PROFESSIONAL AND SOCIAL RESPONSIBILITY

Ragtime

October 22, 2018

Fundamentals for Health Care Management

October 22, 2018

Module questions 1

What are the top ten spending cuts?

What are the top ten largest programs for expenditure?

Where does assistance to States for public hospital expenditure rank?

What is the problem with promises of extra expenditure for schools and health in 2017-19?

Why is the Australian economy so exposed to a China downturn?

COMPETENCY DOMAIN: 5. PROFESSIONAL AND SOCIAL RESPONSIBILITY
Short title	Competency statement
5.
Sub-Domain	5.1. Professionalism
Demonstrates commitment to policy advocacy and capacity	5.1.1. Advocates for policy changes, at the government, professional and organisational level that will enhance outcomes for individuals and communities [see also 5.1.1, 5.4.1 and 5.4.2]
Practices fiduciary responsibility	5.1.2. Practices due diligence to meet fiduciary responsibilities [see also 3.2.4]
Demonstrates commitment to competency, integrity and altruism	5.1.3. Demonstrates a commitment to competence, integrity, altruism and the promotion of the public good
Demonstrates commitment to quality and safety	5.1.4. Understands and promotes quality, safety of care and social commitment, in the delivery of healthcare [see also 3.8.1, 3.8.2, 2.1.7]
Sub-Domain	5.2. Profession and Professional Development
Demonstrates commitment to personal development	5.2.1. Demonstrates commitment to self‐development including continuing education, networking, reflection and personal improvement
Demonstrates commitment to profession development	5.2.2. Demonstrates a commitment and contribution to advancing the profession of health management by sharing knowledge and experience [see also 5.1.1]
Demonstrates a commitment to developing others	5.2.3. Demonstrates a commitment to developing others by mentoring, advising, coaching, teaching and serving as a role model
Balances professional and personal accountability	5.2.4. Maintains a balance between personal and professional accountability, recognising that the central focus is the needs of the patient/ community
Sub-Domain	5.3. Self‐Awareness
Knows own attributes	5.3.1. Uses self-assessment and feedback from others, to develop an awareness of one’s own assumptions, values, strengths and limitations, and the impact these attributes have on communication and decision making, and on others
Displays emotional intelligence	5.3.2. Demonstrates self-control over own emotions and impulses
Sub-Domain	5.4. Social Responsibility
Understands social responsibility	5.4.1. Understands and considers the impact the U/O/S has on the wider community and environment [see also 2.4.2, 5.1.1]
Balances corporate and social responsibility	5.4.2. Balances the needs of the U/O/S with those of the wider community and the environment [see also 2.4.2, 5.1.1]
Demonstrates a commitment to ethical conduct	5.4.3. Demonstrates high ethical conduct, a commitment to transparency, and accountability for one’s own actions and uses established structures to resolve ethical issues

Page 16 ACHSM Master Health Service Management Competency Framework
Appendix 1: Table of Acronyms and Table of
Definitions
Table 6 Acronyms

ACHSM	Australasian College of Health Service Management
IHF	International Hospital Federation
MCAP	Managerial Competency Assessment Partnership Confirmation Study – Australasia lead by La Trobe University
U/O/S	Health Unit/ Organisation/ System

Table 7 Definitions

Term Definition

Business skills The ability to apply business principles, including systems thinking, to
the healthcare environment. (American College of Healthcare
Executives, 2015)

Communication
and
Relationship
Management
The ability to communicate clearly and concisely with internal and
external customers, establish and maintain relationships, and facilitate
constructive interactions with individuals and groups. (American College
of Healthcare Executives, 2015)

Competency Competence is context-dependent and is a statement of the relationship
between an ability (in the person), a task (in the world), and the ecology
of the health systems … in which the tasks occur. (Epstein & Hundert,
2002)

Health and the
Healthcare
Environment
The understanding of the healthcare system and the environment in
which healthcare managers and providers function. (American College
of Healthcare Executives, 2015)

Health System/
healthcare
system
This includes national, state, province, district or local health system. It
applies to primary, acute, rehabilitation and long term care health
services delivered as inpatient, residential or home based care. It
applies to both health and the aged care systems and to parallel
systems such as defence, immigration, justice and veterans.

Leadership Health leadership has been defined in Australia to have five
components: leads self, engages others, achieves outcomes, drives
innovation and shapes systems. (Health Workforce Australia, 2013)

Professional
and Social
Responsibility
The ability to align personal and organisational conduct with ethical and
professional standards that include a responsibility to the patient and
community, a service orientation, and a commitment to lifelong learning
and improvement (American College of Healthcare Executives, 2015).
Social responsibility gives consideration to the impact of organisational
decision making and behaviour on the wider community and
environment (Brandao, Rego, Duarte, & Nunes, 2012).

Page 17 ACHSM Master Health Service Management Competency Framework
References
American College of Healthcare Executives. ACHE healthcare executive
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Australasian College of Health Services Management. Australasian College of
Health Service Management – National Management Competencies
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Brandao C, Rego G, Duarte I, Nunes R. Social Responsibility: A New Paradigm of
Hospital Governance? Healthcare Analysis. 2012;21(4):390-402.
Epstein RM, Hundert EM. Defining and assessing professional competence. JAMA.
2002;287(2);226-235. doi:10.1001/jama.287.2.226
Health Workforce Australia. Health LEADS Australia: the Australian Health
Leadership Framework. Adelaide: HWA; 2013.
International Hospital Federation. Leadership Competencies for Healthcare
Services Managers. Bernex, Switzerland: IHF; 2015.
Liang Z, et al. MCAP Leadership and Management Competency Framework.
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Stefl ME. Common competencies for all healthcare managers. Journal of
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