PUN633: Leadership in Digital Health Management 2024

PUN633: Leadership in Digital Health Management 2024

ASSESSMENT TASK 2

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PUN633

ASSESSMENT TASK 1

Task overview

Assessment name: Professional Plan

Task description: Select one of the digital health leadership job advertisements from the provided list. Imagine that you have the necessary background to be shortlisted for interview for this role. You will need to do some background research about the role and the organisation to assist in making a credible application for the job. You will also need to identify the key knowledge, skills, experience and leadership capabilities that the recruitment panel will be looking for in written applications and at interview and you will need to understand why these are considered important to the role.

1. Write a plan for your application that includes the following:

Background information about the employing organisation that will assist you to demonstrate your interest in the role and understanding about the mission and values of the organisation and the context in which it operates. (500 750 words)

Explanation about how the key selection criteria for the role you7 have chosen compare with what you have learned from leadership theory, formal health leadership frameworks and strategic management. (1500 words)

Draft responses to the selection criteria that demonstrate your understanding of what is required of the successful applicant. Important: 2 only have been nominated for each job. Make sure you respond to these. You will find them in together with the job information in Canvas, Modules, Assessment 2 tab. DO NOT attempt to answer all of the selection criteria included in the printed material about the job.

Base your responses on best practice as described in the academic literature. (1000 words). You can also make reference to any personal knowledge and experience you have in support of your responses.

Document a plan for how you might develop the experience, knowledge and skills to fulfil the role you are applying for, i.e. map out a career pathway for these types of roles. You will need to take into account your existing strengths and weaknesses, experience and career aspirations. (500 words)

2. Prepare a response to a question on notice that would be asked at interview. One week before the assignment due date (8 am, Friday 3 November) an interview question will be posted on Canvas for each of the jobs advertised. You are required to develop a detailed response to the question that is relevant to the job advertisement you have chosen to write about in 1. above. (250 - 500 words max)

Learning outcomes measured: 1 5.

Due Date: Monday 21 October, 2024 at 11.59 pm

Length: 3500 words

Weighting: 60%

Individual/Group: Individual

Authentic Assessment: FORMCHECKBOX Yes FORMCHECKBOX No

Formative/Summative: Formative and summative

How will I be assessed: 7-Point grading scale using a rubric

Task details

What you need to do: Read the Criterion Reference Assessment Sheet at the end of this document.

Review the tutorial tips for completing the assignment

Assessment formatting requirements: This assessment task must be formatted in the following way

12-point font

1.5 or double linespacing

Use APA referencing or a formal style you are familiar with, but be consistent and accurate with the style you use.

Resources needed to complete task: Study guide, tutorials and independent research.

Submission information

What you need to submit: One Word.doc document that contains the following items:

Assignment coversheet with the assessment title, your name, student number, word count and originality declaration as follows

Statement of Originality

This is to certify that, to the best of my knowledge, the content of this paper is my own work. All the sources used in preparing this paper have been acknowledged.

Professional Plan (response to the tasks included in the assessment)

Reference list.

How to submit: Access the Assessment 2 Submission link in Canvas, Modules, Assessment 2.

Follow the instructions for uploading your assignment.

Following submission, you will receive a Turnitin Originality report. You will be able to resubmit your paper up to two more times if you need to make changes.

Academic Integrity

Students are expected to engage in learning and assessment at QUT with honesty, transparency and fairness. Maintaining academic integrity means uploading those principles and demonstrating valuable professional capabilities based on ethical foundations.

Failure to maintain academic integrity can take many forms. It includes cheating in examinations, plagiarism, self-plagiarism, collusion, and submitting an assessment item completed by another person (e.g. contract cheating). It can also include providing your assessment to another entity, such as a person or website.

You are encouraged to make use of QUTs learning support services, resources and tools to assure the academic integrity of your assessment. This includes the use of content matching software that may be available to assist with self-assessing your academic integrity as part of the assessment submission process.

Further details of QUTs approach to academic integrity are outlined in the academic integrity policy and the student code of conduct. Breaching QUTs academic integrity policy is regarded as student misconduct and can lead to the imposition of penalties ranging from a grade reduction to exclusion from QUT.

