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ROLE OF MEDICAL MANAGERS ROLE OF MEDICAL MANAGERS IN PUBLIC HOSPITALS IN IN PUBLIC HOSPITALS IN

SOUTH AFRICASOUTH AFRICA

Dr Deb Basu Dr Deb Basu Department of Community Health Department of Community Health

Charlotte Maxeke Johannesburg Academic Charlotte Maxeke Johannesburg Academic Hospital and University of the Witwatersrand Hospital and University of the Witwatersrand

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Einstein (1999) commented after receiving the Physician Business Leader Award in USA:

Appropriately skilled and interested clinicians need to step forward to provide the administrative leadership necessary to direct the future of health care and to ensure that other clinicians and scientists will have the necessary resources they need to make Nobel-Prize-winning discoveries that lead to the prevention and cure of cancer.

Today's Medical Manager plays a new legitimate role in the attainment of the traditional professional goals of medicine.

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CONTENTCONTENT

Scope of practice for Medical ManagersScope of practice for Medical ManagersRoles and responsibilities of Medical Roles and responsibilities of Medical Managers in South AfricaManagers in South AfricaMedical Management Education and Medical Management Education and Training ProgrammeTraining Programme

Proposed Medical Management Education Proposed Medical Management Education and Training Programme in South Africaand Training Programme in South Africa

Future challengesFuture challenges

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PUBLIC HOSPITAL ORGANISATIONPUBLIC HOSPITAL ORGANISATION

Hospital Board

CHIEF EXECUTIVE OFFICER

Core business (Clinical care)

Non-core business (Hotel care)

Hospital Administration

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CLINICAL CARECLINICAL CARE

Clinical care

Medical Nursing Medical and allied

Medical Doctor Medical Manager

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MEDICINE

M

MANAGEMENT

m

medical MANAGEMENTmedical MANAGEMENT

mMmM

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MEDICAL MANAGEMENTMEDICAL MANAGEMENT

Medical Medical Management Management is a medical discipline is a medical discipline concerned with the management of every aspect concerned with the management of every aspect and every level of the health services includingand every level of the health services includingPrevention, promotion, cure and rehabilitation. Prevention, promotion, cure and rehabilitation. Planning, organising, controlling, coordinating Planning, organising, controlling, coordinating and evaluating the resources and evaluating the resources Processes, output and outcome of patient care, Processes, output and outcome of patient care, educationeducationTraining and research in the health sector Training and research in the health sector

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MEDICAL MANAGEMENTMEDICAL MANAGEMENT

Medical management is integration of:Medical management is integration of:

The knowledge, The knowledge, skills, ethics and skills, ethics and

values of leadership values of leadership and MANAGEMENTand MANAGEMENT

The knowledge, The knowledge, skills, ethics and skills, ethics and

values of values of MEDICINEMEDICINE

WITHWITH

AAmerican College of Physician Executivesmerican College of Physician Executives

1010

Patient Number 1Patient Number 150 year male 50 year male Diabetic ketoDiabetic keto--acidosis acidosis CEO CEO GCS 6GCS 6

Patient Number 2Patient Number 220 year female20 year femaleMVAMVAUnemployedUnemployedGCS 6GCS 6

QUESTIONQUESTIONWho should get the bed?Who should get the bed?

Should we add an additional bed?Should we add an additional bed?Who takes the decision?Who takes the decision?

What should be basis of that decision? What should be basis of that decision?

SCENARIO 1: A public hospital with 48 ICU beds SCENARIO 1: A public hospital with 48 ICU beds 47 patients, one empty bed47 patients, one empty bed

Sunday 20:00 hours: 2 patients arrived at the same timeSunday 20:00 hours: 2 patients arrived at the same time

Clinical Economics

1111

SCENARIOSCENARIOSCENARIO 2: Head of Pediatrics in a Hospital would like to SCENARIO 2: Head of Pediatrics in a Hospital would like to prescribe an expensive antibiotics, which is not usually prescribe an expensive antibiotics, which is not usually available in public hospitals and not even covered by Medical available in public hospitals and not even covered by Medical schemes. He states that schemes. He states that HE IS THE HEAD OF PAEDIATRICS. HE DO NOT CARE HE IS THE HEAD OF PAEDIATRICS. HE DO NOT CARE WHEATHER THE HOSPITAL CAN AFFORD IT OR NOTWHEATHER THE HOSPITAL CAN AFFORD IT OR NOT

