services management and leadership development program consists of a foundation program for frontline and aspiring managers, with additional program streams for graduate trainees, senior nurses and allied health professionals, clinical leaders and senior executive management teams. An academic pathway has also been developed in partnership with the University of Tasmania. Some elements of the management and leadership program were developed with a great deal of specificity and structure, while others have been left free to respond to expressed need as it arises. This case study describes the development and delivery, challenges and achievements of the program, focusing on the more structured elements: the foundation, graduate trainee and academic streams. In particular, it illustrates the strengths and weakness of a program that depends upon the goodwill and commitment of organisational partners and middle and senior managers, during a time of fiscal constraint. This article will be of interest to other jurisdictions and sectors seeking to strengthen staff management and leadership skills.
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Crethar, Meagan P., Jan N. Phillips, Paul J. Stafford, and Stephen J. Duckett. "Leadership transformation in Queensland Health." Australian Health Review 33, no. 3 (2009): 357. http://dx.doi.org/10.1071/ah090357.
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IN 2006, QUEENSLAND HEALTH embarked upon a major reform program that included a comprehensive leadership development program for senior leaders, managers and supervisors. The objective was to achieve improvements in the leadership capabilities of key staff that will result in real improvements in workplace culture. The components of the program include: actionlearning leadership development workshops, 360-degree feedback, executive coaching, leadership learning modules and an interactive leadership website. The program is constantly evolving, and implementation commenced in 2007 of a second phase which includes a number of additional initiatives ? an Emerging Clinical Leaders Program, a Top 500 leaders Program, Conflict Resolution Program for Clinicians and a Clinical Network Chairs Leadership Program. Workforce statistics have shown a distinct improvement since the implementation of the program.
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Mickan, Sharon, Jessica Dawber, and Julie Hulcombe. "Realist evaluation of allied health management in Queensland: what works, in which contexts and why." Australian Health Review 43, no. 4 (2019): 466. http://dx.doi.org/10.1071/ah17265.
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Objective Allied health structures and leadership positions vary throughout Australia and New Zealand in their design and implementation. It is not clear which organisational factors support allied health leaders and professionals to enhance clinical outcomes. The aim of this project was to identify key organisational contexts and corresponding mechanisms that influenced effective outcomes for allied health professionals. Methods A qualitative realist evaluation was chosen to describe key aspects of allied health organisational structures, identify positive outcomes and describe how context and processes are operationalised to influence outcomes for the allied health workforce and the populations they serve. Results A purposive sample of nine allied health leaders, five executives and 49 allied health professionals were interviewed individually and in focus groups, representing nine Queensland Health services. Marked differences exist in the title and focus of senior allied health leaders’ roles. The use of a qualitative realist evaluation methodology enabled identification of the mechanisms that work to achieve effective and efficient outcomes, within specific contexts. Conclusions The initial middle range theory of allied health organisational structures in Queensland was supported and extended to better understand which contexts were important and which key mechanisms were activated to achieve effective outcomes. Executive allied health leadership roles enable allied health leaders to use their influence in organisational planning and decision-making to ensure allied health professionals deliver successful patient care services. Professional governance systems embed the management and support of the clinical workforce most efficiently within professional disciplines. With consistent data management systems, allied health professional staff can be integrated within clinical teams that provide high-quality care. Interprofessional learning opportunities can enhance collaborative teamwork and, when allied health professionals are supported to understand and use research, they can deliver positive patient and business outcomes for the health service. What is known about the topic? A collective allied health organisational structure encourages engagement of allied health professionals within healthcare organisations. Organisational structures commonly include management and leadership strategies and service delivery models. Allied health leaders in Queensland work across a range of senior management levels to ensure adequate resources for sufficient suitably skilled professional staff to meet patient needs. What does this paper add? Literature to date has described how allied health professionals operate within organisational structures. This paper examines key aspects of allied health management, governance and leadership, together with mechanisms that support allied health professionals to deliver effective clinical and business outcomes for their local community. What are the implications for practitioners? Health service executives and allied health leaders should consider supporting executive allied health leadership roles to influence strategic planning and decision-making, as well as to deliver outcomes that are important to the health service. When allied health leaders implement integrated professional and operational governance systems, executives described allied health professionals as influential in supporting team-based models of care that add value to the business and improve outcomes for patients. When allied health leaders use consistent data management, executives reinforced the benefit of aligning activity data with financial costs to monitor, recognise and reimburse appropriate clinical interventions for patients. When allied health leaders support allied health workforce capability through educational and research opportunities, clinicians can use research to inform their clinical practice.
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Chambers, Charlotte N. L., Christopher M. A. Frampton, Martin McKee, and Murray Barclay. "‘It feels like being trapped in an abusive relationship’: bullying prevalence and consequences in the New Zealand senior medical workforce: a cross-sectional study." BMJ Open 8, no. 3 (March 2018): e020158. http://dx.doi.org/10.1136/bmjopen-2017-020158.
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ObjectivesTo estimate prevalence of and factors contributing to bullying among senior doctors and dentists in New Zealand’s public health system, to ascertain rates of reporting bullying behaviour, perceived barriers to reporting and the effects of bullying professionally and personally.DesignCross-sectional, mixed methods study.SettingNew Zealand.ParticipantsMembers of the Association of Salaried Medical Specialists (40.8% response rate).Main outcome measuresPrevalence of bullying was measured using the Negative Acts Questionnaire (revised) (NAQ-r). Workplace demands and level of peer and managerial support were measured with the Health and Safety Executive Management Standards Analysis tool. Categories of perpetrators for self-reported and witnessed bullying and barriers to reporting bullying were obtained and qualitative data detailing the consequence of bullying were analysed thematically.ResultsThe overall prevalence of bullying, measured by the NAQ-r, was 38% (at least one negative act on a weekly or daily basis), 37.2% self-reported and 67.5% witnessed. There were significant differences in rates of bullying by specialty (P=0.001) with emergency medicine reporting the highest bullying prevalence (47.9%). The most commonly cited perpetrators were other senior medical or dental specialists. 69.6% declined to report their bullying. Bullying across all measures was significantly associated with increasing work demands and lower peer and managerial support (P=0.001). Consequences of bullying were wide ranging, affecting workplace environments, personal well-being and subjective quality of patient care.ConclusionsBullying is prevalent in New Zealand’s senior medical workforce and is associated with high workloads and low peer and managerial support. These findings help identify conditions and pressures that may encourage bullying and highlight the significant risk of bullying for individuals and their patients.
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Lu, Yen-Chiao Angel, Shu-Hsin Lee, Ming-Yi Hsu, Fen-Fen Shih, Wen-Jiuan Yen, Cheng-Yi Huang, Pei-Ching Li, Ching-Yen Hung, Hsiao-Ling Chuang, and Ching-Pyng Kuo. "Effects of Problem-Based Learning Strategies on Undergraduate Nursing Students’ Self-Evaluation of Their Core Competencies: A Longitudinal Cohort Study." International Journal of Environmental Research and Public Health 19, no. 23 (November 28, 2022): 15825. http://dx.doi.org/10.3390/ijerph192315825.
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To respond to patients’ increasing demands and strengthen nursing professionals’ capabilities, nursing students are expected to develop problem-solving skills before they enter the workforce. Problem-based learning (PBL) is expected to provide effective simulation scenarios and realistic clinical conditions to help students achieve those learning goals. This article aims to explore the effects of PBL strategies on nursing students’ self-evaluation of core competencies. This longitudinal cohort survey study evaluated 322 nursing students attending Chung Shan Medical University, Taiwan, in 2013 and 2014, where PBL teaching strategies are used in all four undergraduate years from freshman to senior. Based on their undergraduate academic levels, students were categorized into three groups- one-year PBL exposure, two-year PBL exposure, and three-year exposure. A core competency questionnaire was administered twice to ask participants to self-assess five professional competencies: learning attitude, problem identification, information analysis, execution, and life-long learning. The results showed that students with the longest exposure to PBL (Group 3) had higher self-evaluated scores for all core competencies than the other groups, except for the execution competency. The mean total competency score increased by 0.12 points between the pre-and-test. In addition, the mean score increased significantly more in Group 3 than in Groups 1 and 2. These trends were consistent for the information analysis, execution, and life-long learning competencies. In conclusion, the changes in the self-evaluated scores between groups indicate PBL strategies effectively improve nursing students’ core competencies. The longest exposure group reported higher self-evaluated core competency scores than the other groups, especially for the information analysis, execution, and life-long learning competencies.
