EHMA Winter School

Managing Digital Innovation in Healthcare
5th – 7th February 2019
Kloster Eberbach, Germany

 

Today’s healthcare systems are confronted with new challenges and their managers are facing new pressures. Digital technologies can support addressing some of those challenges; enable better and more efficient healthcare; and wider access to medical expertise. Equally, eHealth innovations are influencing professional business interaction and ways of behaviour. Because education programmes rarely teach how to interact with new technologies and how they are influencing the healthcare systems, it is important for health professionals to gain new knowledge and skills on how to manage digital innovation in healthcare.

In today’s changing healthcare systems, it is of the upmost importance for healthcare professionals and managers to have adequate skills to address the challenges and exploit the opportunities that digitalisation will bring. Therefore, the EHMA Winter School is targeted specifically to young healthcare managers and professionals with a view to develop their managerial skills through competencies training addressing the impact of digitalisation in the field of healthcare. The EHMA Winter School will be held by experienced academics, who will provide interactive coaching sessions that target the application of transferable skills to the digitalising market while considering the political and economic framework of eHealth as well as the opportunities and limitations of IT technologies in healthcare. Ultimately, the attendees will understand the opportunities and risks of digitalisation and have the competencies to manage them.

What will you learn?

  • The impact of digital innovation on health workforce and skill-mix
    by Prof. Dr. Walter Sermeus, KU Leuven Institute for Healthcare Policy, Belgium
    The session aims to understand the impact of digital innovation on jobs in the healthcare sector. What will be the impact on new competences and skill-mix? Which jobs will disappear? What will be the new jobs for the future? We will transform current data and future scenarios into a strategic health workforce plan for a health system or an healthcare organisation.
  • A new approach to developing Healthcare Leaders – Taking a global perspective whilst retaining regional and local practice
    by Dr. Stephen Brookes and Dr. Jill McCarthy, University of Manchester, UK
    This session will provide a unique opportunity for healthcare leaders to adapt, engage and apply their leadership capability with a focus on the leadership role in promoting and empowering Digital Innovation through an applied leadership challenge grounded in action learning.
  • Teleneurology – Integrating neurological expertise through digital innovation
    by Dr. Axel Kaehne, Edge Hill University, UK
    The session will explore the use of technology in a neurological service facilitating an integrated care model between clinicians across acute treatment centres to increase shared clinical expertise and support clinical decision making to improve patient safety and patient outcomes.

How will you learn?

The Winter School will be organised into three interactive coaching sessions, set up in three small rotating groups so that each group will learn simultaneously and have exposure to the same topics. Each session will last around three hours and will focus on one or two core activities aimed at developing specific competencies. The EHMA Winter School coaching sessions will facilitate dynamic, student-led learning, while also ensuring guidance from coaches, so that participants feel secure and the learning process has direction. Hence, the coaches will involve themselves to an extent as direct lecturers to provide information for the participant-led interactive parts, which will be the principal focus.

Fees

The EHMA 2019 Winter School fees is 750 Euro per person (VAT excluded)*.

What does it include?

  • 2-night accommodation (Tuesday, 5h and Wednesday, 6th February 2019)
  • 3-day breakfast (Tuesday, 5h; Wednesday, 6th and Thursday, 7th February 2019)
  • 3-day lunch (Tuesday, 5h; Wednesday, 6th and Thursday, 7th February 2019)
  • 2 social dinners (Tuesday, 5h and Wednesday, 6th February 2019)
  • Coffee breaks (Tuesday, 5h; Wednesday, 6th and Thursday, 7th February 2019)
  • Meeting space
  • Study materials and training program.

For more information, please contact Federica Margheri at federica.margheri@ehma.org or +32 (0)2 502 6525

Sessions and trainers
The impact of digital innovation on health workforce and skill mix

The session aims to understand the impact of digital innovation on jobs in the healthcare sector. What will be the impact on new competences and skill-mix? Which jobs will disappear? What will be the new jobs for the future? We will transform current data and future scenarios into a strategic health workforce plan for a health system or an healthcare organisation.

Learning Outcomes

  1. Understanding the impact of digital innovations on jobs in the healthcare sector. Will we have surpluses or shortages for some types of jobs?
  2. Understanding the impact of digitisation on new competencies and skill-mix.  For which jobs are we preparing new the future generations? What will be the new jobs of the future?

Session Leader

Prof. Walter Sermeus is Professor of Healthcare Management at the Leuven Institute for Healthcare Policy, University of Leuven KU Leuven, Belgium. He is Program Director of the Master in Health Care Policy & Management and the Frances Bloomberg International Distinguished Visiting Professor, University of Toronto, Canada in 2015-16. He holds a PhD in Public Health, a MSc in Biostatistics, a MSc in Healthcare Management and a Nursing Sciences and a BA in Nursing. He was European Coordinator of the EU-FP7 RN4CAST-project, Nurse Forecasting in Europe 2009-2011. He is the member of the European Academy of Nursing Science (EANS) and advising World Health Organization, European Union and European associations in Human Resources in Health. Prof. Sermeus is also Head of the KU Leuven WHO CC on Human Resources for Health Research & Policy.

 

A new approach to developing healthcare leaders

Commonalities exist across global healthcare systems although these will have significantly different cultural and commissioner/provider relations (public/private/hybrid) and divergent governance arrangements. The session will briefly explore four golden threads that provide a unique opportunity for healthcare leaders to take an adaptive, engaging and applied approach to developing their leadership capability and capacity and share best practice through increased international awareness, networking and creative application. The focus for this session will be the leadership role in promoting and empowering Digital Innovation.  A pedagogy that combines the best of blended learning to enable healthcare professionals to work “at their own pace and in their own place” through cutting-edge approaches and application to leadership practice will be illustrated through an applied leadership challenge grounded in action learning.

