International Hospital Federation Research Articles

Belgian Integrated Health Record (BIHR): from 2025, all well-being and health data will be available for all members of the care team, including the patient himself. 

•Why are you conducting a workshop? Please explain the problem, the context, or the case study,
 It would be an absolute added value for the BIHR-project to also hear the voice and opinion from other countries and experts: what went very smoothly? But also, what obstacles were they confronted with and how did they tackle these challenges.
 •Who is it for? Please explain who you would like to engage with.
 BIHR is a ‘Moonshot’: the expert group defined four major groups that are essential to bring BIHR to a successful project: the citizens, the healthcare providers, the various governments, and partners from the industry.
 In the panel debate we would like to have representatives from those different stakeholders around the table.
 It would also be an absolute added value to hear success stories from other countries and see if things could be realized in Belgium in the short and/or medium term.
 •Ilke Montag, MD, MSc: lead of the Belgian expert panel about BIHR 
 •Jan De Maeseneer, MD, PhD: Head of WHO Collaborating Centre on Family Medicine and Primary Health Care - Ghent University Belgium
 •Bart Van den Bosch, MD, PHD: CIO at University Hospital Leuven Belgium
 •A representative of the European Patients Forum (European Patients' Forum - Home (eu-patient.eu))
 •A representative of the International Hospital Federation (Home - IHF - International Hospital Federation (ihf-fih.org))
 •Someone who can explain the concept and the functioning of EHRs in the Canadian Primary Health Care Services
 •Someone who can explain the concept and the functioning of Slovenian Community health centers with multidisciplinary teams 
 •What are you going to do? Please explain the structure of the session. Please remember that workshops’ objective is to be interactive and engage with the audience - At least ½ of the time should be based on the interaction with the audience. 
 •How are you going to engage with the audience?
 •How are you going to summarize the take home messages?
 We will start with a short 15 min. presentation/introduction of the concept of BIHR. Afterwards, the moderator asks for a short reflection on this concept by the various panel members. The panel members are then asked to name both a success story and the lessons learnt from less successful projects. To involve the public in the debate, statements for debate will be used, each time from a unique perspective (citizens, care providers, governments, industry). The panel members will be confronted with the voting results on the statements. 
 The take home message will be a compilation of the success keys cited by each of the panel. There will also be a warm appeal to work together not only across the various levels in health care, but also across national borders.

Integrative Model Of Organizational Behavior In The Perspective Of Organizational Citizenship Behavior Through Organizational Commitment And Employee Engagement Of Patient Safety’s Implementation Toward Health Workers In Hospitals For Handling Covid-19 Ba

The International Hospital Federation and the International Society for Quality in Health Care have presented data on "Health Services Patient Safety: A Priority with Multiple Dimensions including a first look at the impact of COVID-19", that the major gap in the implementation of patient safety during the pandemic has an impact changes from aspects of safety culture 28%, crisis management 26%, external measurement & evaluation 23%, staff physical and mental safety 11%, quality & safety all along the continuum of care 6%, and also facilities' infrastructure 6%. The orientation performance of hospitals is undoubtedly influenced by the variable determiner of the hospital's performance, so this study aims to: "analyze and measure the integrative model of organizational behavior in the perspective of organizational citizenship behavior through organizational commitment and employee engagement on the application of patient safety health workers in hospitals for handling Covid-19." The study population was all over the health worker, which measures in the construction, a totally of 267 respondents, with a purposive sampling technique as the sample population. The data were analyzed using Structural Equation Model (SEM). The software used for the structural analysis is LISREL version 8.7 for Student, and for a descriptive study using SPSS version 23. The research proves that: Servant Leadership, Patient Safety Culture, Work Team Characteristic, Emotional Ability on OCB and Organizational Commitment has a significant effect; Servant Leadership, Patient Safety Culture, Work Team Characteristic, Emotional Ability on OCB through the Organizational Commitment has significant Effect; Servant Leadership, Patient Safety Culture, Work Team Characteristic, Emotional Ability on OCB through the Employee Engagement has significant Effect. Pursuant to the result of this study is suggested that management of hospital in order to have a concern of patient safety in COVID-19 related events, so that application of patient safety`s vision which is " Every patient receives safe health care, every time, everywhere" can be reached.