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Best, Allan, Alex Berland, Trisha Greenhalgh, Ivy L. Bourgeault, Jessie E. Saul, and Brittany Barker. "Networks as systems." Journal of Health Organization and Management 32, no. 1 (March 19, 2018): 9–24. http://dx.doi.org/10.1108/jhom-06-2017-0129.
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Purpose The purpose of this paper is to present a case study of the World Health Organization’s Global Healthcare Workforce Alliance (GHWA). Based on a commissioned evaluation of GHWA, it applies network theory and key concepts from systems thinking to explore network emergence, effectiveness, and evolution to over a ten-year period. The research was designed to provide high-level strategic guidance for further evolution of global governance in human resources for health (HRH). Design/methodology/approach Methods included a review of published literature on HRH governance and current practice in the field and an in-depth case study whose main data sources were relevant GHWA background documents and key informant interviews with GHWA leaders, staff, and stakeholders. Sampling was purposive and at a senior level, focusing on board members, executive directors, funders, and academics. Data were analyzed thematically with reference to systems theory and Shiffman’s theory of network development. Findings Five key lessons emerged: effective management and leadership are critical; networks need to balance “tight” and “loose” approaches to their structure and processes; an active communication strategy is key to create and maintain support; the goals, priorities, and membership must be carefully focused; and the network needs to support shared measurement of progress on agreed-upon goals. Shiffman’s middle-range network theory is a useful tool when guided by the principles of complex systems that illuminate dynamic situations and shifting interests as global alliances evolve. Research limitations/implications This study was implemented at the end of the ten-year funding cycle. A more continuous evaluation throughout the term would have provided richer understanding of issues. Experience and perspectives at the country level were not assessed. Practical implications Design and management of large, complex networks requires ongoing attention to key issues like leadership, and flexible structures and processes to accommodate the dynamic reality of these networks. Originality/value This case study builds on growing interest in the role of networks to foster large-scale change. The particular value rests on the longitudinal perspective on the evolution of a large, complex global network, and the use of theory to guide understanding.
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Eoyang, Carson. "Bamboo Ceilings in the Federal Service." AAPI Nexus Journal: Policy, Practice, and Community 9, no. 1-2 (2011): 37–42. http://dx.doi.org/10.36650/nexus9.1-2_37-42_eoyang.
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This article is an update to the 2006 AAPI Nexus Journal article about Asian American and Pacific Islander (AAPI) senior executives in the federal government. Despite notable progress in recent years, AAPIs remain underrepresented in the Senior Executive Service (SES). Although recent administration initiatives have been beneficial for increasing diversity in the civil service, budget pressures and workforce constraints still hinder further advancements in executive diversity.
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Staebler, Suzanne. "2020 Workforce Executive Summary." Advances in Neonatal Care 21, no. 4 (August 2021): 254–55. http://dx.doi.org/10.1097/anc.0000000000000921.
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McDonagh, Kathryn J. "The Nurse As Senior Health Care Executive." Nursing Administration Quarterly 22, no. 2 (1998): 22–29. http://dx.doi.org/10.1097/00006216-199802220-00005.
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Timoney, Paula, and Debra Sansoucie. "Neonatal Nurse Practitioner Workforce Survey Executive Summary." Advances in Neonatal Care 12, no. 3 (June 2012): 176–78. http://dx.doi.org/10.1097/anc.0b013e3182598d15.
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Shields, Charles A. "Executive Briefing." Healthcare Management Forum 1, no. 3 (October 1988): 6–10. http://dx.doi.org/10.1016/s0840-4704(10)61330-0.
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Although discussion and debate are continuing on the Free Trade Agreement between Canada and the U.S., implementation is expected to take place on January 1, 1989. In April 1988, CCHSE hosted a workshop, attended by senior healthcare executives and policy makers, to explore the effects of the Agreement on the Canadian healthcare system. Participants raised a number of important questions. While some areas might possibly see changes, most views were that, overall, the Free Trade Agreement would not have serious implications. Many also believed that finding ways to market Canada's healthcare expertise in the U.S. and the expected boost in the Canadian economy would be positive aspects of the Agreement.
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Middleton, Lesley, Ausaga Faasalele Tanuvasa, Megan Pledger, Nicola Grace, Kirsten Smiler, Tua Taueetia Loto-Su'a, and Jacqueline Cumming. "Widening participation of Māori and Pasifika students in health careers: evaluation of two health science academies." Australian Health Review 43, no. 3 (2019): 352. http://dx.doi.org/10.1071/ah17170.
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Objective The aim of the present study was to evaluate the short-term outcomes of two health science academies established by a district health board in South Auckland, New Zealand, to create a health workforce pipeline for local Māori and Pasifika students. Methods A mixed-methods approach was used, involving background discussions with key informants to generate an initial logic model of how the academies work, followed by secondary analysis of students’ records relating to retention and academic achievement, a survey of senior academy students’ interest in particular health careers and face-to-face interviews and focus groups with students, families and teachers. Results Academy students are collectively achieving better academic results than their contemporaries, although selection decisions are likely to contribute to these results. Academies are retaining students, with over 70% of students transitioning from Year 11 to Years 12 and 13. Senior students are expressing long-term ambitions to work in the health sector. Conclusions Health science academies show promise as an innovative approach to supporting Māori and Pasifika students prepare for a career in the health professions. Evaluating the long-term outcomes of the academies is required to determine their contribution to addressing inequities in the local health workforce. What is known about the topic? Despite progress in health workforce participation for underrepresented indigenous and ethnic minority groups in New Zealand, significant disparities persist. Within this context, a workforce development pipeline that targets preparation of secondary school students is recommended to address identified barriers in the pursuit of health careers. What does this paper add? We provide an evaluation of an innovative district health board initiative supporting high school students that is designed to ensure their future workforce is responsive to the needs of the local community. What are the implications for practitioners? The findings have implications for decision makers in health workforce planning regarding the benefits of investing at an early stage of the workforce development pipeline in order to build an equitable and diverse health professions workforce.
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Muthuri, Rose Nabi Deborah Karimi, Flavia Senkubuge, and Charles Hongoro. "Senior Managers’ Experience with Health, Happiness, and Motivation in Hospitals and the Perceived Impact on Health Systems: The Case of Meru County, Kenya." Healthcare 9, no. 3 (March 18, 2021): 350. http://dx.doi.org/10.3390/healthcare9030350.
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Hospitals play a significant role in health systems. Studies among the health workforce have revealed their experiences with mental health challenges. In comparison, there is limited literature on their positive mental health. The purpose of this study was to explore senior managers’ experiences with health status, happiness, and motivation in hospitals and the perceived impact on the health system in Kenya. This qualitative study applied a phenomenological research design. Senior managers within the hospital management teams were selected using purposive sampling. Semi-structured interviews were carried out among senior managers across eleven hospitals in Meru County, Kenya. Among the eleven participants 63.6% were female and 36.4%, were male and the mean age was 44.5 years. The audio-taped data were transcribed and analyzed using Colaizzi’s phenomenological approach. The five themes revealed were: (1) Happiness in the health system; (2) Health status in the health system; (3) Motivation in the health system; (4) Challenges in the health system; (5) Possible solutions to the challenges in the health system. This study revealed the positive and negative impact of the three domains, challenges, and solutions, from the senior managers’ perspective. Healthy, happy, and motivated senior managers and healthcare workers are more responsive and perform better. Policy interventions and programs promoting happiness, health status, and motivation are necessary for strengthening the health workforce and health system.