PUN633 ASSESSMENT TASK Assignment 2 RUBRIC

Student Name:

Description 7 6 5 4 3 2-1

Document a plan that clearly outlines how you will prepare a written application for a digital health leadership role and also prepare for an interview for the position.

Your paper should clearly outline the following

Relevant background information about the employing organisation /10

Comparison between the key selection criteria for the role, leadership theory and health leadership competency frameworks /20

Responses to the nominated key selection criteria (KSC) that demonstrate your understanding of these together with reference to best practice as described in the academic literature /20

A summary of your key leadership strengths, weaknesses and areas for development together with some suggestions about how you might develop your leadership capability. /10

Please note that depending on the job description you choose the emphasis on specific knowledge, skills and capabilities will differ.

Provide a detailed response to a question on notice about the role for which you have prepared an application. /15

Tutorial presentation

Lead a tutorial discussion on a nominated health leadership topic. Note: Score /30 as per separate marking criteria provided will be converted to mark /10.

Evidence of an insightful and in depth understanding of the principles and concepts of strategic leadership as applied to health organisations.

Evidence of an insightful and in depth understanding of the key knowledge, skills and capabilities required by health leaders to meet current and future health challenges.

For the specific job that you have chosen for the assignment task - demonstrated in depth understanding of the specific context in which the successful applicant will be working, likely key priorities, expectations and challenges of the position and provides explicit and evidence based strategies to manage these.

Selection criteria represent the key qualifications, training, abilities, knowledge, personal attributes, skills and experience a person must have in order to do a job effectively. Your response to the KSC and question on notice demonstrates that you have interpreted the criterion/question accurately and provided a succinct, credible and persuasive response.

Evidence of an insightful and in depth understanding of the topic based on research and reference to the academic literature.

The presentation is well organised with a logical, evident structure. Presentation style is succinct, analytical, professional and polished. Evidence of a thorough understanding of the principles and concepts of strategic leadership as applied to health organisations.

Evidence of a thorough understanding of the key knowledge, skills and capabilities required by health leaders to meet current and future health challenges.

For the specific job that you have chosen for the assignment task - demonstrated sound understanding of the key elements of the specific context in which the successful applicant will be working, likely key priorities, expectations and challenges of the position and provides appropriate strategies to manage these.

Selection criteria represent the key qualifications, training, abilities, knowledge, personal attributes, skills and experience a person must have in order to do a job effectively. Your response to the KSC and question on notice demonstrates that you have interpreted the criterion/question accurately and provided a credible response.

Evidence of a thorough understanding of the topic based on research and reference to the academic literature.

The presentation is well organised with a logical structure.

Presentation style is analytical, professional and consistently clear. Evidence of a good understanding of the principles and concepts of strategic leadership as applied to health organisations.

Evidence of a good understanding of the key knowledge, skills and capabilities required by health leaders to meet current and future health challenges.

For the specific job that you have chosen for the assignment task demonstrated understanding of many of the key elements of the specific context in which the successful applicant will be working, likely key priorities, expectations and challenges of the position and how you would approach these.

Selection criteria represent the key qualifications, training, abilities, knowledge, personal attributes, skills and experience a person must have in order to do a job effectively. Your response to the KSC and question on notice demonstrates that you have interpreted the criterion/question accurately and provided a relevant response.

Evidence of a good understanding of the topic based on research and reference to the academic literature.

The presentation shows evidence of organisation and structure. Presentation style is proficient. Evidence of a satisfactory understanding of the principles and concepts of strategic leadership as applied to health organisations.

Evidence of a satisfactory understanding of the key knowledge, skills and capabilities required by health leaders to meet current and future health challenges.

For the specific job that you have chosen for the assignment task demonstrated understanding of some of the key elements of the specific context in which the successful applicant will be working, likely key priorities, expectations and challenges of the position and how you would approach these.

Selection criteria represent the key qualifications, training, abilities, knowledge, personal attributes, skills and experience a person must have in order to do a job effectively. Your response to the KSC and question on notice demonstrates that you have interpreted the criterion/question accurately and provided a response that includes some relevant detail.

Evidence of a satisfactory understanding of the topic based on some research and reference to the academic literature.