Healthcare and Leadership Competencies, Training Methods, and Venues

Healthcare systems and health organizations are amongst the most complex and ever-changing human and social enterprises. All countries in the world are involved in various phases of health reforms to expand access, improve quality, and/or control costs. The choice of which structures to use for public and private healthcare initiatives, including Public-Private Partnerships (PPPs), is influenced by economic factors. A high level of professionalization is needed throughout the different levels of these multidisciplinary establishments to ensure effective management. In some healthcare delivery models, increased attention has been given to the significance of quality assurance in higher education and professional leadership development of clinician and healthcare managers’ teams. The International Hospital Federation (IHF) has been involved in efforts to characterize healthcare management competencies and create tools to ensure that healthcare managers and organizations can be more aware of their strengths and aspects needing improvement. We provide an overview of the IHF competencies as well as what training methods and venues are available to help promote professional development of healthcare managers.

Perspectives on Developing Healthcare Managers in Africa: The Strathmore Business School's Healthcare Management Programme.

A substantial shortage of qualified healthcare professionals in Africa continues, but it is now apparent that professionally trained healthcare managers are an equally important need. Health facilities in Africa typically promote physicians into the role of general manager, but physicians and their lay counterparts routinely admit to being ill-prepared for roles as leaders of health systems, healthcare facilities and other services. Few, if any, degree programmes for healthcare management—be they master's in hospital administration or specialized MBA programmes— are available in these regions. And while many master's in public health programmes exist, inclusion of healthcare management content is often an afterthought. This article presents a prototype programme that was designed to address this gap. This comprehensive healthcare management MBA programme that was established at the Business School of Strathmore University in Nairobi, Kenya in 2013 was built around the “Leadership Competencies for Health Care Managers” as promulgated by the International Hospital Federation. The article further presents the development, structure and innovations of the programme, thus providing a blueprint for the development of similar programmes throughout the continent, aimed at addressing the substantial shortage of professionally trained healthcare managers.

Development and Use of the Leadership Competencies for Healthcare Services Managers Assessment.

Healthcare management as a profession continues to evolve as the field of healthcare delivery becomes more complex. In some countries, formal degree programs in healthcare management and related professional associations have helped to establish the field as a distinct profession with a defined body of knowledge. In other countries, the professionalization of healthcare management has not developed, or is in the early stages of development. Many of these Low and Middle Income Countries (LMIC) have no formal training programs or professional associations to help set and define minimum standards and competencies for the profession. In many countries, national associations have been created by healthcare managers for sharing knowledge, information, and expertise. While major differences exist in the contexts where healthcare managers operate around the world, all have a common responsibility to enhance the leadership and managerial capacity and capability of their membership as well as promote the profession they represent. In spite of these efforts by national professional organizations and various ministries of health, healthcare management has not been universally recognized around the world as a profession. The Leadership Competencies for Healthcare Services Managers (Global Competency Directory) framework developed by the International Hospital Federation's global consortium for healthcare management serves as a catalyst and resource for defining the skills, knowledge, and abilities needed for the healthcare management profession. This article documents the purpose, development, validation, and use of the framework.

Interview with Thomas C. Dolan, PhD, FACHE, CAE, President and CEO, American College of Healthcare Executives