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Liang, Zhanming, and Peter F. Howard. "Views from the executive suite: lessons from the introduction of performance management." Australian Health Review 31, no. 3 (2007): 393. http://dx.doi.org/10.1071/ah070393.
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Performance management introduced to the senior health executive levels in the New South Wales public health care system included the senior executive service in 1989 and, as a key element of that service, performance agreements in 1990. This is the first qualitative study examining senior health executives? personal experiences of these changes. In consideration of what has been learnt from the most relevant literature and this study, this paper concludes that the introduction and implementation performance management is a continuous process. This process includes the key steps of planning, measuring, monitoring and evaluating. It can be used as a means to achieve overall effective organisation performance by bringing in a two-way management process for the organisation and its senior health executives.
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Scott, Gail. "The Roles of the Senior-Level Executive." Journal of Healthcare Management 47, no. 1 (January 2002): 9–12. http://dx.doi.org/10.1097/00115514-200201000-00004.
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Middleton, Lesley, Ausaga Faasalele Tanuvasa, Megan Pledger, Nicola Grace, Kirsten Smiler, Tua Taueetia Loto-Su’a, and Jacqueline Cumming. "Corrigendum to: Widening participation of Māori and Pasifika students in health careers: evaluation of two health science academies." Australian Health Review 43, no. 3 (2019): 360. http://dx.doi.org/10.1071/ah17170_co.
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Objective The aim of the present study was to evaluate the short-term outcomes of two health science academies established by a district health board in South Auckland, New Zealand, to create a health workforce pipeline for local Māori and Pasifika students.Methods A mixed-methods approach was used, involving background discussions with key informants to generate an initial logic model of how the academies work, followed by secondary analysis of students’ records relating to retention and academic achievement, a survey of senior academy students’ interest in particular health careers and face-to-face interviews and focus groups with students, families and teachers.Results Academy students are collectively achieving better academic results than their contemporaries, although selection decisions are likely to contribute to these results. Academies are retaining students, with over 70% of students transitioning from Year 11 to Years 12 and 13. Senior students are expressing long-term ambitions to work in the health sector.Conclusions Health science academies show promise as an innovative approach to supporting Māori and Pasifika students prepare for a career in the health professions. Evaluating the long-term outcomes of the academies is required to determine their contribution to addressing inequities in the local health workforce.What is known about the topic? Despite progress in health workforce participation for underrepresented indigenous and ethnic minority groups in New Zealand, significant disparities persist. Within this context, a workforce development pipeline that targets preparation of secondary school students is recommended to address identified barriers in the pursuit of health careers.What does this paper add? We provide an evaluation of an innovative district health board initiative supporting high school students that is designed to ensure their future workforce is responsive to the needs of the local community.What are the implications for practitioners? The findings have implications for decision makers in health workforce planning regarding the benefits of investing at an early stage of the workforce development pipeline in order to build an equitable and diverse health professions workforce.
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Nancarrow, Susan A., Gretchen Young, Katy O'Callaghan, Mathew Jenkins, Kathleen Philip, and Kegan Barlow. "Shape of allied health: an environmental scan of 27 allied health professions in Victoria." Australian Health Review 41, no. 3 (2017): 327. http://dx.doi.org/10.1071/ah16026.
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Objective In 2015, the Victorian Department of Health and Human Services commissioned the Victorian Allied Health Workforce Research Program to provide data on allied health professions in the Victorian public, private and not-for-profit sectors. Herein we present a snapshot of the demographic profiles and distribution of these professions in Victoria and discuss the workforce implications. Methods The program commenced with an environmental scan of 27 allied health professions in Victoria. This substantial scoping exercise identified existing data, resources and contexts for each profession to guide future data collection and research. Each environmental scan reviewed existing data relating to the 27 professions, augmented by an online questionnaire sent to the professional bodies representing each discipline. Results Workforce data were patchy but, based on the evidence available, the allied health professions in Victoria vary greatly in size (ranging from just 17 child life therapists to 6288 psychologists), are predominantly female (83% of professions are more than 50% female) and half the professions report that 30% of their workforce is aged under 30 years. New training programs have increased workforce inflows to many professions, but there is little understanding of attrition rates. Professions reported a lack of senior positions in the public sector and a concomitant lack of senior specialised staff available to support more junior staff. Increasing numbers of allied health graduates are being employed directly in private practice because of a lack of growth in new positions in the public sector and changing funding models. Smaller professions reported that their members are more likely to be professionally isolated within an allied health team or larger organisations. Uneven rural–urban workforce distribution was evident across most professions. Conclusions Workforce planning for allied health is extremely complex because of the lack of data, fragmented funding and regulatory frameworks and diverse employment contexts. What is known about this topic? There is a lack of good-quality workforce data on the allied health professions generally. The allied health workforce is highly feminised and unevenly distributed geographically, but there is little analysis of these issues across professions. What does this paper add? The juxtaposition of the health workforce demographics and distribution of 27 allied health professions in Victoria illustrates some clear trends and identifies several common themes across professions. What are the implications for practitioners? There are opportunities for the allied health professions to collectively address several of the common issues to achieve economies of scale, given the large number of professions and small size of many.
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Looi, Evelyn Suk Yi, Richard Greatbanks, and André M. Everett. "Alignment of governance and senior executive perceptions of culture." Journal of Health Organization and Management 30, no. 6 (September 19, 2016): 927–38. http://dx.doi.org/10.1108/jhom-01-2016-0012.
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Purpose The purpose of this paper is to examine the alignment of perceived organizational culture between Health Board chairs and Board members with that of their respective senior executive teams. It compares the degree of alignment between these two groups, and analyses them against District Health Board (DHB) performance using the New Zealand Ministry of Health’s national measure “shorter stays in Emergency Departments.” Design/methodology/approach Primary survey data were collected across eight DHBs using a modified version of the Organizational Culture Assessment Instrument and utilizes a sample of both higher and lower performing DHBs as defined by the “shorter stays” measure. Findings Many health organizations cite Ovseiko and Buchan’s (2012) preferred culture as an ideal model. However, this study’s findings indicate that most DHBs scored higher than the preferred score for “Hierarchical” and “Rational” cultures, and lower for “Clan” and “Developmental” cultures, and therefore calls into question the validity of this organizational profile as the “preferred” cultural state. Research limitations/implications This research considers perceived organizational culture from the perspective of the Board members and their respective senior executive teams. It uses a relatively small sample size and excludes potential interactions of national culture. Practical implications The findings indicate that healthcare organizations should de-emphasize the dominant “Hierarchical” and “Rational” cultures, and promote “Clan” and “Developmental” cultures within their organizations as a means of potentially improving healthcare performance. Originality/value Organizational culture has been highlighted as a major component of performance within healthcare organizations, yet very few studies examine how organizational culture is perceived by governance and executive groups. This study empirically counters prevailing knowledge regarding the most appropriate organizational cultures for healthcare organizations.
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Anestaki, Aikaterini, Meghna Sabharwal, Kenneth Connelly, and N. Joseph Cayer. "Race and Gender Representation in Presidential Appointments, SES, and GS Levels, During Clinton, Bush, and Obama Administrations." Administration & Society 51, no. 2 (June 23, 2016): 197–228. http://dx.doi.org/10.1177/0095399716655376.
