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Posted Wed, 26 Jul 2017 09:31:34
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Dear Colleagues
*apologies for the cross posting*
Please see below two call for papers from the journal, Leadership in Health Services.
The special issue titles are, Manager and Leader: The Role of Physicians in Generating Health Reform, and Leadership Training in a Value-Based, Data-Driven Environment.
Please feel free to circulate this call to your networks.
Best wishes,
Emma Leverton
Manager and Leader: The Role of Physicians in Generating Health Reform
________________________________
Special issue call for papers from Leadership in Health Services
Guest Editors:
Graham Dickson
Royal Roads University, Canada
[log in to unmask] <mailto:[log in to unmask]>
Karen Owen
The Royal Australasian College of Medical Administrators
[log in to unmask]<mailto:[log in to unmask]>
Focus:
The quality of medical leadership in countries pursuing major health reform is of significant interest. As the title of this special edition suggests-- Manager and Leader: The Role of Physicians in Generating Health Reform-this issue is going to focus on recent research and conceptual thinking re the scope and breath of the challenge to prepare doctors for a role that clearly requires not just the skills of management, but also the skills of leadership. A sophisticated level of both, and the ability to know which skillset to employ, is needed if doctors are going to be active partners in national efforts to steward changes in health service delivery.
Numerous factors have stimulated the need for this special edition. There has been a dramatic growth in demands for patient-centred health reform in the UK, Australia, the USA, Canada, and New Zealand, as well as other jurisdictions, and calls for more active participation of doctors in shaping that reform. The recent shift in the CanMEDS competency framework, employed in 26 countries to provide the basic competencies for educating physicians, has transitioned the manager competency to a leader competency. This shift is having a significant impact on how physicians are educated. Concomitantly, there is a growing need for more literature devoted to understanding what physician leadership is: how to define it; how to develop it; and how to catalyze it within health systems system reform. The World Federation of Medical Managers (WFMM), which has members from the above countries but also Sri Lanka, Hong Kong, South Africa, and Denmark is focusing its upcoming conference (June, 2017 in Melbourne) on these issues.
The aims of this special edition are to:
* Identify and profile research that has been done to inform better practice by physicians engaged in health reform and how that research can influence strategies to further engage physicians on many levels, from local to national health reform.
* Share knowledge about outcomes when physicians lead, manage and accomplish the changes that are being employed in many jurisdictions.
* Present analyses on the scope and effectiveness of physician-led change within collaborative inter-professional environments
* Leverage the intellectual knowledge and experience of the member countries participating in the WFMM conference and profile evidence-based practices presented at that international session.
Specific themes for invited articles are:
* The appropriate balance of leadership and management capabilities needed by physicians who wish to be active in health reform (i.e., locally, regionally, province/state wide, or nationally).
* The implications of health reform for physicians--how their role is being renegotiated in a patient-centred health system-and their role in that.
* Best practice leadership/management development for physicians (in training); as residents; as physicians in practice; as experienced medical administrators.
* Developmental challenges associated with growing physicians as leaders as opposed to managers; while retaining the complementarity of both.
* Effective impact models to measure the effect of leadership and management development programs.
Submission Procedure:
Submissions to this journal are through the ScholarOne submission system here:
http://mc.manuscriptcentral.com/lihs <http://mc.manuscriptcentral.com/lihs>
Please visit the author guidelines for the journal at: http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=lhs which gives full details. Please ensure you select this special issue from the relevant drop down menu on page four of the submission process.
Submission Deadline:
September 30th, 2017
Leadership Training in a Value-Based, Data-Driven Environment
________________________________
Special issue call for papers from Leadership in Health Services
Guest Editors:
Jullet A. Davis
Division of Health Care Management
School of Allied Health Sciences
Florida A&M University
334 Palmer Avenue
Lewis-Beck Building, Room 316
Tallahassee, FL 32307
Phone: (850) 561-2007;
