A Systematic Approach in Developing Management Workforce Readiness for Digital Health Transformation in Healthcare

Brommeyer, Mark; Liang, Zhanming

doi:10.3390/ijerph192113843

Cited by 11 publications

(8 citation statements)

References 57 publications

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“…The redesigned Graduate Certificate in Digital Transformation of Health occurs in the context of increasing awareness of the need to develop a digitally-capable health workforce [7][8][9]. However, broader industry trends show that the digital health sector also contains diverse careers in data analysis, informatics, and application development, with early and mid-career professionals from clinical care, health management, and technology sectors keen for interactive, practical and interdisciplinary learning [16].…”

Section: Principal Resultsmentioning

confidence: 99%

“…Alongside global recognition of the importance of digital health [6], the domains of digital health and health informatics have become areas of increasing focus for education and workforce development. In Australia, the newly published National Digital Health Capability Action Plan (CAP) and institutional education strategies have a significant role to play in building digital health capability across the health workforce [7][8][9]. Across a 7-year roadmap, the CAP has outlined priority actions including the development of specialist digital health career pathways, specialist digital health courses and continuing professional development opportunities for clinicians, informaticians, service management and related roles in the health sector.…”

Section: Introductionmentioning

confidence: 99%

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Transforming the future of digital health education: Redesign of a graduate program using competency mapping (Preprint)

Mun,

Chanchlani,

Lyons

et al. 2023

Preprint

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BACKGROUND Digital transformation has disrupted many industries but is yet to revolutionise healthcare. Educational programs must be aligned to the reality that beyond developing individuals in their own professions, professionals wishing to make an impact in digital health will need a multidisciplinary understanding of how business models, organisational processes, stakeholder relationships, and workforce dynamics across the healthcare ecosystem may be disrupted by digital health technology. OBJECTIVE To redesign an existing postgraduate program, ensuring that core digital health content is relevant, pedagogically sound and evidence-based, and that the program provides learning and practical application of concepts of digital transformation of health. METHODS Existing subjects were mapped to the American Medical Informatics Association (AMIA) Clinical Informatics Core Competencies, followed by consultation with leadership to further identify gaps or opportunities to revise the course structure. New additions of core and elective subjects were proposed to align with the competencies. Suitable electives were chosen based on stakeholder feedback and a review of subjects in fields relevant to digital transformation of health. RESULTS The program was revised with a new title, course overview, course intended learning outcomes, reorganising of core subjects, and approval of new electives, adding to a suite of professional development offerings and forming a structured pathway to further qualification. CONCLUSIONS Programs in digital health must move beyond purely informatics-based competencies towards enabling transformational change. Postgraduate program development in this field is possible within a short timeframe with use of established competency frameworks, expert and student consultation.

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Section: Principal Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Transforming the future of digital health education: Redesign of a graduate program using competency mapping (Preprint)

Mun,

Chanchlani,

Lyons

et al. 2023

Preprint

View full text Add to dashboard Cite

show abstract

“…Yet, it will also be essential to plan for unexpected events or circumstances that could derail digital transformation efforts. By establishing a robust risk management plan and building flexibility into digital transformation initiatives, health care providers can minimize the impact of unforeseen events and ensure that their digital transformation efforts continue to deliver value and benefits to patients and health care providers alike [29][30][31][32][33].…”

Section: Conditions For Successful Digital Change In Health Care and ...mentioning

confidence: 99%

Digital Transformation of Public Health for Noncommunicable Diseases: Narrative Viewpoint of Challenges and Opportunities