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Achieving a representative bureaucracy that reflects the attitudes, values, and policy choices of women and racial minorities is imperative, as the gap in the representation of those groups in the federal workforce is growing. We examine to what extent female and minority representation in political appointments, Senior Executive Service (SES), and General Schedule (GS) 1-15 levels reflect presidents’ commitment to diversity. We use data from the U.S. Office of Personnel Management to compare the tenures of presidents William J. Clinton (1993 to 2000), George W. Bush (2001-2008), and Barack H. Obama (2009-2013), and examine the employment trends from 1993 to 2013.
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Naccarella, Lucio, Jim Buchan, and Peter Brooks. "Evidence-informed primary health care workforce policy: are we asking the right questions?" Australian Journal of Primary Health 16, no. 1 (2010): 25. http://dx.doi.org/10.1071/py09060.
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Australia is facing a primary health care workforce shortage. To inform primary health care (PHC) workforce policy reforms, reflection is required on ways to strengthen the evidence base and its uptake into policy making. In 2008 the Australian Primary Health Care Research Institute funded the Australian Health Workforce Institute to host Professor James Buchan, Queen Margaret University, UK, an expert in health services policy research and health workforce planning. Professor Buchan’s visit enabled over forty Australian PHC workforce mid-career and senior researchers and policy stakeholders to be involved in roundtable policy dialogue on issues influencing PHC workforce policy making. Six key thematic questions emerged. (1) What makes PHC workforce planning different? (2) Why does the PHC workforce need to be viewed in a global context? (3) What is the capacity of PHC workforce research? (4) What policy levers exist for PHC workforce planning? (5) What principles can guide PHC workforce planning? (6) What incentives exist to optimise the use of evidence in policy making? The emerging themes need to be discussed within the context of current PHC workforce policy reforms, which are focussed on increasing workforce supply (via education/training programs), changing the skill mix and extending the roles of health workers to meet patient needs. With the Australian government seeking to reform and strengthen the PHC workforce, key questions remain about ways to strengthen the PHC workforce evidence base and its uptake into PHC workforce policy making.
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Mykletun, Reidar J., Trude Furunes, and Per Erik Sloem. "Managers’ Beliefs about Measures to Retain Senior Workforce." Nordic Journal of Working Life Studies 2, no. 3 (August 30, 2012): 109. http://dx.doi.org/10.19154/njwls.v2i3.2366.
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This paper aims to describe and explain the beliefs of public sector managers regarding measures to promote active ageing within organizations and how these beliefs can relate to their own attitudes, age, gender, organizational roles, and structures. Data were collected by mailed questionnaires from 672 managers on operative and administrative levels in the Norwegian municipal and health sectors. It was found that managers believe in the usefulness of at least seven different measures, identified by factor analyses. Sum scores were calculated from the factors, and five of them showed sufficient reliability. Ranked according to their mean values, the factor-based sum scores were 1) reducing working hours, increasing the number of holidays, and offering flexible part-time schedules without a reduction in wages; 2) reducing workload and demands; 3) increasing wages, pensions, and bonuses; 4) increasing esteem, learning, and job enrichment for the senior workers; and 5) repositioning the workers to other, less demanding parts of the organization. In multiple regression analyses, these sum scores were found to be influenced mainly by the managers’ individual attributes, like age, gender, own retirement plans, beliefs, and attitudes. Organizational and structural factors seemed less important. The findings are discussed within three schools of thought: the ‘Human Relations Model,’ the ‘Market Model,’ and the ‘Age Management Model.’ A fourth ‘school,’ the ‘Laissez-faire Model,’ is indicated by the 26% of managers who claimed no responsibility for the age management issues.
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Hughes, Roger. "Public health nutrition workforce composition, core functions, competencies and capacity: perspectives of advanced-level practitioners in Australia." Public Health Nutrition 6, no. 6 (September 2003): 607–13. http://dx.doi.org/10.1079/phn2003465.
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AbstractObjectives:To investigate the attitudes, experiences and beliefs of advanced-level public health nutritionists with respect to public health nutrition workforce composition, core functions, competency requirements and existing workforce capacity.Design:Qualitative study using structured interviews.Setting:Australia.Subjects:Forty-one advanced-level public health nutritionists employed in academic and senior technocratic positions in state health systems.Results:Advanced-level public health nutritionists recognise the diversity of the public health nutrition workforce but clearly identify the need for a specialist public health nutrition workforce tier to provide workforce leadership. Nominated core functions for public health nutrition reflect broader public health core functions but, in the context of nutrition, specific problem resolution. Opinions about competency needs were similar to many of the cross-cutting competencies identified in the public health field but with specific application to nutrition problems. Competency in the scientific underpinning of nutrition was considered particularly important and delineated this public health nutrition workforce from the broader public health workforce. Public health nutrition was identified as a specialisation within public health and dietetics. Workforce capacity assessments by this group indicate a need for workforce development.Conclusions:Qualitative data from a large proportion of the Australian public health nutrition leadership group have identified core functions, competencies and workforce development priorities that can be a basis for further systematic research and workforce strategy development.
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Keefe, Bronwyn, and Jennifer Tripken. "Enhancing Behavioral Health Competencies for Senior Center Staff: Lessons Learned From Workforce Training Efforts." Innovation in Aging 4, Supplement_1 (December 1, 2020): 1. http://dx.doi.org/10.1093/geroni/igaa057.001.
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Abstract Increases in the numbers of older adults with mental health and substance use concerns compel us to identify best practices in training to address these issues. Senior Centers are an ideal location for behavioral health education programs as they are the go-to place for many older adults. This session will describe a program funded by The Retirement Research Foundation and offered in collaboration with Center for Aging and Disability Education and Research at Boston University and NCOA to increase senior center staff knowledge and skills. Approximately 250 senior center staff in Illinois, Florida, and Wisconsin completed an online certificate in Behavioral Health and Aging. Results show that 100% of respondents felt that the training was useful for their job; 93% felt that they will be a more effective worker as a result of the training; and 97% felt that the information they learned in the training will make a difference with the people they serve. We held key informant interviews to assess the impact of training and participants stated that their knowledge, skills, and behaviors were influenced by the program. At the organizational level, leaders reported new programming related to behavioral health and revised practices and protocols. This presentation will cover: (1) the extent to which training participants mastered the competencies needed for effective practice; (2) knowledge and skills gained from the training program; (3) Senior Centers’ capacity to identify and refer older adults to mental health services; and (4) organizational changes related to behavioral health programming with older adults.
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Somerville, Lisa, Annette Davis, Andrea L. Elliott, Desiree Terrill, Nicole Austin, and Kathleen Philip. "Building allied health workforce capacity: a strategic approach to workforce innovation." Australian Health Review 39, no. 3 (2015): 264. http://dx.doi.org/10.1071/ah14211.
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Objective The aim of the present study was to identify areas where allied health assistants (AHAs) are not working to their full scope of practice in order to improve the effectiveness of the allied health workforce. Methods Qualitative data collected via focus groups identified suitable AHA tasks and a quantitative survey with allied health professionals (AHPs) measured the magnitude of work the current AHP workforce spends undertaking these tasks. Results Quantification survey results indicate that Victoria’s AHP workforce spends up to 17% of time undertaking tasks that could be delegated to an AHA who has relevant training and adequate supervision. Over half this time is spent on clinical tasks. Conclusions The skills of AHAs are not being optimally utilised. Significant opportunity exists to reform the current allied health workforce. Such reform should result in increased capacity of the workforce to meet future demands. What is known about the topic? Increasing skill shortages across Australia’s health workforce necessitates that the capabilities of all healthcare team members should be used optimally. AHA roles are an important and growing response to current health workforce needs. Increasing workforce capacity will ensure the right health workers are matched to the right task by skill, experience and expertise. What does this paper add? This paper presents a model that assists services to identify tasks suitable for delegation to an AHA by an AHP. The model is unique because it describes a process that quantifies the need for AHAs and it has been successfully implemented in rural, regional and metropolitan health services in Victoria. What are the implications for practitioners? Working collaboratively, with executive support, will lead to a sustainable and integrated approach to support workforce capacity building. Altering the skill mix of healthcare teams through increasing the role of AHAs has benefits for AHPs, patients and the healthcare system.