Thomas C. Dolan, PhD, FACHE, CAE, is president and CEO of the American College of Healthcare Executives (ACHE). He previously served as ACHE's executive vice president. Prior to joining ACHE, he held various teaching, research, and administrative positions at Saint Louis University, University of Missouri, University of Washington, and University of Iowa. Dr. Dolan has chaired the American Society of Association Executives (ASAE), Association of University Programs in Health Administration, Association Forum of Chicagoland, Board of Overseers of the Malcolm Baldrige National Quality Award, and Institute for Diversity in Health Management. He has also served as president of the Mental Health Association in Missouri and on the board of trustees of Alexian Brothers Hospital in St. Louis. Dr. Dolan is president of the International Hospital Federation (IHF) and serves on the Association Committee of 100 of the U.S. Chamber of Commerce. Dr. Dolan has been listed on Modern Healthcare magazine's 100 Most Influential People in Healthcare list each year since its inception in 2002. He is a recipient of the Key Award from ASAE and the Samuel D. Shapiro Award from Association Forum. Dr. Dolan is a Fellow of both ACHE and ASAE. He earned his doctoral degree from the University of Iowa and his bachelor's degree from Loyola University Chicago. He was awarded ACHE's 2013 Gold Medal Award in the Nondelivery Healthcare Organizations category. The Cold Medal is ACHE's highest honor bestowed on outstanding leaders. The purpose of this award is to identify Fellows of ACHE who best exemplify leadership at the organizational, local, state/provincial, and national levels. The Gold Medal Award recognizes individuals who go beyond the confines of their own organization to continually contribute to the improvement of healthcare services and community health. Dr. O'Connor: Congratulations on being a recipient of the 2013 Gold Medal Award and on your upcoming retirement! The award is certainly well deserved and truly reflects your many achievements. In your mind, what stand out as the more significant accomplishments that you and ACHE have achieved for the field of healthcare management? Personally, what are you most proud of having accomplished? Dr. Dolan: Over its 80-year history, ACHE has made many significant contributions to our health system. Having the privilege of working here for 27 years has given me the opportunity to have an impact in the areas of diversity and inclusion, ethics, lifelong learning and the FACHE[R] credential, and the ACHE chapters initiative. To date, my greatest contribution has been in the area of diversity and inclusion. When I became CEO in 1991 we weren't asking our members about their ethnicity, but I felt it was important to find that out. Following our initial collection of those data, we conducted a study comparing the career patterns of our members. We found what we expected: that discrimination in career opportunities existed. Since that time we have tried to address this issue within the field. This, I believe, is the greatest contribution I have been involved in. More so than ever, I am a big proponent of the FACHE credential. In the 1970s, 88 percent of our new members had a graduate degree in health administration. Today, less than 50 percent do. A lot of bright people are entering the field out of general business, medicine, nursing, and other disciplines, but they do not have that foundation in health administration. The FACHE credential, while not comparable to a master of health administration degree, at least assists them to be effective healthcare leaders. Furthermore, the number one reason people join ACHE is for the knowledge we impart through our educational programs and publications. This is an organization that is dedicated to lifelong learning. I am also very proud of our chapter initiative. We started chapters nine years ago; today we have 81 chapters, which held nearly 1,000 events in 2012 that were attended by more than 54,000 people. …

Psychosocially Supporative Design - As a Theory and Model to Promote Health (A Letter to Editor)

The board of JZS has received a letter from Prof.Alan Dilani, who is from Kurdistan of Iran and a Swedish Citizen an 12/04/2007. The following is part of his letter:
 I will send you an article please find as attachment, it has been newly
 published in the book of the year of International Hospital Federation
 dealing with Health promotion and is very relevant for Kurdistan. You
 are free to publish in the next number.
 I wish you again all the best for you and Dr.Ali Saeed Mohammad to develop University of Sulaimani as a top academic in the region.
 Best wishes.
 Alan Dilani
 International Academy for Design and Health
 Alan Dilani, Ph.D. Professor, Architect, Public Health
 Research Center Design and Health
 NOVUM Science Park
 Halsov, 7 Plan 6
 141 57 Huddinge, Stockholm, Sweden
 Tel: +46 8 689 93 55
 Mobile: + 46 8 745 00 02
 International Academy for Design and Health 
 
 Internet: www.designandhealth.com
 e-mail: academy@designandhealth.com
 
 His aim for that, and also ours) was to seek the attention of the Ministry of Health and other responsible bodies in the Kurdistan Regional
 Government and Engineers, to the importance of Hospital Designs in Kurdistan. With great thanks and appreciation, the board of this Journal (JZS) has approved to republish the article as it was appeared in the original book Thanks to Prof.Alan Dilani wishing him more success in future.
 Editorial Board of JZS

Editorial. An agenda for public health research in Europe

In some senses, the end of 1997 marks a transition for the journal. Per-Gunnar Svensson, who founded the journal in 1990, is retiring as editor-in-chief on his appointment as Director General of the International Hospital Federation in London. Per-Gunnar combined the vision of a specifically European journal of public health with the energy, enthusiasm, and sheer hard work necessary to make that vision a reality. In doing so, he has contributed enormously to the sense of a European public health community. As the journal moves into a new phase, we want to build on Per-Gunnar's achievements. In an increasingly interdependent world, in which many of the threats to the health of our populations are global, such as climate change, the trans-national tobacco industry, and emerging infectious diseases, we will continue to support the development of a global public health agenda. In the previous paper, Gro Harlem Brundtland sets out clearly why we need to be concerned about these issues, wherever we live, which bespeaks our goal of developing the pan-European identity of the journal further. This year we have seen an increase in coverage of research that has a specifically European dimension, an example being the recent supplement on cross-border health care and, in future, we hope that the journal becomes the first place that people look for this type of research. We believe that the journal is uniquely placed to contribute to the dissemination of research where a European dimension provides real added value.

