Developing Essential Management Competencies in Public … West PDF... · Competency Development...
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Developing Essential Management Competencies in Public-Private Partnerships
Daniel J. West Jr., Ph.D.
Bernardo Ramirez, M.D., M.B.A
Cherie Lynn Ramirez, Ph.D.
Michael M. Costello, J.D., M.B.A., FACHE
Stephen J. Szydlowski, D.H.A.
Robert Spinelli, D.B.A., M.P.H.
GHIC 2019: Global Health & Innovation
Conference April 13-14, 2019
Yale University, New Haven, CT
Contact Information: [email protected]
Learning Objectives
Analyze public-private partnership models used by hospitals and healthcare organizations to enhance clinical outcomes and design sustainable ventures in countries outside the United States.
Understand the development of the International Hospital Federation (IHF) competency model and what specific management competencies are needed to implement public-private partnerships.
Agenda
I. Introduction
II. Public-Private Partnerships in Health Care: Mexico, Georgia, Slovakia, and other countries.
III. Competency-Based Approach to Health Management Education and Professionalization
IV. Future Considerations
Introduction
Globalization & HME
Competency Models
IHF, Professionalization & Global Leadership
Public-Private Partnerships
Need for Competent Managers and Leaders
Educational Venues
Global Accreditation
Competency Directory Derived from the Healthcare Leadership Alliance Model
Leadership competencies for health services managers (2015) International Hospital Federation. Retrieved from:
https://www.ihf-fih.org/resources/pdf/Leadership_Competencies_for_Healthcare_Services_Managers.pdf .
Competency Models
Cascading Competency Model
Globalization and HME
Commission on Accreditation of Healthcare Management Education (CAHME)
Phase I Study (2010-2011) – 16 Countries
Phase II Study (2011-2012) – 6 Countries
Phase III – Application of Criteria
Phase IV – Public-Private Partnerships & Competencies
Phase V – Global Accreditation
West, D., Filerman, G., Ramirez, B., & Steinkogler, J. (2011) and Phase II (2012) CAHME International Healthcare Management Education. Washington, D. C. Retrieved July 26, 2018 from the CAHME
website: https://cahme.org/files/CAHME-I-Final-Report-International.pdf & https://cahme.org/files/CAHME-II-Report_FINAL_7-5-12.pdf Executive Summary at: https://cahme.org/files/ARAMARK-International-
Study-Executive-Summary.pdf
West, D. & Stanowski, A. (2017) Global Accreditation in Health Management Education: Concept Paper. CAHME-Commission on Accreditation of Healthcare Management Education. Retrieved July 26,
2018 from the CAHME website: https://cahme.org/files/heath_care_organization_resources/Global_Accreditation_Concept_Paper_v2_2017_11_08.pdf
Countries Examined
Examples & Functions of Healthcare PPPs Around the World
Data from: West, D., Filerman, G., Ramirez, B., & Steinkogler, J. (2012) CAHME International Healthcare Management Education. Washington, D. C. Retrieved July 26, 2018 from
the CAHME website: https://cahme.org/files/CAHME-II-Report_FINAL_7-5-12.pdf
Mexico Case Study: Challenges
Mexico Case Study: Pilot Study
At one of the PPP high specialty hospitals in Mexico, we piloted a questionnaire with 8 middle and high level managers representing the 3 partnership model actors.
Questions related to: How long have you participated in this PPP?
What is your previous experience in similar projects?
Most important benefits of the new PPPs identified by interviewees
Most frequent problems they face (structure, process and outcomes)
In your view, how can these identified problems be resolved?
Interactions from PPP partners to achieve common goals
Are high and middle level managers prepared to perform functions?
How familiar are you with the PPP contract?
What recommendations would you offer to improve impact of PPP?
Mexico Case Study: Key Findings
Benefits of PPPs are consistent with each one of the 3 actors:
Client: Ability to concentrate on essential; availability of services; quality of infrastructure and cutting edge medical technology; potential for innovation and explore new areas.
Investor: Efficient services; quality of services and equipment; availability of specialists.
Operator: Facilities provide excellent services; Quality high and cost at the low level of baseline socioeconomic study; medical personal only need to worry about patients; better cost control.
Mexico Case Study: Key Findings
Recommendations included:Developing training and
curricular plans with academic organizations
Online training and toolkitsMore time to develop and
implement strategic plans & mentoring
Common vision and mission and planning, organizing and implementing together.
Competency Development Key Areas
Improve healthcare outcomes and operations by optimizing the synergy of partnership models.
Leverage the different perspectives (cultural, organizational) and skills of public/private organizations.
Competency Development Key Areas
Use the Triple Aim model to address escalating healthcare costs, errors, and waste in healthcare.
Build stronger relationships between healthcare providers, healthcare market, accrediting bodies, and academia.
Emphasize values that cultivate positive engagement, encourage teamwork, continuous communication, and sustainability of effort.
Public-Private Partnership Efforts In Georgia & Slovakia
Public-private sector modelsPartnering up with Universities & MOHUnique focus on the marketManagement training & competenciesFocus on quality & patient outcomesLeadership & governanceInsurance companies & contractingSpecialized hospital servicesAmbulatory care
Slovakia Model
A. Development of the Private Sector• Bratislava• Market Competition
B. Ministry of Health • Reduce costs• Increase quality • Improve access to care
C. Catholic Health System
Slovakia ModelD. St. Elizabeth University
• Mission & vision • 50+ global projects• Low resource areas• Healthcare Management
Faculty
Adult Hospital
Pharmacy Clinic
Pediatric Emergency
Georgia ModelA. MediClubGeorgia, Ltd. (April 1999)
• South Caucuses (Azerbaijan & Georgia)• Tbilisi- Hospital location • Acute Care Hospital (25+ beds, semi-
private)• Full Service • Laboratory Research Center• Advanced Trauma Life Support• Physician Ownership
B. Ministry of HealthC. Petroleum Industry• Pipeline from Caspian Sea to
Black Sea
Georgia ModelD. University of Georgia • Partnership with U of S Health
Management Department
E. EU & USA• Geo-political interests• Caucuses region
Performance Continuum
Learning Resources
Textbooks
Articles
Development of national or regional journals
Management training materials by
development agencies and foundations
Internet resources
Future Directions and Conclusions
Scaling up our pilot study of hospital and healthcare PPPs in two ways:Expanding the study within Mexico by including other
high specialty, general hospitals that are already in operation and new ambulatory services or primary care/population-based health services currently in development.
Expanding the study to additional countries by including other Latin American (Colombia, Brazil) Other European and Middle Eastern countries (Czech Republic, Italy and Mediterranean, Dubai & Oman to take advantage of our existing academic and health services partnerships.
Future Directions and Conclusions
Diversifying our research methods beyond qualitative surveys of middle and high level healthcare managers to include measurements that more objectively reflect management performance such as:Patient satisfaction
Wait times in hospital admittance and inside hospital services
Financial efficiency indicators such as bed occupation rates
Performing a more detailed analysis of competencies, learning methods and venues required to improve the effectiveness and efficiency of PPPs as well as studying the most appropriate teaching/learning methods and venues to cultivate these in academic programs trainees and professionals.
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Questions & Comments