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Nies, Mary A., and Meredith Troutman-Jordan. "Mentoring Nurse Scientists to Meet Nursing Faculty Workforce Needs." Scientific World Journal 2012 (2012): 1–5. http://dx.doi.org/10.1100/2012/345085.
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Research indicates that mentoring has been highly effective in promoting faculty success. Strong mentors in the area of scholarship are extremely valuable for junior faculty, not only because of their research and academic expertise but also for their role modeling behaviors. This paper highlights key components of research mentoring used by a senior nursing faculty member. The senior faculty mentor and junior faculty mentee developed a common vision, relating to research interests in health promotion for vulnerable populations. Impact at the individual, school, university, and society level is discussed, and benefits of mentoring to meet nursing faculty workforce needs are emphasized.
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Livesay, Karen, Ruby Walter, Sascha Petersen, and Lin Zhao. "Are women nursing academics represented in university leadership positions?" Journal of University Teaching and Learning Practice 19, no. 1 (March 8, 2022): 107–21. http://dx.doi.org/10.53761/1.19.1.07.
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The nursing workforce constitutes the largest professional health workforce in Australia. Nursing is traditionally a female dominated profession. This study reviewed Australian universities that provide entry to practice nursing education. The study identified the distribution of females and males in leadership in nursing education, the positioning of the discipline in the university, and where nurses occupy leadership roles above the nursing discipline (faculty/college). Of the 37 universities that offered entry to practice nursing, more females were evident. However, more men were evident in academia than the proportion of men in nursing outside of the academic setting. Leadership nomenclature varied within each nursing discipline group reviewed. This study demonstrated that the number of nursing academics has decreased since the late 1990’s. The nursing workforce is still a significant contributor to the academic workforce and yet numbers of nurse academics working in roles senior to their discipline were few. This paper discusses how the nursing workforce as predominantly female, has implications to both females and males, and may impact opportunities for leadership and promotion to senior roles.
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Chasma, Farida, and Zaheer Khonat. "How equal is access to senior management and leadership roles in the NHS?" British Journal of Healthcare Management 27, no. 9 (September 2, 2021): 244–47. http://dx.doi.org/10.12968/bjhc.2021.0057.
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In 2015, the NHS was named the fifth largest employer in the world, comprising clinical and non-clinical staff from varying backgrounds, all of whom impact lives on a daily basis through their work. In 2020, over 20% of this workforce identified as Black, Asian or minority ethnic, yet less than 13% of senior positions in the NHS, including band 8A and higher, are held by individuals in this group. Although the Workforce Race Equality Standard was introduced in 2015 to help address this issue, there is still work to be done. Therefore, this article highlights racial and ethnic discrepancies in positions of leadership and management in the NHS, and explores the programmes available and the steps that Black, Asian and minority ethnic employees can take to help them progress to senior management roles.
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Harms, Roxanne. "Workforce Deployment — A Critical Organizational Competency." Healthcare Management Forum 22, no. 3 (September 1, 2009): 6–9. http://dx.doi.org/10.1016/s0840-4704(10)60095-6.
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Staff scheduling has historically been embedded within hospital operations, often defined by each new manager of a unit or program, and notably absent from the organization's practice and standards infrastructure and accountabilities of the executive team. Silvestro and Silvestro contend that “there is a need to recognize that hospital performance relies critically on the competence and effectiveness of roster planning activities, and that these activities are therefore of strategic importance.”1 This article highlights the importance of including staff scheduling — or workforce deployment — in health care organizations' long-term strategic solutions to cope with the deepening workforce shortage (which is likely to hit harder than ever as the economy begins to recover). Viewing workforce deployment as a key organizational competency is a critical success factor for health care in the next decade, and the Workforce Deployment Maturity Model© is discussed as a framework to enable organizations to measure their current capabilities, identify priorities and set goals for increasing organizational competency using a methodical and deliberate approach.
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Rook, Caroline, Thomas Hellwig, Elizabeth Florent-Treacy, and Manfred Kets de Vries. "Workplace stress in senior executives: Coaching the ‘uncoachable’." International Coaching Psychology Review 14, no. 2 (2019): 7–23. http://dx.doi.org/10.53841/bpsicpr.2019.14.2.7.
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PurposeWorkplace stress is becoming an acknowledged problem, and employee assistance programmes are widely invested into reducing workplace stress. However, there is still a group of people who are neglected: senior executives. There is a taboo among this group about admitting to overwhelming stress, as the executives themselves can consider it a sign of weakness. Executive coaches often pick up symptoms of underlying stress, including sleep deprivation, or substance abuse in leadership development programmes or executive coaching sessions. However, unless the coach is a trained stress expert, medical doctor, or psychotherapist, he or she may feel unequipped to help a senior executive deal with stress. This article introduces an interpretative protocol to gage senior executive stress to flag up potential stress issues and areas to be addressed in coaching or by health professionals.MethodsBased on a literature review on common workplace stress factors and symptoms, we identified five areas in which senior executive stress may arise. In a next step, following a psychodynamic approach, we developed an interpretative protocol that can be used in conversational or observational approach to gage stress in these areas.ConclusionsOur intent was to achieve a delicate balance between flexibility, face validity, and academic rigour. The protocol helps the coach to detect and interpret stress indicators despite possible self-deception and impression management by the coachee.
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Caro, Denis H. J. "Toward Executive Support Systems in Health Management: Strategic Leadership Imperatives." Healthcare Management Forum 11, no. 1 (April 1998): 27–33. http://dx.doi.org/10.1016/s0840-4704(10)61001-0.
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Executive support systems (ESSs) complement information technologies and add value to the work of senior health executives by enhancing management effectiveness, efficiency and productivity. This article examines the characteristics of executive support systems and their promising implications for executives in health services delivery. The systems' critical success factors are highlighted through a review of key development and management implementation strategies. The article concludes with a commentary on the fundamental significance of ESSs for health service leaders and managers.
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Webster, Charles. "Doctors, Public Service and Profit: General Practitioners and the National Health Service." Transactions of the Royal Historical Society 40 (December 1990): 197–216. http://dx.doi.org/10.2307/3679168.
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GENERAL medical practitioners are a dominant element within the medical workforce. They are the largest specialism, currently accounting for about two-thirds of the senior medical personnel employed by the National Health Service (NHS). They exert a strong political influence by virtue of their importance in the British Medical Association (BMA) and its complicated representative and negotiating machinery.
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Kruger, Estie, Lisa Heitz-Mayfield, and Marc Tennant. "Sustaining supply of senior academic leadership skills in a shortage environment: a short review of a decade of dental experience." Australian Health Review 38, no. 3 (2014): 243. http://dx.doi.org/10.1071/ah13154.
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For the past decade, and expected for the next decade, Australia faces a significant health workforce shortage and an acute maldistribution of health workforce. Against this background the governments at both national and state level have been increasing the training places for all health practitioners and trying to redress the imbalance through a strong regional focus on these developments. Dentistry has been an active participant in these workforce initiatives. This study examines the increasing demand for academics and discusses the existing pathways for increase, and also examines in detail the advantages of a sustainable, shared-model approach, using dentistry as a model for other disciplines. Three non-exclusive pathways for reform are considered: importation of academics, delayed retirement and the shared resource approach. Of the various solutions outlined in this review a detailed explanation of a cost-effective shared model of senior academic leadership is highlighted as a viable, sustainable model for ameliorating the shortage. What is known about the topic? Little if any peer review literature has examined the academic workforce in oral health in Australia (or overseas). However, the lessons from other disciplines (including medicine) are that there is a growing shortage as the baby boomers move to retirement. What does this paper add? This manuscript provides some perspectives on the growing shortage of dental academics in Australia and examines one sustainable model for ameliorating this effect while Australia makes a fundamental shift in addressing academic workforce needs. What are the implications for practitioners? Academics and universities are facing growing issues with providing skilled, sustainable academic profiles in dentistry. This manuscript starts a dialogue as to options to address this issue into the future.