Learning Outcomes

  1. To gain an increasing awareness of the benefits and opportunities of networked leadership development by blending cutting-edge virtual learning with peer-led innovation and application within the theme of Digital Innovation.
  2. To explore how the patient can be at the heart of leader’s intentions whilst balancing this with the need for revenue-generating strategies and the extent to which Digital Innovation can support this.
  3. A greater understanding of the benefits of internationalisation rather than globalisation and the sharing of good practice and intelligence.
  4. To appreciate that learning and service improvement are “two sides of the same coin” and how to combine this through a pedagogy that combines the best of blended learning techniques and approaches that will last well beyond the programme of development itself.

Session Leaders

Dr. Steve Brookes is a senior fellow in public policy and management and specialises in leadership and organisational development. For six years, he was the  Programme Director for the MSc in Healthcare Management, which was relaunched in 2017 as the MSc International Healthcare Leadership and is a regular contributor to the full time and Global MBA. Stephen has a unique blend of experience at a senior level in the police, central and regional government, and local government. He also has a sound academic background, having completed his PhD in 2004 and increasingly publishing in academic journals and books and presenting papers at conferences. Immediately prior to his appointment at MBS Stephen was the Home Office Director for the Government Office for the East Midlands, which he undertook for almost six years. During this time Stephen had considerable experience in working with partnerships and supporting both performance improvement programmes and in facilitating and leading change.

Dr. Jill McCarthy is a Senior Lecturer in Health Management at Manchester Business School.  She is also an active member of the NHS Research Ethics Committee NorthWest, and is external examiner for postgraduate programmes at the University of West London including the PGCert in Strategic Workforce Planning and Developing Integrated Services module. In addition, she is a reviewer for Health and clinical text books and journals, including: Sage Publications; the Journal of Nursing Education and Practice; Nurse Education Today; and McMaster University Health Journals. With over twenty years’ experience in teaching health management and leadership, and related topics, Jill commenced her role at Manchester Business School in 2012 and has since been engaged in the design and delivery of the Elizabeth Garrett Anderson MSc in Healthcare Leadership; she is one of the programme directors and lead for several cohorts within the programme.  Jill is also involved in undergraduate teaching within the Business School and research supervisor for both Masters' and Doctoral students.

 

Teleneurology - Integrating neurological expertise through digital innovation

The session will explore the use of technology in a neurological service facilitating an integrated care model between clinicians across acute treatment centres to increase shared clinical expertise and support clinical decision making to improve patient safety and patient outcomes.

Case Study

High quality patient care in neurological services is limited by two aspects: limited clinical practice and lack of expertise. The former develops as single practitioners are operating in acute centres with too few patients. The latter occurs where practitioners do not have the opportunity to link up with colleagues, discuss cases and cross check clinical decisions. The conventional answer of health care commissioners has been to establish centres of excellence. However, this often means that whilst some patients are being referred to these new centres, sole practitioners continue to operate in some acute centres, now with even fewer patients which, ultimately, increases the risks for malpractice.
In the North West of England, a centre of excellence has developed a hub and spoke model to address the issues of skills and expertise in regional providers. It utilised new technology to allow practitioners is other acute treatment centres to link up with their colleagues in the centre of excellence, discuss cases, shares patient notes and make clinical decisions collaboratively. The technology has been supported through a partnership agreement, additional investment in clinical capacity and resources as well as through agreements on patient care pathways and case management.
The case study will explore what has been necessary to develop the implementation of this integrated care model, the role of technology in establishing this new way of working, and any potential challenges along the way. Particular attention will be paid to the impact of the use of technology on governance arrangements, decision making, the role of the patient and clinician, and the metrics needed to measure the effect of the new model of care.

Learning Outcomes

  1. To understand the impact of technology and digital innovation on clinical decision making, partnership work and integrated care solutions
  2. To explore the potential barriers and facilitators to implementation of technological solutions to health care problems, particularly in governance, collaborative and cross-organisational co-operation
  3. Be able to critically appraise the opportunities and challenges of digital innovation in care integration through a case study

Session Leader

Dr. Axel Kaehne took up a position of Research Fellow at the School of Medicine, Cardiff University in 2005 and joined Edge Hill as a Senior Research Fellow in April 2013. He was appointed Reader in Health Service Research in 2016 and is currently Editor-in-Chief of the Journal of Integrated Care Research Interests. Dr. Kaehne was educated in Berlin (Germany) at Free University and Humboldt University and subsequently studied at Aberdeen University and the University of Wales. Dr. Kaehne has designed and delivered evaluations of health improvement programmes in England and Wales and is also member of the Children’s Nursing Research Unit at Alder Hey, the Children’s Hospital NHS Foundation Trust.

Agenda

 

* Transfers, Cancellation & Refunds
You may transfer your booking to another participant at any time upon written notice to federica.margheri@ehma.org. The transfer of booking does not apply to EHMAthoners or voucher holders.

You have the right to cancel your booking at any time up to 14th January 2019. If written notice is received before 14th January 2019, your payment will be refunded in full. If we receive written notice after 14th January 2019 there will be no entitlement to any refund. To exercise the right to cancel, you must inform us of your decision to cancel this contract by a clear statement (e.g. a letter sent by post or e-mail). To meet the cancellation deadline, it is sufficient for you to send your notice of cancellation before the cancellation period has expired.