The presentation has a mostly satisfactory structure and delivery. Flow of the arguments and supporting evidence is mostly apparent. Evidence of some understanding of the principles and concepts of strategic leadership as applied to health organisations.

Evidence of some understanding of the key knowledge, skills and capabilities required by health leaders to meet current and future health challenges.

For the specific job that you have chosen for the assignment task limited understanding of the context in which the successful applicant will be working, likely key priorities, expectations and challenges of the position and how you would approach these.

Selection criteria represent the key qualifications, training, abilities, knowledge, personal attributes, skills and experience a person must have in order to do a job effectively. Your response to the KSC and question on notice demonstrates that you have limited understanding of the criterion/question accurately and difficulty framing a relevant response.

No/limited understanding of the topic but no evidence no use of relevant research or reference to the academic literature.

The presentation is disorganised with no clear structure. Key points are not communicated or are unclear.

No/limited understanding of the principles and concepts of strategic leadership as applied to health organisations.

No/ limited understanding of the key knowledge, skills and capabilities required by health leaders to meet current and future health challenges.

For the specific job that you have chosen for the assignment task no/little understanding of the specific context in which the successful applicant will be working, likely key priorities, expectations and challenges of the position and how you would approach these.

Selection criteria represent the key qualifications, training, abilities, knowledge, personal attributes, skills and experience a person must have in order to do a job effectively. Your response to the KSC and question on notice demonstrates that you have not understood/not answered the specific question or the task.

No/limited understanding of the topic but no evidence no use of relevant research or reference to the academic literature.

The presentation is disorganised with no clear structure. Key points are not communicated or are unclear.

Organisation, Structure and Written Presentation

Clear, logical and evident structure to the organisation and presentation of the plan and interview question.

Demonstrates acceptable standards of written work.

(/10) The paper is well organised with a logical, evident structure. Writing style is succinct, analytical, professional and polished.

Carefully edited with no errors.

Accurate referencing. The paper is well organised with a logical structure. Writing style is analytical, professional and consistently clear.

Carefully edited with no errors.

Accurate referencing. The paper shows evidence of organisation and structure. Writing style is proficient.

Satisfactory editing but some errors that may hinder readability.

Accurate referencing. The paper has a mostly satisfactory structure and presentation. Flow of the argument/evidence of analysis is not always apparent.

Evidence of editing, but with some errors/errors that may hinder readability.

Usually accurate referencing. The paper is poorly organised and lacks clear structure. Writing style is inefficient/unsuited to the task.

Poorly edited/errors that hinder readability.

Referencing incomplete or inaccurate.

Length too long or too short. The paper is disorganised with no clear structure. Writing style is incoherent.

Multiple errors hindering readability.

Referencing incomplete and/or inappropriate. Length too long or too short.

Use of Literature

Quality of and use of supporting literature and references

(/5) Excellent use of a wide variety of academically appropriate literature.

References used in an integrated manner that substantiates the assertions. Very good use of academically appropriate literature.

References used to support assertions. Good use of literature to support discussion and assertions. Adequate use of literature to support most discussion points and assertions Limited use of literature to support discussion and assertions. Poor or no use of literature to support discussion and assertions

Semester Weighting (60%)

/100 x .6 = /60 Comments:

Marker:

Date:

Sample response to PUN632 Assignment 2 Part 1 B

The role description of Executive Director, People and Culture aligns with literature that recognises the priorities of a health sector executive is to move an organisation forward by setting objectives and strategies whilst ensuring employee engagement to achieve these goals (Turner, 2019, p. 113). Furthermore, the literature supports the idea that healthcare leaders are responsible for setting the organisational culture in which these strategies are implemented (Turner, 2019, p. 113).

Key selection criteria for this role align with several health leadership frameworks that exist as a formal platform to assist in the development of leadership skills. These frameworks include the NHS Healthcare Leadership Model (NHS Leadership Academy, 2013), the Health LEADS Australia: the Australian leadership framework (Health Workforce Australia [HWA], 2013), the Queensland Public Service Capability and Leadership framework (Queensland Government, 2008) and the Master Health Service Management Competency Framework (Australasian College of Health Service Management [ACHSM], 2013).