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Koh, Tas Yong, Steve Rowlinson, and Stephen Pollock. "Issues with Senior Workers in Hong Kong Construction Industry: Preliminary Observations and Intervention Opportunities." Periodica Polytechnica Architecture 51, no. 1 (May 19, 2020): 23–30. http://dx.doi.org/10.3311/ppar.15582.
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There is an increasingly larger proportion of workforce 50 years of age or older. This ageing trend is prevalent in the Hong Kong construction industry. The implications of this ageing trend for the construction industry are the decline in workforce productivity due to old age, compromised health, safety, and well-being; and the shortage of workforce. Coupled with various organisational and institutional shortcomings in the industry that lead to unfavourable working environment, these situations not only negatively affect the economic viability of the construction industry but also give rise to other psychosocial problems experienced by the older workers. Despite these situations, we know very little of the conditions older construction workers experience in the construction industry.There is therefore a need to investigate such issues and propose possible interventions to improve the working conditions of the senior workers. With these objectives, in this paper, we first report the findings of a small scale survey on the care of older workers in Hong Kong construction industry, and second propose potential intervention by combining the findings of the survey and our industry observations of the practices implemented by progressive contracting firms in Hong Kong. The findings reveal that despite the industry under appreciation of the ageing workforce, there are interventions implemented by progressive contracting firms that can potentially provide health and safety protection to the workforce of all ages although these firms are small in number. This article is an extended version of a conference paper that appeared as Koh et al. (2019).
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Neufeld, Marianne M., Andrew J. Holt, and Raisa B. Deber. "The Merger That Wasn't: Lessons for Senior Administrators." Healthcare Management Forum 6, no. 4 (December 1993): 33–37. http://dx.doi.org/10.1016/s0840-4704(10)61133-7.
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A turbulent health care environment has prompted some hospitals to consider integrating services and in some cases merge entirely. Fundamental lessons may be learned by studying how an attempted merger between Women's College Hospital and The Toronto Hospital in Toronto failed — despite board and senior executive support. Clarity of purpose, involvement of essential external and internal stakeholders, rational analysis, ideological fit and political expediency are a few key elements to consider. Once initiated, changes of this magnitude may take on a life of their own with often unpredictable results.
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Moodley, Parimala. "Building a culturally capable workforce – an educational approach to delivering equitable mental health services." Psychiatric Bulletin 26, no. 2 (February 2002): 63–65. http://dx.doi.org/10.1192/pb.26.2.63.
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A working group was brought together in a 2-day workshop by the Sub-Dean to take forward training in transcultural psychiatry. The group comprised senior members of the College; psychiatrists with particular expertise in transcultural issues and/or education; and included trainers from undergraduate to continuing professional development (CPD) level.
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Rogstad, K. E. "Medical Workforce Speciality Review for Genitourinary Medicine 2001/2002—England, Wales, Northern Ireland and Scotland." International Journal of STD & AIDS 13, no. 7 (July 1, 2002): 495–98. http://dx.doi.org/10.1258/09564620260079662.
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This document addresses medical workforce needs for the speciality of Genitourinary Medicine (GUM) for the next 10 years. Data on current consultant numbers, working patterns and retirement are based on information from the Royal College of Physicians (RCP) Workforce Unit annual census undertaken on 30 September 2000. Information on specialist registrars is from the JCHMT. Senior house officers (SHO) data are from the RCP's General Professional Training department. Data on Non-Consultant Career Grade Doctors is from the Association of Genitourinary Medicine Survey. Data on incidence of Sexually Transmitted Infections (STIs) are from KC60 returns on STIs collected from GUM clinics by CDSC. There is considerable movement of doctors in GUM between countries in the UK both during progression from SpR to consultant and at consultant level. Data are therefore presented as amalgamated UK data and also by country. It is essential that workforce planning takes this lateral movement into consideration when undertaking calculations for future workforce requirements.
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Khatri, Rose, Kamal Bishowkarma, and Tulsi Ram Bhandari. "Professionalization of Public Health in Nepal." Europasian Journal of Medical Sciences 2, no. 2 (December 30, 2020): 121–27. http://dx.doi.org/10.46405/ejms.v2i2.238.
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Background: The need for a professionalized and highly skilled public health workforce is essential to improving and protecting the health of populations, especially in Nepal. This study aimed to explore: (i) the current trends in public health in Nepal and (ii) the opportunities and barriers to the professionalization of the sector.
Methods: We employed an exploratory qualitative research design and used a combination of semi-structured interviews with senior public health professionals and a small focus group discussion with more recently qualified public health practitioners in Nepal. A total of nine professional stakeholders were interviewed and five junior practitioners joined the focus group discussion. Data was collected via Skype due to COVID-19 restrictions. Thematic analysis was used to analyze the data.
Results: Four core themes emerged from the research: understanding the public health approach; health priorities; federalization and the impact on public health practice; professionalization and workforce development.
Conclusions: Political federalization and more recently COVID-19 have impacted the development, capacity, and employment of this often-neglected workforce. Public health graduates with their broad-ranging knowledge and skills are often overlooked in the health sector. This is related to a general lack of understanding of what public health is and what public health practitioners do amongst politicians and the general public.
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Ahmed, Selim, Noor Hazilah Abd Manaf, and Rafikul Islam. "Effect of Lean Six Sigma on quality performance in Malaysian hospitals." International Journal of Health Care Quality Assurance 31, no. 8 (October 8, 2018): 973–87. http://dx.doi.org/10.1108/ijhcqa-07-2017-0138.
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Purpose The purpose of this paper is to investigate the effects of Lean Six Sigma (LSS) and workforce management on the quality performance of Malaysian hospitals. This paper also investigates the direct and indirect relationships between top management commitment and quality performance of the healthcare organisations in Malaysia. Design/methodology/approach This study applied stratified random sampling to collect data from 15 different hospitals in Peninsular Malaysia. The self-administered survey questionnaires were distributed among 673 hospital staff (i.e. doctors, nurses, pharmacists, and medical laboratory technologists) to obtain 335 useful responses with a 49.47 per cent valid response rate. The research data were analysed based on confirmatory factor analysis and structural equation modelling by using AMOS version 23 software. Findings The research findings indicated that LSS and workforce management have a significant impact on quality performance of the Malaysian hospitals, whereas senior management commitment was found to have an insignificant relationship with quality performance. The research findings indicate that senior management commitment has no direct significant relationship with quality performance, but it has an indirect significant relationship with quality performance through the mediating effects of LSS and workforce management. Research limitations/implications This research focussed solely on healthcare organisations in Malaysia and thus the results might not be applicable for other countries as well as other service organisations. Originality/value This research provides theoretical, methodological, and practical contributions for the LSS approach and the research findings are expected to provide guidelines to enhance the level of quality performance in healthcare organisations in Malaysia as well as other countries.
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Bundy, Christopher C., and Betsy White Williams. "Cognitive Screening for Senior Physicians: Are We Minding the Gap?" Journal of Medical Regulation 107, no. 2 (July 1, 2021): 41–48. http://dx.doi.org/10.30770/2572-1852-107.2.41.