SCENARIO 3: Head of Nuclear Medicine would like to buy a SCENARIO 3: Head of Nuclear Medicine would like to buy a PET Scanner to improve management of cancer patients PET Scanner to improve management of cancer patients besides another public hospital in the Province has already besides another public hospital in the Province has already purchased it. He states that purchased it. He states that HE KNOWS WHAT IS GOOD FOR THE PATIENTSHE KNOWS WHAT IS GOOD FOR THE PATIENTS

SCENARIO 4: Finance Manager of a Hospital does not like to SCENARIO 4: Finance Manager of a Hospital does not like to buy surgical gloves which is relatively expensive but of good buy surgical gloves which is relatively expensive but of good quality and reduce infection. He states thatquality and reduce infection. He states thatTHE HOSPITAL HAD BUDGET PROBLEM. HE HAS TO CUT THE HOSPITAL HAD BUDGET PROBLEM. HE HAS TO CUT COST.COST.

Evidence Based Health Care

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SCOPE OF PRACTICE FOR MEDICAL SCOPE OF PRACTICE FOR MEDICAL MANAGERSMANAGERS

1.1. Practise Practise evidenceevidence--based medicinebased medicine, i.e. to acquire, , i.e. to acquire, analyse and critically review existing knowledge, so to analyse and critically review existing knowledge, so to produce evidence on which practice can be based;produce evidence on which practice can be based;

2.2. Apply the principles of clinical medicine, Apply the principles of clinical medicine, costcost--effectiveness analysis, costeffectiveness analysis, cost--benefit analysis and decision benefit analysis and decision analysisanalysis in clinical practice;in clinical practice;

3.3. Critically appraise Critically appraise complex health services administration complex health services administration problemsproblems and to formulate appropriate solutions to these and to formulate appropriate solutions to these problems;problems;

4.4. Assess the Assess the health care needshealth care needs of the community, patients of the community, patients and other health service clients;and other health service clients;

5.5. Maximise the health of the communityMaximise the health of the community through the through the development and supervision of clinically effective development and supervision of clinically effective services;services;

Hong Kong College of Community MedicineHong Kong College of Community Medicine

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SCOPE (contd..)SCOPE (contd..)

6.6. Manage Manage human and material resources effectively and human and material resources effectively and efficientlyefficiently for health services;for health services;

7.7. Manage changes in Manage changes in technology and resourcestechnology and resources in health in health care systems;care systems;

8.8. Promote Promote good clinical and administrative practicegood clinical and administrative practice in in health care;health care;

9.9. Understand and promote Understand and promote biomedical and managerial biomedical and managerial ethics;ethics;

10.10. Assume an Assume an enabling, advocating and mediating roleenabling, advocating and mediating role in a in a multidisciplinary environment, to effect changes in multidisciplinary environment, to effect changes in culture and practice in the health care system.culture and practice in the health care system.

Hong Kong College of Community MedicineHong Kong College of Community Medicine

MEDICAL MANAGERS IN MEDICAL MANAGERS IN SOUTH AFRICASOUTH AFRICA

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Medical Management in South Medical Management in South Africa: A neglected profession. Africa: A neglected profession.

OBJECTIVESOBJECTIVESTo review the roles and responsibilities of To review the roles and responsibilities of Medical Managers in South AfricaMedical Managers in South Africa

To review the education and training To review the education and training programmes for medical managersprogrammes for medical managers

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METHODOLOGYMETHODOLOGY

STUDY DESIGNSTUDY DESIGN

Review Review Sunday Times job advertisement published in Sunday times in 2007Sunday Times job advertisement published in Sunday times in 2007which requires both medical and management qualification in publwhich requires both medical and management qualification in public ic service (n=224)service (n=224)

EEducation and training programmes for medical ducation and training programmes for medical managersmanagers

Internet search with key word: `MedicalInternet search with key word: `Medical‘‘ and and `Management``Management`Questionnaires to Medical Managers (n=32)Questionnaires to Medical Managers (n=32)

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QUESTIONSQUESTIONS

Who are the Medical Managers?Who are the Medical Managers?What do they do?What do they do?Why do we need them?Why do we need them?What is their uniqueness? What is their uniqueness? What distinguishes them from other What distinguishes them from other professionals such as:professionals such as:

Other Health/ Hospital Managers and Other Health/ Hospital Managers and Clinicians?Clinicians?