These frameworks promote the idea of organisational values to create a shared purpose for employees in order to work towards the organisations vision and purpose (ACHSM, 2013, p. 9; NHS Leadership Academy, 2013, p. 5; Queensland Government, 2008, p. 13). The importance of this as a leadership quality is evident throughout the job description, with the position holder required to fulfil their accountabilities in accordance with the SCHHSs vision (Sunshine Coast Hospital and Health Service [SCHHS], 2019, p. 2). The need for employee engagement as a method of encouraging teamwork and common goals amongst staff is outlined throughout the frameworks (HWA, 2013, p. 8; NHS Leadership Academy, 2013, p. 10). Again, this is highlighted in the job role with a necessity to create employee engagement and satisfaction (SCHHS, 2019, p. 2).

The ability of a health care leader to achieve effective and quality health outcomes is another key competency outlined within the frameworks. Necessary to achieving this, a leader must act as a positive influence to motivate and inspire others towards the goal of healthcare that is sustainable and of high quality (ACHSM, 2013, p. 16; HWA, 2013, p. 8; Queensland Government, 2018, p. 13). These leadership qualities align directly to the job description which requires the position holder to contribute to the achievement of high reliability care outcomes (SCHHS, 2019, p.2). Within the frameworks, encouraging and driving innovation of the workforce is highlighted as a key competency (ACHMS, 2013, p. 10; HWA, 2013, p. 9; Queensland Government, 2008; NHS Leadership Academy, 2013, p. 10). This is also essential to fulfil the job criteria of Executive Director at SCHHS (SCHHS, 2019, p. 2).

Across the frameworks, the requirement for an effective healthcare leader to display self-accountability, whilst simultaneously encouraging individual employees and teams to take accountability for outcomes, is highlighted (ACHSM, 2013, p. 6; HWA, 2013, p.8, Queensland Government, 2008, p.28; NHS Leadership Academy, 2013, p.11). Again, this is emphasised in the job description with the need to display personal accountability, as well as organisational performance accountability (SCHHS, 2019, p.1).

The key criteria for the role can be compared to many leadership theories that exist. Whilst leadership style have been categorised within different theories, there is no evidence to suggest one leadership style is better than another. Rather, the leadership style must be considered in relation to specific goals and the environment in which the organisation exists (Turner, 2019, p. 8). Also, within the literature, some elements of individual leadership theories overlap and in some circumstances a combination of leadership styles may be appropriate to drive an organisations success.

In this Executive Director role, I believe a transformational style of leadership would be appropriate to achieve many of the job requirements. Through this leadership style, leaders are able to create change by engaging the workforce, inspiring a shared vision and encouraging innovation, which allows for outcomes to exceed what is expected (Avolio & Bass, 1993, p. 112; McShane, Olekans, Newman, & Travaglione, 2015, p. 13I). There are four elements that are crucial to this style of leadership. These include to develop and communicate a strategic vision, model the vision, encourage experimentation and build commitment to the vision (McShane et al., 2015, p. 13I).

When these elements of transformational leadership are compared to the key selection criteria, it is evident that the Executive Director would need to be committed to these for success in the position. In particular, this position requires undertaking the role in line with the organisations vision. In order to meet the criteria and become a role model for the organisations values, it is essential the position holder portrays the vision effectively to internal and external stakeholders. This is, in fact, a component of transformational leadership (McShane et al., 2015, p. 13I; Turner, 2019, p. 52).

Furthermore, this position has a strong emphasis on organisational change with the job description outlining the need to lead strategies to support organisational transformation (SCHHS, 2019, p.2). For change to occur experimentation is essential and the encouragement of creativity and innovation is required in order to develop and discover new strategies that can be implemented to harvest the improvement necessary to transform an organisation (McShane et al., 2015, p. 17; Turner, 2019, p. 53). Therefore, the notion of change is inherent within transformational leadership theory and coincides with the Executive Director job role.

The Executive Director is also responsible for the development and implementation of the People and Culture framework (SCHSS, 2019, p. 1). This may require challenging and changing the pre-existing culture that exists within the organisation. Whilst a transactional leader, simply works within the culture that already exists, a transformational leader recognizes the existing organisational culture and remodels it to align with the vision of the organisation (Avolio & Bass, 1993 p. 113).