Leal Neto,

Von Wyl

2024

JMIR Public Health Surveill

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The recent SARS-CoV-2 pandemic underscored the effectiveness and rapid deployment of digital public health interventions, notably the digital proximity tracing apps, leveraging Bluetooth capabilities to trace and notify users about potential infection exposures. Backed by renowned organizations such as the World Health Organization and the European Union, digital proximity tracings showcased the promise of digital public health. As the world pivots from pandemic responses, it becomes imperative to address noncommunicable diseases (NCDs) that account for a vast majority of health care expenses and premature disability-adjusted life years lost. The narrative of digital transformation in the realm of NCD public health is distinct from infectious diseases. Public health, with its multifaceted approach from disciplines such as medicine, epidemiology, and psychology, focuses on promoting healthy living and choices through functions categorized as “Assessment,” “Policy Development,” “Resource Allocation,” “Assurance,” and “Access.” The power of artificial intelligence (AI) in this digital transformation is noteworthy. AI can automate repetitive tasks, facilitating health care providers to prioritize personal interactions, especially those that cannot be digitalized like emotional support. Moreover, AI presents tools for individuals to be proactive in their health management. However, the human touch remains irreplaceable; AI serves as a companion guiding through the health care landscape. Digital evolution, while revolutionary, poses its own set of challenges. Issues of equity and access are at the forefront. Vulnerable populations, whether due to economic constraints, geographical barriers, or digital illiteracy, face the threat of being marginalized further. This transformation mandates an inclusive strategy, focusing on not amplifying existing health disparities but eliminating them. Population-level digital interventions in NCD prevention demand societal agreement. Policies, like smoking bans or sugar taxes, though effective, might affect those not directly benefiting. Hence, all involved parties, from policy makers to the public, should have a balanced perspective on the advantages, risks, and expenses of these digital shifts. For a successful digital shift in public health, especially concerning NCDs, AI’s potential to enhance efficiency, effectiveness, user experience, and equity—the “quadruple aim”—is undeniable. However, it is vital that AI-driven initiatives in public health domains remain purposeful, offering improvements without compromising other objectives. The broader success of digital public health hinges on transparent benchmarks and criteria, ensuring maximum benefits without sidelining minorities or vulnerable groups. Especially in population-centric decisions, like resource allocation, AI’s ability to avoid bias is paramount. Therefore, the continuous involvement of stakeholders, including patients and minority groups, remains pivotal in the progression of AI-integrated digital public health.

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“…To improve a health service manager's capability in facilitating and implementing digital health transformation, it is desirable that health service managers develop relevant competencies. Providing an environment that enables managers to fulfill their responsibilities is equally important [29].…”

Section: Competency Context and Performancementioning

confidence: 99%

Developing Health Management Competency for Digital Health Transformation: Protocol for a Qualitative Study

Brommeyer,

Liang,

Whittaker

et al. 2023

JMIR Res Protoc

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Background Globally, the health care system is experiencing a period of rapid and radical change. In response, innovative service models have been adopted for the delivery of high-quality care that require a health workforce with skills to support transformation and new ways of working. Objective The aim of this research protocol is to describe research that will contribute to developing the capability of health service managers in the digital health era and enabling digital transformation within the Australian health care environment. It also explains the process of preparing and finalizing the research design and methodologies by seeking answers to the following three research questions: (1) To what extent can the existing health service management and digital health competency frameworks guide the development of competence for health service managers in understanding and managing in the digital health space? (2) What are the competencies that are necessary for health service managers to acquire in order to effectively work with and manage in the digital health context? (3) What are the key factors that enable and inhibit health service managers to develop and demonstrate digital health competence in the workplace? Methods The study has adopted a qualitative approach, guided by the empirically validated management competency identification process, using four steps: (1) health management and digital health competency mapping, (2) scoping review of literature and policy analysis, (3) focus group discussions with health service managers, and (4) semistructured interviews with digital health leaders. The first 2 steps were to confirm the need for updating the current health service management curriculum to address changing competency requirements of health service managers in the digital health context. Results Two initial steps have been completed confirming the significance of the study and study design. Step 1, competency mapping, found that nearly half of the digital competencies were only partially or not addressed at all by the health management competency framework. The scoping review articulated the competencies health service managers need to effectively demonstrate digital health competence in the workplace. The findings effectively support the importance of the current research and also the appropriateness of the proposed steps 3 and 4 in answering the research questions and achieving the research aim. Conclusions This study will provide insights into the health service management workforce performance and development needs for digital health and inform credentialing and professional development requirements. This will guide health service managers in leading and managing the adoption and implementation of digital health as a contemporary tool for health care delivery. The study will develop an in-depth understanding of Australian health service managers’ experiences and views. This research process could be applied in other contexts, noting that the results need contextualization to individual country jurisdictions and environments. International Registered Report Identifier (IRRID) DERR1-10.2196/51884

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A Systematic Approach in Developing Management Workforce Readiness for Digital Health Transformation in Healthcare

Cited by 11 publications

References 57 publications

Transforming the future of digital health education: Redesign of a graduate program using competency mapping (Preprint)

Transforming the future of digital health education: Redesign of a graduate program using competency mapping (Preprint)

Digital Transformation of Public Health for Noncommunicable Diseases: Narrative Viewpoint of Challenges and Opportunities

Developing Health Management Competency for Digital Health Transformation: Protocol for a Qualitative Study

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