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ABSTRACT Senior physicians are an invaluable community asset that comprise an increasing proportion of the physician workforce. An increase in demand for health care services, with demand exceeding the supply of physicians, has contributed to discussions of the potential benefit of delaying physician retirement to help preserve physician supply. The probable increase in the number of senior physicians has been associated with concerns about their competent practice. Central to this issue are the changes that occur as part of normal aging, how such changes might impact medical practice and what steps need to be taken to ensure the competency of senior physicians. We propose that while age may be an important risk factor for performance issues, it is not the only factor and may not even be the most important. Data on cognitive performance among physicians referred for behavioral and performance concerns reveal that cognitive impairment afflicts physicians across the career span. If the overarching goal is to prevent patient harm through early detection, older physicians may be too narrow a target. Approaches focusing on health screening and promotion across the career span will ultimately be more effective in promoting workforce sustainability and patient safety than age-based solutions.
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Tran, Jonathan, Karen Willis, Margaret Kay, Kathryn Hutt, and Natasha Smallwood. "The Workplace and Psychosocial Experiences of Australian Senior Doctors during the COVID-19 Pandemic: A Qualitative Study." International Journal of Environmental Research and Public Health 19, no. 5 (March 5, 2022): 3079. http://dx.doi.org/10.3390/ijerph19053079.
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The coronavirus disease 2019 (COVID-19) pandemic has had significant mental health impacts among healthcare workers (HCWs), related to resource scarcity, risky work environments, and poor supports. Understanding the unique challenges experienced by senior doctors and identifying strategies for support will assist doctors facing such crises into the future. A cross-sectional, national, online survey was conducted during the second wave of the Australian COVID-19 pandemic. Inductive content analysis was used to examine data reporting workplace and psychosocial impacts of the pandemic. Of 9518 responses, 1083 senior doctors responded to one or more free-text questions. Of the senior doctors, 752 were women and 973 resided in Victoria. Four themes were identified: (1) work-life challenges; (2) poor workplace safety, support, and culture; (3) poor political leadership, planning and support; and (4) media and community responses. Key issues impacting mental health included supporting staff wellbeing, moral injury related to poorer quality patient care, feeling unheard and undervalued within the workplace, and pandemic ill-preparedness. Senior doctors desired better crisis preparedness, HCW representation, greater leadership, and accessible, authentic psychological wellbeing support services from workplace organisations and government. The pandemic has had significant impacts on senior doctors. The sustainability of the healthcare system requires interventions designed to protect workforce wellbeing.
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Boyal, Amunpreet, and Alistair Hewison. "Exploring senior nurses’ experiences of leading organizational change." Leadership in Health Services 29, no. 1 (February 1, 2016): 37–51. http://dx.doi.org/10.1108/lhs-03-2015-0005.
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Purpose – The aim of this paper is to explore Senior nurses’ experiences of leading organizational change. There is a substantial literature reporting middle-level nurse managers’ experiences of change; however, there is less evidence concerning senior nurses’ perspectives. In view of this, interview data collected from senior nurses, as part of a study of major organizational change, were analysed to redress this imbalance. Design/methodology/approach – In-depth semi-structured interviews (n = 14) were conducted with senior nurses (between 2009 and 2012). Findings – Senior nurses’ activity centred on leadership and workforce issues, internal influences and external pressures. In periods of change, appropriate leadership was vital, and “weak” leaders were considered to have an adverse effect on teams. Concerns were expressed about financial strictures and their impact on patient care and service provision. The senior nurses were striving to provide the best quality of service delivery with the limited resources available. Concentration on operational matters was necessary to maintain stability in periods of change. However, this prevented senior nurses from influencing strategic decision-making in their organizations. Practical implications – If senior nurses are to realise their potential to operate at a strategic level, they need to be given time and support to lead, rather than just react to change. This research emphasises the importance of a “nursing voice” to inform board-level decisions and maintain a focus on patient care. Originality/value – This research sheds light on the work of a key group of staff in health-care organizations. Understanding senior nurses’ experience of and contribution to change is a useful contribution to health services research.
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Smith, Susan E., Lesley E. Drake, Julie-Gai B. Harris, Kay Watson, and Peter G. Pohlner. "Clinical informatics: a workforce priority for 21st century healthcare." Australian Health Review 35, no. 2 (2011): 130. http://dx.doi.org/10.1071/ah10935.
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This paper identifies the contribution of health and clinical informatics in the support of healthcare in the 21st century. Although little is known about the health and clinical informatics workforce, there is widespread recognition that the health informatics workforce will require significant expansion to support national eHealth work agendas. Workforce issues including discipline definition and self-identification, formal professionalisation, weaknesses in training and education, multidisciplinarity and interprofessional tensions, career structure, managerial support, and financial allocation play a critical role in facilitating or hindering the development of a workforce that is capable of realising the benefits to be gained from eHealth in general and clinical informatics in particular. As well as the national coordination of higher level policies, local support of training and allocation of sufficient position hours in appropriately defined roles by executive and clinical managers is essential to develop the health and clinical informatics workforce and achieve the anticipated results from evolving eHealth initiatives. What is known about the topic? Health informatics is considered an emerging profession. There are not enough Health Informaticians to support the eHealth agenda. What does this paper add? This paper considers the issues, barriers and facilitators of capacity building in the health informatics workforce with a special emphasis on Clinical Informaticians. The authors conclude that resources and awareness at the national, state and local health service levels is required to facilitate health and clinical informatics’ capacity building. What are the implications for practitioners? Recognition and support of the health and clinical informatics workforce is required to improve the appropriate implementation and use of Health Information Technology for clinical care, quality and service management.
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O’Meara, BA, M. Gabrielle, Robyn K. Sobelson, PhD, Silvia M. Trigoso, MPH, Rachel E. Kramer, MPH, Rebecca J. Smartis, MS, and Joan P. Cioffi, PhD. "Ensuring a competent public health responder workforce: The CDC experience." Journal of Emergency Management 17, no. 3 (May 1, 2019): 199–209. http://dx.doi.org/10.5055/jem.2019.0418.
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Introduction: From 2009 to 2016, the Centers for Disease Control and Prevention (CDC) activated its Incident Management System for a public health emergency 91 percent of the time. The CDC must ensure its workforce is prepared for the evolving nature of emergencies.Objectives: The purpose of this assessment was to identify perceived preparedness and response training needs for the CDC responder workforce.Methods: Between November 2012 and January 2013, focus groups and in-depth interviews were conducted with CDC responders, including senior leaders. The evaluation questions were: (1) How well does the current training system prepare CDC staff to respond to emergency events? (2) What gaps exist in the current training system? and (3) What trainings are essential and should be included in the training system?Results: Eight focus groups were conducted with 51 responders and 18 interviews with response leaders. Themes were identified for each main outcome measure and translated to training improvements.Conclusions: The CDC workforce received foundational training. Recommendations are provided to better prepare responders during an emergency. Periodic assessments are necessary to expand training and remain responsive to the complexities of emerging threats.
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Duma, Narjust, Ana I. Velazquez, Idalid Franco, Lauren Kiel, Laura A. Levit, Caroline Schenkel, Kelsey Kirkwood, Sybil Green, and Gladys Rodriguez. "Dónde Están? Latinx/Hispanic Representation in the Oncology Workforce: Present and Future." JCO Oncology Practice 18, no. 5 (May 2022): 388–95. http://dx.doi.org/10.1200/op.22.00153.
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This manuscript reviews the status of Hispanic/Latinx physicians in oncology, the benefits and challenges to achieving equitable representation, and potential solutions and actions to increase diversity in the oncology workforce. Persons of Hispanic/Latinx origin comprise 18.7% of the population and 16.8% of the adult population in the United States but are only 4.7% of practicing oncologists. The reasons for the lack of representation of Hispanic/Latinx individuals in medicine are multifaceted and include discrimination and biases, exclusionary practices, financial barriers, and lack of role modeling. As a result, patients are deprived the benefits of a representative workforce, such as improved access, enhanced culturally and linguistically competent care, and minimization of health disparities. Solutions included in the manuscript include a description of efforts by ASCO to improve the representativeness of the oncology workforce through its awards programs and educational efforts, especially for Hispanic/Latinx clinicians. The manuscript also outlines individual actions that attending physicians, senior oncologists, oncology leaders, and hospital/cancer center leadership can take to improve the diversity of the oncology workforce and support our Latinx/Hispanic trainees and colleagues. Improving the representativeness of the oncology workforce will require collective action by institutions, medical societies, and individuals. Nevertheless, widespread commitment to creating an inclusive and supported workforce is necessary to ensure the quality of care for minority patients, reduce existing cancer care disparities, and advance innovation in oncology.