Whilst many of the key criteria listed in the job role can be achieved through a transformational leadership style, a servant leadership style is equally important in achieving some of the key criteria listed. This leadership style focuses on the needs of followers and is based on the premise of serving others (Ghasabeh & Provitera, 2017, p. 4; Turner, 2019, p. 57). Specifically, this style of leadership has been linked to work innovation and engagement as well as job satisfaction with the leader focusing on developing their employees and retaining them (Davey & Wong, 2007, p. 3; Turner, 2019, p. 28). This aligns with the job application, which requires the position holder to optimise employee engagement and satisfaction maximize capability to attract and retain highly skilled employees (SCCHHS, 2019, p.2). A servant leadership style has a focus on ethical behavior with leaders treating employees with dignity and respect and establishing solid relationships with their team and the community (Davey & Wong, 2007, p. 4; Turner, 2019, p. 58). Again, this is highlighted within the job description with its necessity of establishing and maintaining effective partnerships and providing ethical leadership (SCCHHS, 2019, p. 2).

Strategic management is another essential component of leadership within a health care context as it is necessary to respond to the continuous changes that are occurring within such a dynamic environment (Duncan, Ginter, Swayne, 2018, p. 2). This is recognised in the job description as the Executive Director is responsible for ensuring the SCHHS is well positioned to deliver current, emerging and future health care needs (SCHHS, 2019, p. 1). It is therefore explicit that the need for strategic management as an approach will be necessary.

Overall, the job description coincides with what the literature recognizes as strategic management. For example, clarifying the mission, visions and values of an organisation is essential to strategic management (Speziale, 2015, p. 1). In addition, in this job role there is a strong emphasis on the introduction and implementation of various strategies to support organisational transformation. A key part of strategic management is shifting workplace culture so that it aligns with the organisations vision (Speziale, 2015, p. 4). It is an important step towards implementing new strategies, with the capacity to transform workplace culture recognised within the job description. This aligns with the literature that exists on strategic management.

PUN632 Assignment 2 Sample answers to part 1c

Sample 1 written in the first person

Job description: CEO Robina Private Hospital

1c. KSC 1 Proven ability to lead and drive quality patient care and excellent customer service.

High quality patient care and excellent customer service start with my leadership. Research has shown that leadership style directly affects the culture of an organisation, which can in turn determine the quality of care provided to patients (Barr & Dowding, 2008, p. 45). In my past roles I have implemented activities such as town hall meetings, executive rounding (NSW Government, No Date) and transparent reporting programs to improve staff and doctor engagement. The implementation of these programs contributed to a 20% improvement in staff satisfaction survey results and an improvement in the patient Net Promoter Score. Achieving high levels of staff satisfaction is directly related to patients reporting that they feel they have been treated with respect, care and compassion (Dawson et al, 2011). Staff understanding their role in the objectives and goals of the organisation is directly related to better quality of care experienced by patients and higher patient satisfaction (Dawson et al. p. 2011 7-10). A strong clinical governance framework should support these strategies. I use the integrated model of clinical governance provided by the Australian Commission for Safety and Quality in Health Care (ACSQHC, 2017, p. 5). This considers comprehensive clinical governance integrated with financial, risk management and corporate governance systems to lead and achieve this (ACSQHC, 2017, p. 5). Things do not always go well in health care and it can be challenging to report adverse results publically however in my experience being transparent and articulating a clear strategy to address the issue assists in maintaining the organisations good reputation (Mehan, 2019). Understanding of the organisations performance can help teams strive to continually look for ways of working better (Kaplan & Norton, 1996, p. 64). I would include key clinical outcomes on a balanced scorecard such as hospital acquired complications, unplanned readmissions, unplanned returns to theatre and patient reported outcome measures and compare to external benchmarks.

Excellent customer service should be considered part of providing high quality care. The most important value to consumers of health care is being treated with dignity and respect, being listened to, and being cared for with compassion (The Beryl Institute, 2018). I believe in valuing diversity in teams, consumers and stakeholders. I both model these values through my behaviour and require staff to do the same however not all of us have the same experiences in life and this can affect the way we respond to others (Nursing and Midwifery Board of Australia, 2016). Considering the diverse range of consumers we care for and their varying levels of health literacy, staff can benefit from development in areas such as cultural awareness and communication.