Email: [log in to unmask]<mailto:[log in to unmask]>
Leigh W. Cellucci
Health Services and Information Management
College of Allied Health Sciences
East Carolina University
2150 W. 5th St.
HSIM Suite 4340
Greenville, NC 27834
Phone (252) 744-6072
Email: [log in to unmask]<mailto:[log in to unmask]>
Focus:
Improving the delivery of health care services is a critical goal of managers and practitioners alike. Since the passage of Medicaid and Medicare in the United States and similar reimbursement systems abroad, health care leaders have sought methods by which to capture, quantify, and apply decision-making data to control ever increasing costs. Yet, the call to balance payment reforms with service delivery specific to the needs of the patient and family is critical (Elf, et al., 2017). As we consider what data are necessary to meet regulatory and managerial requirements, we must also focus on how we train new managers and practitioners, or re-train those currently in the field, to appropriately use data in order to add value.
The Guo, Farnsworth, and Hermanson (2015) study reported that hospital administrators were more likely to reply on organizational data, colleagues, their own wisdom and experiences, and lastly, scientific research findings when faced with a decision-making dilemma. Yet, when asked why they did not use more evidence-based management practices, they reported they lacked both time and training. Should educators teach students how to manipulate and apply data appropriately, we may discover that they will enter the workplace ready to incorporate evidence-based practices into their decision-making processes. Aikat, et.al. (2017) came to a similar conclusion and stated that "... the time is right to embed data-centered learning within our educational system and, thus, generate the talent required to fully harness the potential of big data" (pg. 12). The key in health services leadership is to ensure that the patient's needs are the emphasis of this data-driven decision-making.
The focus of this special issue is on the value-based, data-driven techniques applied by those involved with leadership training. More specifically, what data are used in the training process, how effective are these data, and what data do we still need.
Manuscripts may address:
* Data from the patient's or user's perspective that may be used to inform future managers and practitioners on users define value-based care.
* National/regional/state-level data will help local leaders spot trends impacting organizational leadership challenges.
* Excluding data required by regulatory bodies, what are the decision-making data needs of managers and leaders?
* Techniques employed by academics to train students to gather, manipulate, and apply data specific to value-based care.
* Research exploring whether or not health services leadership and student training is sufficiently data-driven.
* Factual case studies focused on the application and/or outcomes of data use within health care organizations.
Value-based activities focus on:
* Technological innovations that make services more patient-centered, convenient, and efficient.
* Alternative financing strategies that allow health care providers the flexibility to give patients the necessary care and unique support.
* Core metrics for measuring collective progress and aligning providers, payers, and policy makers on the outcomes that matter the most.
* Local collaborations that connect health and social services to improve health outcomes at the community level.
References
Aikat, J., Carsey, T. M., Fecho, K., Jeffay, K., Krishnamurthy, A., Mucha, P. J., ... Ahalt, S. C. (2017). Scientific training in the era of big data: A new pedagogy for graduate education. Big Data, 5(1), 12-18. doi:http://dx.doi.org/10.1089/big.2016.0014<http://doi:http/dx.doi.org/10.1089/big.2016.0014>
Elf, M., Flink, M., Nilsson, M., Tistad, M., von Koch, L., & Ytterberg, C. (2017). The case of value-based healthcare for people living with complex long-term conditions. BMC Health Services Research, 17(1), 24. doi:http://dx.doi.org/10.1186/s12913-016-1957-6
<http://doi:http/dx.doi.org/10.1186/s12913-016-1957-6>
Guo, R., Farnsworth, T., & Hermanson, P. (2015). Information Resources for Hospital Administrator Health Care Management Decision-Making. Journal of Hospital Librarianship, 15(3), http://dx.doi.org/10.1080/15323269.2015.1049070
Submission Procedure:
Submissions to this journal are through the ScholarOne submission system here:
https://mc.manuscriptcentral.com/lihs <https://mc.manuscriptcentral.com/lihs>
Please visit the author guidelines for the journal at http://www.emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=lhs which gives full details. Please ensure you select this special issue from the relevant drop down menu on page four of the submission process.
Submission Deadline:
December 30, 2017
Emerald Publishing Limited, Registered Office: Howard House, Wagon Lane, Bingley, BD16 1WA
United Kingdom. Registered in England No. 3080506, VAT No. GB 665 3593 06
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