What are their core competencies?What are their core competencies?What values they add to an organisation?What values they add to an organisation?

RESULTSRESULTS

ROLES AND RESPONSIBILITIES ROLES AND RESPONSIBILITIES OF MEDICAL MANAGERS IN OF MEDICAL MANAGERS IN

SOUTH AFRICASOUTH AFRICA

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WHERE DO THEY WORK IN SOUTH WHERE DO THEY WORK IN SOUTH AFRICA?AFRICA?

Hospitals and other facilitiesHospitals and other facilities--Medical Superintendent/ Clinical Medical Superintendent/ Clinical Executive/ Medical Manager/ Clinical Executive/ Medical Manager/ Clinical DirectorDirectorDistrict, Regional and Provincial OfficesDistrict, Regional and Provincial OfficesMedical AdvisorMedical AdvisorNonNon--Medical positionsMedical positions

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SCOPE OF PRACTICE FOR MEDICAL SCOPE OF PRACTICE FOR MEDICAL MANAGERS IN SOUTH AFRICAMANAGERS IN SOUTH AFRICA

Medical (Clinical)Medical (Clinical)ManagementManagement

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SCOPE OF PRACTICE FOR MEDICAL SCOPE OF PRACTICE FOR MEDICAL MANAGERS IN SOUTH AFRICAMANAGERS IN SOUTH AFRICA

1. Clinical functions1. Clinical functions--

1.1 Manage all medical and allied disciplines1.1 Manage all medical and allied disciplines1.2 Plan and control CPD programmes for doctors, 1.2 Plan and control CPD programmes for doctors,

medical services and medical support servicesmedical services and medical support services1.3 Monitor core hours and overtime requirements1.3 Monitor core hours and overtime requirements1.4 Implement and monitor referral networks between 1.4 Implement and monitor referral networks between

PHC, district hospitals, and Level 3 HospitalsPHC, district hospitals, and Level 3 Hospitals1.5 Develop and implement clinical protocols1.5 Develop and implement clinical protocols

Sunday Times Advertisements 2007Sunday Times Advertisements 2007

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SCOPE OF PRACTICE FOR MEDICAL SCOPE OF PRACTICE FOR MEDICAL MANAGERS IN SOUTH AFRICAMANAGERS IN SOUTH AFRICA

Clinical (contd...)Clinical (contd...)1.6 Manage the clinical governance strategy, policies and 1.6 Manage the clinical governance strategy, policies and

protocolsprotocols1.7 Lead clinical audit process 1.7 Lead clinical audit process 1.8 Co1.8 Co--ordinate and manage Medicoordinate and manage Medico--legal Research, legal Research,

Epidemiological Biostatistical services in the HospitalEpidemiological Biostatistical services in the Hospital / / FacilitiesFacilities

1.9 Lead quality assurance processes1.9 Lead quality assurance processes1.10 Cover the hospital after hours1.10 Cover the hospital after hours

Sunday Times Advertisements 2007Sunday Times Advertisements 2007

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SCOPE OF PRACTICE FOR MEDICAL SCOPE OF PRACTICE FOR MEDICAL MANAGERS IN SOUTH AFRICAMANAGERS IN SOUTH AFRICA

2 2 Human ResourcesHuman Resources2.1 2.1 Management of staffing requirements of Medical DepartmentsManagement of staffing requirements of Medical Departments2.2 2.2 Performance management of medical and allied staffPerformance management of medical and allied staff2.3 2.3 Staff development and trainingStaff development and training2.4 2.4 Training to junior doctorsTraining to junior doctors

3.3. Financial managementFinancial management3.1 Budget and Expenditure3.1 Budget and Expenditure3.2 Cost centre3.2 Cost centre

4. 4. Information ManagementInformation Management

5.5. Part of the Executive Management teamPart of the Executive Management team

Sunday Times Advertisements 2007Sunday Times Advertisements 2007

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SCOPE OF PRACTICE FOR MEDICAL SCOPE OF PRACTICE FOR MEDICAL MANAGERS IN SOUTH AFRICAMANAGERS IN SOUTH AFRICA