If doctor behaviour is affecting patient experience then this can be more challenging to affect. Unprofessional and disruptive behaviour can be an impediment to effective communication between multidisciplinary teams and a risk to patient safety (Rosenstein & ODaniel, 2008, p. 465). I would seek the assistance of the Chair of the Medical Advisory Committee for a peer conversation. Failing this I would refer to the Hospitals By Laws (Healthe Care, 2017, 35). If this was unsuccessful in changing behaviour I have successfully implemented the Professional Accountability and the Speak Up for Patient Safety program in my previous roles (Cognitive Institute, 2019). Such programs use peer conversations to influence and change behaviour.

1c. KSC 2 Understanding of the mechanisms necessary for commercial success

A strong strategic plan can be the corner stone to commercial success (Schwartz & Cohn, 2002, p. 269). Using health service planning methodology I would undertake broad consultation with internal and external stakeholders, community engagement, data analysis, public policy influences, third party providers, competitor markets and gain an understanding of the Boards direction for the organisation (Queensland Health, 2015, p. 22-23). As a known objective of the organisation is to provide patients with end to end care, I would consider the cost/benefit analysis of commercial arrangements with third party providers such as radiology and pathology to support this vision.

Assisting doctors to build their businesses in turn assists the private hospital to increase activity. I would meet with them individually to understand their needs for business expansion and where we may be in a position to facilitate this. I have built good relationships with doctors and been able to improve activity for doctors by connecting referrers (General Practitioners) to specialists through GP Education evenings where specialists present. Other strategies I have used to assist doctors to grow their businesses include supporting innovations in health care that is within the scope of care at the hospital, improving data reporting that assist with their reporting requirements to professional bodies.

A strong marketing campaign within the local community can assist to build business (Mehan, 2019). Easy access to a broad range of services due to the unique location within the Robina Health Precinct would be a key marketing strategy to set the hospital apart from competitors. Marketing should also promote access to innovative programs that set Robina Private apart from other hospitals in the area. Robina Private Hospitals current promotion of the innovative PD Warrior program for patients with Parkinsons Disease is a good example of this (Healthe Care 2019).

As a growth strategy it would be in the commercial interest of the hospital to leverage the co-location with the public hospital. The public health system requires the support of the private sector to meet the health care needs of the community (APHA, 2019). 40% of all hospitalisations in Australia are to private hospitals. Private hospitals and day surgeries perform 59% of all acute surgeries (surgery required within 24 hours) in Australia and private hospitals treat 70% of people admitted for rehabilitation (AIHW, 2018, p. 16, 130). A key strategy of mine would be to establish a memorandum of understanding with the public hospital to facilitate business between the two sites and strengthen the referral process for patients. There is opportunity for referral of privately insured patients that present to the public emergency department to the private hospital. The public health system can provide more timely and cost effective care by sending public patients to undergo surgery in a private hospital. The Surgery Connect program facilitates this. I would consider tendering for public surgical work through the Surgery Connect program (Queensland Health, 2017).

Sample 2 written in the third person

Job description: Blue Care Quality Manager

1c. KSC 1 Ability to develop and implement organisational quality improvement structures and processes

Total Quality Management (TQM) or Continuous Quality Improvement (CQI) describes a quality management approach with the primary focus on customer and ensures the entire organisation is committed to an actively participating in an ongoing improvement to process, services and culture (American Society for Quality, 2018a).

Conducting CQI activities is an essential piece of healthcare management as this ensures healthcare becomes more reliable and sustainable, changes for services and care are identified and quality and safety outcomes are improved (Leape et al., 2009, p. 425). CQI initiatives will also lower costs, ensure external requirements are met, improve stakeholder relationships and improve service effectiveness and efficiency (Berwick, 1989, p. 38).

CQI must be innovative, recipient focused, involve stakeholders, regularly monitored and evaluated and linked to strategic planning (Australian Aged Care Quality Agency, n.d). Many organisations have adopted ISO 9001 Quality Management Systems to help build and implement a CQI program that meets international best practice standards in quality. ISO 9001 provides a process-orientated approach to quality management. The Standard has requirements that organisations implement for best practice in quality including: quality system documentation, responsibilities of management, resource management, measurement and analysis of data, and improvement of the system through audit and corrective and preventive actions (ASQ, 2018b).