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Gray, Kathleen, John Slavotinek, Gerardo Luis Dimaguila, and Dawn Choo. "Artificial Intelligence Education for the Health Workforce: Expert Survey of Approaches and Needs." JMIR Medical Education 8, no. 2 (April 4, 2022): e35223. http://dx.doi.org/10.2196/35223.
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Background The preparation of the current and future health workforce for the possibility of using artificial intelligence (AI) in health care is a growing concern as AI applications emerge in various care settings and specializations. At present, there is no obvious consensus among educators about what needs to be learned or how this learning may be supported or assessed. Objective Our study aims to explore health care education experts’ ideas and plans for preparing the health workforce to work with AI and identify critical gaps in curriculum and educational resources across a national health care system. Methods A survey canvassed expert views on AI education for the health workforce in terms of educational strategies, subject matter priorities, meaningful learning activities, desired attitudes, and skills. A total of 39 senior people from different health workforce subgroups across Australia provided ratings and free-text responses in late 2020. Results The responses highlighted the importance of education on ethical implications, suitability of large data sets for use in AI clinical applications, principles of machine learning, and specific diagnosis and treatment applications of AI as well as alterations to cognitive load during clinical work and the interaction between humans and machines in clinical settings. Respondents also outlined barriers to implementation, such as lack of governance structures and processes, resource constraints, and cultural adjustment. Conclusions Further work around the world of the kind reported in this survey can assist educators and education authorities who are responsible for preparing the health workforce to minimize the risks and realize the benefits of implementing AI in health care.
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May, Kerry, Fiona McAlinden, Michael Splawa-Neyman, Michelle O'Rourke, and Tamica Sturgess. "Flexible, Capable, Adaptable: A Dynamic Allied Health Workforce." Asia Pacific Journal of Health Management 12, no. 1 (April 26, 2017): 25–35. http://dx.doi.org/10.24083/apjhm.v12i1.93.
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Objective: The Allied Health Executive at a major Metropolitan Health Service was experiencing an increasing number of flexible work requests and was keen to ensure that local and legislative requirements were met, our highly skilled and specialist staff were supported to remain in the workforce as their life outside work changed and the operational demands of a bed-based service delivery model were not negatively impacted.
Design: A root cause analysis was completed identifying three main contributing factors for the current, adhoc approach to flexible work requests. Current and past flexible work participants were surveyed, along with their managers and the Nurse Unit Managers of the clinical work areas. A literature review and environmental scan regarding frameworks for decision making for and supporting flexible work requests was undertaken.
Findings: There was a lack of consistent information as to how to establish and manage a flexible work request. There had been an historical view that flexible work requests were difficult to operationalise and there were missed experiences with flexible work arrangements for the people involved, their managers and their colleagues.
Outcome measures: The combined data was then utilised to develop a framework to support decision-making around whether a role could operate as a flexible work arrangement. A framework on how to best support the staff considering and entering into these arrangements to ensure all the benefits of a flexible work arrangement are realised and many of the challenges minimised was also developed.
Conclusion: Flexible work arrangements should be considered in appropriate circumstances, and will have the best opportunity for success when supported by a consistent, evidenced-based framework.
Abbreviations: EFT – Equivalent Full Time; RCA – Root Cause Analysis.
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Liang, Zhanming, and Peter F. Howard. "Competencies required by senior health executives in New South Wales, 1990 - 1999." Australian Health Review 34, no. 1 (2010): 52. http://dx.doi.org/10.1071/ah09571.
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It is accepted that health care reforms and restructuring lead to the change of the tasks and competencies required by senior health care managers. This paper examined the major tasks that senior health executives performed and the most essential competencies required in the NSW public health sector in the 1990s following the introduction of major structural reforms. Diverse changes, restructuring and reforms introduced and implemented in different health care sectors led to changes in the tasks performed by health care managers, and consequently changes in the competencies required. What is known about the topic?The literature confirms that health reform affects senior health care managers’ acquisition and demonstration of new skills and knowledge to meet new job demands. What does this paper add?This paper provides a detailed description of the competencies required for senior health care managers in New South Wales in the 1990s after the introduction of the area health management model, the senior executive service and performance agreements. It confirms that restructuring and reform in the health care sector will lead to changes of the tasks performed by health care managers and, consequently, changes in the competencies required. What are the implications for practitioners?The competencies required by health care managers are affected by distinct management levels, diverse health care sectors and different contexts in which health care systems operate. The competencies identified for senior health executives in this study could guide educational programs for senior health managers in the future.
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Wineman, Joseph A., A. David Mangelsdorff, and Kenn Finstuen. "Senior Executive Behaviors for the Army Dental Care System of the 21st Century." Military Medicine 163, no. 6 (June 1, 1998): 377–80. http://dx.doi.org/10.1093/milmed/163.6.377.
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Roennfeldt, Helena, and Louise Byrne. "How much 'lived experience' is enough? Understanding mental health lived experience work from a management perspective." Australian Health Review 44, no. 6 (2020): 898. http://dx.doi.org/10.1071/ah19261.
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ObjectiveThe aim of this study was to explore management understanding of the lived experience required for designated lived experience or peer roles within mental health. MethodThis qualitative study used semi-structured interviews and one focus group with 29 participants employed in diverse management roles from the public and not-for-profit health and community sector in Queensland, Australia. ResultsThe findings indicate a lack of consensus in defining ‘lived experience’, including what lived experience is required to be eligible for designated roles. Although some participants were clear on what designated roles added to the workforce, uncertainty and attempts to avoid stigma led to some participants questioning the need for designated roles. ConclusionThis study suggests the ongoing expansion of the lived experience workforce is affected by challenges in defining ‘lived experience’ as a requirement for designated roles and fears regarding stigmatised identities. What is known about the topic?In the mental health sector, opportunities and challenges exist in attempting to effectively incorporate the emerging lived experience or peer workforce. Research has highlighted the need for support from senior management, the need for role clarity and the risk of ‘othering’ for the lived experience workforce. What does this paper add?This paper responds to the gap in existing research on the experiences of management in defining and articulating their understanding of lived experience and potential impact of uncertainty and inconsistency in understanding for the lived experience workforce. What are the implications for practitioners?This study identifies the need to strengthen management understanding of lived experience to facilitate ongoing development of lived experience roles.
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Liang, Zhanming, Peter F. Howard, Lee C. Koh, and Sandra Leggat. "Competency requirements for middle and senior managers in community health services." Australian Journal of Primary Health 19, no. 3 (2013): 256. http://dx.doi.org/10.1071/py12041.
Full textAbstract:
The Australian health system has been subjected to rapid changes in the last 20 years to meet increasingly unmet health needs. Improvement of the efficiency and comprehensiveness of community-based services is one of the solutions to reducing the increasing demand for hospital care. Competent managers are one of the key contributors to effective and efficient health service delivery. However, the understanding of what makes a competent manager, especially in the community health services (CHS), is limited. Using an exploratory and mixed-methods approach, including focus group discussions and an online survey, this study identified five key competencies required by senior and mid-level CHS managers in metropolitan, regional and rural areas of Victoria: Interpersonal, communication qualities and relationship management; Operations, administration and resource management; Knowledge of the health care environment; Leading and managing change; and Evidence-informed decision-making. This study confirms that core competencies do exist across different management levels and improves our understanding of managerial competency requirements for middle to senior CHS managers, with implications for current and future health service management workforce development.