6.6. OthersOthers

6.1 6.1 Plumbing (DoctorPlumbing (Doctor’’s room was flooded)s room was flooded)6.2 Cleaning (Ward was not cleaned)6.2 Cleaning (Ward was not cleaned)6.3 Portering (Porter was not available)6.3 Portering (Porter was not available)6.4 Social work (Patient had no money)6.4 Social work (Patient had no money)6.5 Judge (Surgeon and Anesthetist wanted to kill each other)6.5 Judge (Surgeon and Anesthetist wanted to kill each other)6.6 Glorified PORTER in Academic Hospitals6.6 Glorified PORTER in Academic Hospitals

and continue and continue ……………………

Questionnaire (2007)Questionnaire (2007)

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DISCUSSIONDISCUSSION

MEDICAL MANAGERS IN SOUTH AFRICAMEDICAL MANAGERS IN SOUTH AFRICANot really CliniciansNot really CliniciansNot really ManagersNot really ManagersSomewhere a hybrid of the two who can Somewhere a hybrid of the two who can solve any problem in a facilitysolve any problem in a facility

RESULTSRESULTS

MEDICAL MANAGEMENT MEDICAL MANAGEMENT EDUCATION AND EDUCATION AND

TRAININGTRAINING

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MEDICAL MANAGEMENT AS A MEDICAL MANAGEMENT AS A SPECIALITYSPECIALITY

RECOGNISED AS A SPECIALITYRECOGNISED AS A SPECIALITYRoyal Australasian College of Medical Royal Australasian College of Medical AdministrationAdministrationHong Kong College of Community Medicine Hong Kong College of Community Medicine subspecialty of Administrative Medicinesubspecialty of Administrative MedicineNational Board of ExaminationsNational Board of Examinations of of IndiaIndia-- Health Health AdministrationAdministrationAcademy of Medicine of MalaysiaAcademy of Medicine of MalaysiaAmerican College of Physician ExecutiveAmerican College of Physician ExecutiveRoyal College of Surgeons in Ireland: School of Royal College of Surgeons in Ireland: School of Healthcare ManagementHealthcare Management

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MEDICAL MANAGEMENT AS A MEDICAL MANAGEMENT AS A SPECIALITYSPECIALITY

NOT YET RECOGNISEDNOT YET RECOGNISEDBritish Association of Medical Managers and British Association of Medical Managers and Royal College of PhysiciansRoyal College of PhysiciansThe College of Public Health Medicine of South The College of Public Health Medicine of South Africa: Division of Medical ManagementAfrica: Division of Medical Management

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MEDICAL MANAGEMENT TRAINING MEDICAL MANAGEMENT TRAINING IN SOUTH AFRICAIN SOUTH AFRICA

MPHMPH-- Health and Hospital Management, Health Health and Hospital Management, Health PolicyPolicyMBA MBA -- Health ManagementHealth ManagementDPH DPH -- Health and Hospital Management, Health Health and Hospital Management, Health PolicyPolicyDHSMDHSMShort coursesShort courses

Are those qualifications offering the training Are those qualifications offering the training we need for our Medical Managers?we need for our Medical Managers?

3030

MEDICAL MANAGEMENT AS A MEDICAL MANAGEMENT AS A SPECIALITY IN SOUTH AFRICASPECIALITY IN SOUTH AFRICA

Are those qualifications offering the training Are those qualifications offering the training we need for our Medical Managers?we need for our Medical Managers?

YES and NOYES and NO

Yes:Yes: Probably theoritical training Probably theoritical training No:No: Experiential learningExperiential learning

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WHAT ARE THE DIFFERENCES?WHAT ARE THE DIFFERENCES?