To aid the CQI process, a broad range of quality improvement methodologies and tools may be used. ISO 9001 recommends the use of Plan-Do-Check-Act (PDCA) cycles plan for change, implement the change taking small steps, check using data, evaluate if the a difference was made and if the change was successful, standardise the change on a wider scale or begin the cycle again if not successful. In recent years healthcare quality improvement methods have focused on clinical audit, however, there are a range of data-driven improvement methods that complement clinical audit but are more constructive to the situation (Healthcare Quality Improvement Partnership, 2015, p. 3). Some of these improvement methods include lean/six sigma - eliminating waste and producing value for the customer, benchmarking with performance targets, process mapping to identify improvement opportunities, root cause analysis to determine the cause of events influencing quality, and the model for improvement - deciding upon measurable improvements and small scale tests and refinement before implementation (HQIP, 2015, p. 3). Each of these methods/tools are considered best practice and produce effective results depending upon the situation.

To implement, sustain and produce results, quality improvement initiatives need senior leadership and management attention and commitment. The idea of leadership being critical to encouraging, achieving and maintaining quality has been recognised by many different industries (Shiramizu & Signh, 2007). Other factors necessary include: a focus on the consumer needs and input, network collaboration, sufficient resources, alignment to accreditation and regulations, training in CQI methods and tools and the right culture (HQIP, 2015, p. 3; vretveit& Gustafson, 2002, p. 273). All of these factors would need to be considered in the implementation of CQI systems and processes.

1c. KSC2 Demonstrated knowledge of national and international trends in community and aged care.

In 2016 the Australian Aged Care Sector Committee presented the Aged Care Roadmap which highlighted short, medium and long term actions required by the sector to ensure future aged care, both residential and community care, reforms are sustainable, consumer-driven and market-based (Department of Health, 2017). While these trends and changes are occurring nationally, globally the aged care industry is changing and will require quality improvement programs and care governance systems to respond accordingly.

National trends, highlighted by the roadmap, include: consumer-directed care; more complex conditions and comorbidities; use of technology in delivery of care; and the aged care workforce (Deloitte Access Economics, 2016, p. 28). International trends include changing business models to smaller homes and community based care while also focusing on consumer-directed care and high care needs and the use of technology for care delivery (International Quality and Productivity Centre, 2018; OverSixty, 2017).

Consumer-directed care is changing the aged care business model, with organisations requiring to tailor services and packages to suit the preferences of consumers. Organisations providing aged care services will need to consider their consumers preferences and expectations. There is likely to be an increase in the number of consumers choosing to stay in their home and receive community care before entering residential care at an older age with higher needs (CoreData, 2017, p. 22; Deloitte Access Economics, 2016, p. 28). This change in care model presents an opportunity for aged care organisations to improve the quality and range of services offered to meet consumer preferences, it will also require focus on care governance processes to ensure consumers are partnered with and included in decision-making and effective care is able to be provided in the home.

As the population ages and more complex conditions and comorbidities rise, innovative ways of caring for high needs consumers is a must in both community and residential settings while ensuring consumer preferences are met. Community care models being trialled in the Netherlands such as Hogewey village for high needs consumers and intergenerational models of care in Finland, where young people live in homes with seniors and spend time with them in trade for their accommodation, present new challenges in care governance (CoreData, 2017, p. 29; OverSixty, 2016).

The use of technology in aged care service delivery has the potential to provide services in a less-costly, more efficient manner. New technologies in customer care and operations management have improved patient management and monitoring, provide value to consumers, cut costs for providers and provide high standards of care (Deloitte Access Economics, 2016, p. 30). Japan recently introduced the use of robots, that have emotional intelligence and provide support to consumers, for care delivery to help ease the skills shortage in the workforce (CoreData, 2017, p. 28).

The workforce plays a significant role in delivering aged care service. As the services provided within the sectors grows and more complex conditions and comorbidities rise the skill set required by the workforce will also need to grow (Deloitte Access Economics, 2016, p. 32). This will require quality and care governance programs offer continuous training and education programs to ensure the workforce has the necessary skills to care for consumers.

All of the above trends need to be considered in developing quality improvement and care governance processes and programs in the organisation.