Good Practices in Mental Health

Good Practices in Mental Health (GPMH) is a national charity set up to disseminate information about local mental health services which are found to work well. Its general aim is to promote and assist the development of good mental health services. By providing an exchange of information about effective services in both hospitals and the community, GPMH encourages others to build on what is already proving successful. GPMH developed from a survey of mental health in big cities carried out by the International Hospital Federation (IHF) and was set up in 1977 with the support of the IHF, MIND and the King's Fund. It has the backing of all the major professional organisations concerned with mental health in the United Kingdom, the World Health Organization and the World Federation for Mental Health internationally. It is now funded mainly by the DHSS; some funding comes from the London Boroughs Grants Committee and charitable sources. There are three units within the organisation: information, development and evaluation.

Europe: Barbara Stocking King's Fund Centre for Health Services Development

May and June were busy months in Europe for technology assessors. Following the International Society meeting in Rotterdam, many people went on to the quality assurance meeting at WHO in Copenhagen and the International Hospital Federation Congress in Helsinki. “Modern Technology—How Much and for Whom,” was one of the main themes of the congress; with an attendance of about 400 there was an opportunity to get the ideas about technology assessment across to a large group of health care managers and professionals. For those of us who spoke it was also a chance to meet members of the Finnish Society for Technology Assessment. This may be the only national society for health technology assessment, and with 70 members, it is clearly going to be influential.

HECLINET — Health Care Literature Information Network

In the field of hospital care there lias been cooperation between various European hospital institutes in the last few years. Since 1970, a working party for information and documentation has been in operation, which was institutionalized as a Study Committee of the International Hospital Federation in 1973.A survey of this Study Committee showed a large degree of parallel and multiple work being done in the European documentation centers for hospital care. With a view to avoiding this duplication of work, a sensible division of labour has been initiated since 1968 by the Institute for Hospital Building of the Technical University of Berlin and the German Hospital Institute — an institute affiliated to the University of Düsseldorf. Thereby the national hospital literature is being indexed in the individual countries, but centrally collected, suitable for EDP. A magnetic tape service and an on-line access to a data bank in Düsseldorf are offered to the hospital institutes concerned.Within the framework of the network system, the original literature cited is made available to the partners on microfiche.For official institutionalization of the documentation network, an organizational concept has been developed, termed HECLINET (.Health Care. Literature information JVeiwork), which is at present being discussed with all the institutions concerned.

International Hospital Federation: IHF Lecturer Asks National Planning; Hospital Role as Social Agency Cited.

International Hospital Federation: IHF Lecturer Asks National Planning; Hospital Role as Social Agency Cited.

The Xllth International Congress of Hospitals. International Hospital Federation, Information Bulletin, No. 55.

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The role of hospitals.

In 1957, I had the privilege of serving with Dr. Burney as the delegate to the Assembly of the World Health Organization. At that time the technical discussions were about hospitals, and we learned many things about the international aspects of hospitals. However, one fact stands out in my mind, and that is that a third of the population of the world has no hospitals. Thus, as far as the future is concerned, a third of the population has no hospital problem in the event of influenza. I shall not try to prophesy because, as you know, he who prophesies is either a fool or will be proved to be a fool. However, I should like to point out to you, through what has been done-what we know now-what the future might hold insofar as hospitals are concerned. This morning I am glad to represent hospitals, in the first place as a chief executive officer of the American Hospital Association representing the hospitals of the United States and Canada, and, second, as the first vice president of the International Hospital Federation. In the past two decades we have seen explosive scientific progress in all spheres of endeavor. Hospitals have felt the full effect of these advances in science, especially in the field of medicine and in management. We have done our best to keep pace and have found it most difficult at times. We have to provide the necessary facilities and the skilled personnel primarily for the care of the sick, but also, and most importantly, for research and education. In this connection, I think it is important for you to recognize that the percentage of space in a hospital which is assigned to direct patient care is constantly decreasing. Look around here in this great clinical center and you will see space required in this hospital for the adjunct facilities-for both research and education. Collectively, for the American Hospital Association and for the International Hospital Federation, we see our role as one of continuous awareness of all aspects of the problems involved: playing our part in the dissemination of information to the public and the hospital field,

International Hospital Federation

International Hospital Federation