Fellow of the College Fellow of the College of the Paediatrics and of the Paediatrics and Child HealthChild HealthFellow of the College Fellow of the College of Public Health of Public Health MedicineMedicine

MSc (Med) in Child MSc (Med) in Child Health Health

MPHMPH

EXPERIENTIAL LEARNING

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THE ROYAL AUSTRALASIAN COLLEGE OF THE ROYAL AUSTRALASIAN COLLEGE OF MEDICAL ADMINISTRATORSMEDICAL ADMINISTRATORS

STUDY AND EXAMINATION PROGRAMME STUDY AND EXAMINATION PROGRAMME

Clinical experience of three yearsClinical experience of three yearsSupervised administrative experience of three yearsSupervised administrative experience of three years(hospitals, mental health services, community health (hospitals, mental health services, community health services, statutory authorities and government services, statutory authorities and government departments)departments)Theoretical studies involving an approved Master's Theoretical studies involving an approved Master's programme programme A case study on a health/administrative problem A case study on a health/administrative problem encountered, or project undertaken, during the period of encountered, or project undertaken, during the period of supervised experiencesupervised experienceOral examinations involving a general viva to establish the Oral examinations involving a general viva to establish the Candidate's knowledge and expertise in the area of health Candidate's knowledge and expertise in the area of health services management.services management...

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AMERICAN COLLEGE OF PHYSICAN AMERICAN COLLEGE OF PHYSICAN EXECUTIVESEXECUTIVES

Clinical experience Clinical experience 3 years experience in 3 years experience in practicepractice beyond residency beyond residency trainingtraining150 Hours of management 150 Hours of management educationeducation

126 hours of tested 126 hours of tested core core coursescourses (provided by (provided by ACPE)ACPE); ; 24 hours of tested elective 24 hours of tested elective management courses. management courses. Graduate management Graduate management degreedegree

Medical Management Medical Management ExperienceExperience1 year1 year of medical management of medical management experience. experience.

CORE COURSESCORE COURSESHealth lawHealth lawManaging Physician Managing Physician performanceperformanceQualityQualityEthical challengesEthical challengesFinancial decision makingFinancial decision makingPhysicians in management: Physicians in management:

MarketingMarketingInfluenceInfluenceNegotiationsNegotiationsMedical InformaticsMedical Informatics

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HONG KONG COLLEGE OF HONG KONG COLLEGE OF COMMUNITY MEDICINE (HKCCM)COMMUNITY MEDICINE (HKCCM)

Administrative Medicine (AM)Administrative Medicine (AM)Occupational Medicine Occupational Medicine Public Health Medicine Public Health Medicine

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HKCCM (AM) TRAINING CONTENTHKCCM (AM) TRAINING CONTENT

Supervised clinical experience Supervised clinical experience Public health & epidemiology. Statistics, research and Public health & epidemiology. Statistics, research and evaluation methodsevaluation methodsPolitics and policy studiesPolitics and policy studiesSocial and behavioural sciences. Law and ethics in healthSocial and behavioural sciences. Law and ethics in healthHealth care systems Health care systems Health economics and health care financingHealth economics and health care financingManagement of organisations: Management of organisations: Financial management. Human resources management.Financial management. Human resources management.

3636

HKCCM (AM): HKCCM (AM): ROTATIONAL TRAININGROTATIONAL TRAINING

Policy level (1 year) Policy level (1 year) Operations level (1 year) Operations level (1 year)

Elective (1 year)Elective (1 year)

PROPOSED MEDICAL PROPOSED MEDICAL MANAGEMENT PROGRAMME IN MANAGEMENT PROGRAMME IN

SOUTH AFRICASOUTH AFRICA

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KEY ROLE PLAYERSKEY ROLE PLAYERS

Department of HealthDepartment of HealthNational and Provincial DepartmentsNational and Provincial Departments

Department of EducationDepartment of EducationCouncil of Higher EducationCouncil of Higher Education

Health Professions Council of South AfricaHealth Professions Council of South AfricaThe College of Public Health Medicine of South The College of Public Health Medicine of South AfricaAfricaSouth African Society of Health Care (Medical) South African Society of Health Care (Medical) Managers Managers

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PROPOSED PROGRAMME FOR MEDICAL PROPOSED PROGRAMME FOR MEDICAL MANAGEMENT AS A SPECIALITY IN SOUTH AFRICAMANAGEMENT AS A SPECIALITY IN SOUTH AFRICA

A Division of The College of Public Health A Division of The College of Public Health Medicine OF South AfricaMedicine OF South AfricaProposed Fellowship: Proposed Fellowship: FCPHM (Med Mgmt)FCPHM (Med Mgmt)

4 years of full4 years of full--time training time training

Proposed Diploma: Proposed Diploma: Dip Med MgmtDip Med Mgmt1 year full time/ 2 year part1 year full time/ 2 year part--time trainingtime training

4040

CPHM: MED MGMTCPHM: MED MGMTLEARNING OUTCOMESLEARNING OUTCOMES--11

Be able to practise evidenceBe able to practise evidence--based medicine, i.e. to based medicine, i.e. to acquire, analyse and critically review existing knowledge, acquire, analyse and critically review existing knowledge, so to produce evidence on which practice can be basedso to produce evidence on which practice can be basedBe able to apply the principles of clinical medicine, costBe able to apply the principles of clinical medicine, cost--effectiveness analysis, costeffectiveness analysis, cost--benefit analysis and decision benefit analysis and decision analysis in clinical practiceanalysis in clinical practiceBe able to promote good clinical and administrative Be able to promote good clinical and administrative practice in health carepractice in health careBe able to critically appraise complex health services Be able to critically appraise complex health services administration problems and to formulate appropriate administration problems and to formulate appropriate solutions to these problemssolutions to these problemsBe able to assess the health care needs of the Be able to assess the health care needs of the community, patients and other health service clientscommunity, patients and other health service clients

Adopted from HKCCM

4141

CPHM: MED MGMTCPHM: MED MGMTLEARNING OUTCOMES LEARNING OUTCOMES --22

Be able to maximise the health of the community Be able to maximise the health of the community through the development and supervision of clinically through the development and supervision of clinically effective serviceseffective servicesBe able to manage human and material resources Be able to manage human and material resources effectively and efficiently for health serviceseffectively and efficiently for health servicesBe able to manage changes in technology and resources Be able to manage changes in technology and resources in health care systemsin health care systemsBe able to assume an enabling, advocating and Be able to assume an enabling, advocating and mediating role in a multidisciplinary environment, to mediating role in a multidisciplinary environment, to effect changes in culture and practice in the health care effect changes in culture and practice in the health care system.system.Be able to understand and promote biomedical and Be able to understand and promote biomedical and managerial ethicsmanagerial ethics

FCPHM (MED MGMT)FCPHM (MED MGMT)

A specialist qualification for A specialist qualification for Medical ManagersMedical Managers

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FCPHM (MED MGMT) CREDITSFCPHM (MED MGMT) CREDITS

CreditsCredits WeeksWeeksCore learning (course work)Core learning (course work) 6868 1717

Advanced learning (short report)Advanced learning (short report) 1616 44

Supervised training attachmentsSupervised training attachments 144144 3636

Elective learningElective learning 148148 3737

Advanced learning (dissertation)Advanced learning (dissertation) 6464 1616

TotalTotal 440440 110110

Candidates are required to have spent 3 years in training Candidates are required to have spent 3 years in training before being admitted to the examinationsbefore being admitted to the examinations

4444

FCPHM: MED MGMTFCPHM: MED MGMTSKILLS REQUIREDSKILLS REQUIRED

Evidence Based Medicine Evidence Based Medicine Clinical MedicineClinical MedicineClinical EconomicsClinical EconomicsMedical Management I: Medical Management I: Resources, Facilities and LogisticsResources, Facilities and LogisticsMedical Management II: Medical Management II: Organisational ManagementOrganisational ManagementMedical Management III:Medical Management III:Health Systems ManagementHealth Systems Management

4545

FCPHM: MED MGMT FCPHM: MED MGMT ENTRY TO THE EXAMINATIONENTRY TO THE EXAMINATION

Certification by head of departmentCertification by head of department’’s thats thatEducation: 3 years as a registered MMed student in an Education: 3 years as a registered MMed student in an appropriate postappropriate postService: Mastered 75% of the skills listed in the College Service: Mastered 75% of the skills listed in the College Regulations.Regulations.Research: Completed and passed the MMed Research: Completed and passed the MMed dissertation dissertation

6 monthly institutional formative assessment 6 monthly institutional formative assessment reportsreportsExamination: Theory, Oral and PracticalExamination: Theory, Oral and Practical

DIPLOMA IN MEDICAL DIPLOMA IN MEDICAL MANAGEMENTMANAGEMENT

4747

DIPLOMA (MED MGMT)DIPLOMA (MED MGMT)

Target: Target: Medical managers working in Regional Medical managers working in Regional and District Hospitalsand District Hospitals

Training: Training: 1 year full1 year full--time/ 2 years parttime/ 2 years part--timetime

Learning: Learning: Experiential and TheoryExperiential and Theory

Examination: Examination: Theory, Oral and PracticalTheory, Oral and Practical

Examining body: Examining body: The College of Public Health The College of Public Health Medicine of South AfricaMedicine of South Africa

4848

DIPLOMA (MED MGMT) (SA) DIPLOMA (MED MGMT) (SA) CREDITSCREDITS

CreditsCredits WeeksWeeksCore learning (course work)Core learning (course work) 6464 1616

Advanced learning (short report)Advanced learning (short report) 1616 44

Supervised training attachmentsSupervised training attachments 8080 2020

Elective learningElective learning 4848 1212TotalTotal 208208 5252

MANAGEMENT TRAINING FOR MANAGEMENT TRAINING FOR MEDICAL DOCTORSMEDICAL DOCTORS

MmMm

5050

CERTIFICATE IN MANAGEMENT CERTIFICATE IN MANAGEMENT FOR MEDICAL DOCTORSFOR MEDICAL DOCTORS

Medical Doctors working in public hospitalsMedical Doctors working in public hospitalsAspired to be promoted as Senior/ Principal/ Aspired to be promoted as Senior/ Principal/ Chief Specialist/ Medical officerChief Specialist/ Medical officerEducation and TrainingEducation and Training

Certificate (6 months) Certificate (6 months) PartPart--time trainingtime trainingExperiential learning Experiential learning Theoritical learningTheoritical learning

Continuous Professional Development in ManagementContinuous Professional Development in Management

FUTURE CHALLENGESFUTURE CHALLENGES

5252

FUTURE CHALLENGESFUTURE CHALLENGES

Creating a scope of practice for Medical Creating a scope of practice for Medical ManagersManagersCustodian for practice of Clinical Governance, Custodian for practice of Clinical Governance, Clinical Economics and Evidence Based Health Clinical Economics and Evidence Based Health CareCare

NATIONAL INSTITUTE OF CLINICAL EXCELENCENATIONAL INSTITUTE OF CLINICAL EXCELENCE

5353

FUTURE CHALLENGES: FUTURE CHALLENGES: MEDICAL MANAGERSMEDICAL MANAGERS

Recognition of the SpecialtyRecognition of the SpecialtyCreating Departments of Medical Management in Creating Departments of Medical Management in the Universities/ Academic Hospitalsthe Universities/ Academic HospitalsCreation of Registrar postsCreation of Registrar postsConversion of Medical Superintendents posts to Conversion of Medical Superintendents posts to Specialist postsSpecialist postsRecognition of prior learning Recognition of prior learning Career paths for SpecialistsCareer paths for Specialists

5454

FUTURE CHALLENGES: FUTURE CHALLENGES: MEDICAL DOCTORSMEDICAL DOCTORS

Management training at Undergraduate Management training at Undergraduate and Specialist levelsand Specialist levelsMaking Management qualification as one Making Management qualification as one of the requirements for Senior of the requirements for Senior appointments such as Chief Specialist/ appointments such as Chief Specialist/ HODHOD

5555

PUBLIC HOSPITAL ORGANISATIONPUBLIC HOSPITAL ORGANISATIONHospital Board

CHIEF EXECUTIVE OFFICER

Clinical care Hospital Administration

Nursing and Medical Allied

Medical

Medical Doctor Medical Manager

Masters Programme in Hospital

Management

Specialist and Diploma programme in

Medical Management

Certificate and CPD in management

Bachelor Programme in Hospital

Management

5656

CONCLUSIONCONCLUSIONMedical Management as a Profession is going to Medical Management as a Profession is going to staystayTheir roles and responsibilities needs to be Their roles and responsibilities needs to be clarifiedclarifiedStakeholders need to work together:Stakeholders need to work together:

National and Provincial Departments of Health National and Provincial Departments of Health The College of Public Health Medicine of South AfricaThe College of Public Health Medicine of South AfricaSouth African Society of Medical Managers South African Society of Medical Managers

This programme can help the rest of AfricaThis programme can help the rest of Africa

THANK YOUTHANK YOU