Professional Certificate And Professional Diploma In Healthcare Management

Register for one of these training programmes and become a member of the Institute of Healthcare Management

The Institute Of Healthcare Management’s

Complete 3 valuable modules to gain vital skills and knowledge, and fast track your healthcare management career

Professional Certificate In

Healthcare Management Complete 6 highly intensive and informative training modules designed to develop tomorrow’s healthcare leaders

Professional Diploma In

Healthcare Management Radisson Royal Hotel, Dubai, UAE

1

Managing Your Healthcare Enterprise

2

Managing Healthcare Finance

3 4

POSTPONED

8 – 11 July 2012

Leadership Effectiveness For Healthcare Managers 4 – 7 November 2012

Strategic Business And Service Planning In Healthcare 21 – 24 October 2012

5

Managing Information And Communications In Healthcare 18 – 21 November 2012

6

Managing Health Service Delivery

Organised By

Official Regional Recruitment Partner

9 – 12 December 2012 +971 4 335 2437

+971 4 335 2437

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Professional Certificate and Professional Diploma In

Healthcare Management In conjunction with the Institute of Healthcare Management

The Professional Diploma Learning Path

(IHM) in the United Kingdom, IIR Middle East is proud to offer a

The Professional Diploma is the longer of the two programmes and

programme of healthcare management training modules leading

is designed to be completed within an average of 18 – 24 months.

to the award of the internationally recognised and highly respected

It is designed for middle and senior managers throughout the

Professional Certificate in Healthcare Management and

healthcare sector, including healthcare professionals and executives

Professional Diploma in Healthcare Management.

with significant management responsibilities.

The programme delivered by IIR Middle East has been specifically

To be eligible for the Professional Diploma you must complete all

tailored to reflect the challenges and opportunities faced by this

six modules. You can do so in any order, though we recommend

region’s healthcare organisations.

that you begin with the two core modules: ‘Managing Your Healthcare Enterprise’ and ‘Leadership Effectiveness For Healthcare

Each module in the programme is a ‘stand alone’ learning

Managers’, and that ‘Strategic Business And Service Planning in

experience, providing its own benefits. You have the flexibility

Healthcare’ is your final module.

to complete the modules at your own pace and to manage your Your Professional Diploma may be gained within two years by

learning around your work and personal commitments.

completing three modules and the associated assignments in each The Professional Certificate Learning Path

year or within three years by completing two modules and the

The Professional Certificate is designed to be completed within

associated assignments in each year. Your learning journey includes

an average of 9 – 12 months. It is aimed at people working in

a four-day residential workshop for each module. Upon successful

all healthcare sectors irrespective of professional or functional

completion of the Professional Diploma programme you will be

background. This includes those who are moving from a purely

permitted to use the designatory letters ‘DipHM’ after your name.

professional or clinical role to one with a more managerial focus. It is also appropriate for more senior managers who wish to refresh

Postgraduate Accreditation

or update their existing skills and for those who are returning to

Healthcare managers who successfully complete either the

work after a career break.

Professional Certificate or Professional Diploma programmes can exercise the option to have their qualification accredited through

To be eligible for the Professional Certificate you must complete

the IHM’s academic partner in the UK, Middlesex University,

three modules: the two core modules ‘Managing Your Healthcare

enabling them to use it towards gaining a full postgraduate

Enterprise’ and ‘Leadership Effectiveness For Healthcare Managers’

masters degree in healthcare management.

together with one other module of your choice.

Though the Professional Certificate may be gained within one year or less, you may gain the qualification in up to three years. Your learning journey includes a four-day residential workshop for each

Would you like to run this course in-house?

module. Upon successful completion of the Professional Certificate programme you will be permitted to use the designatory letters ‘CertHM’ after your name.

The in-house training division of IIR Middle East

Holders of the Professional Certificate can gain the Professional Diploma by completing the remaining modules in the programme.

+971 4 335 2437

+971 4 335 2437

Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

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What Will You Learn From This Programme?

The IHM’s Professional Certificate and Professional Diploma programmes are among the most advanced, practical, evidencebased healthcare management qualifications presently available anywhere in the world. They recognise healthcare managers who are achieving the very highest standards of healthcare management practice and professional development – setting high standards for themselves, their organisations and their teams.

• Managing Your Healthcare Enterprise – reviews the forces for change affecting your healthcare organisation: such as the cultural, socio-demographic and political contexts within which the organisation functions and within which planned change as the core management activity has to operate.

How Will You Be Assessed?

Candidates for the Professional Certificate and Diploma programmes will complete a written assessment for each module, showing how you have put your learning to work in your professional life. Assessment methods may include the keeping of a professional diary in which you reflect on how you’ve applied your learning to your healthcare management role or an account of how you implemented a defined change project inside your healthcare organisation or department. You will be allocated a tutor who will support you as you prepare each assessment.

• Managing Healthcare Finance – introduces fundamental concepts needed for effective financial management in healthcare with a focus on costing and budgetary management to enhance organisational performance and accountability.

• Leadership Effectiveness For Healthcare Managers – starts by considering what leadership effectiveness is and then considers how both personal and team effectiveness can be enhanced. It explores working with groups and teams in the wider context and frameworks for assisting personal and team effectiveness including issues concerning the future workforce.

• Strategic Business And Service Planning In Healthcare – focuses on systematic business planning as a rigorous approach to planned change. It brings together and integrates the other modules.

About The Institute Of Healthcare Management (IHM) The Institute of Healthcare Management (IHM) in the United Kingdom is recognised as one of the most influential healthcare management organisations in the world. The IHM’s membership reflects the diversity of healthcare management from within primary and acute care as well as from the public and private sectors.

Since 1902, the IHM has played an important part in the lives of thousands of healthcare managers. It provides opportunities to enhance the careers of those involved in the

• Managing Information And Communications In Healthcare – reviews the importance of information and communication management in the delivery of services.

• Managing Health Service Delivery – covers approaches to designing healthcare service delivery systems in a quality context including adopting a project management approach.

health and care sectors through professional development opportunities, robust and effective networks and influencing relevant policy decisions.

When you register for the Professional Diploma or Professional Certificate programme you receive membership of the IHM for one year. Membership is a recognition of

How Will This Programme Be Delivered?

The IHM’s Professional Certificate and Professional Diploma are delivered through a blended learning approach that combines:

your commitment to the IHM’s standards and its Healthcare Management Code. It gives the individual membership of an international community of professional health and social care managers who are committed to improvement and

• face-to-face classroom workshops where you’ll experience interactive learning through lectures, case studies and team activities

excellence in healthcare.

• sharing insights and networking with other programme members from across the region

By successfully completing either the Professional Certificate or Professional Diploma programme you will be gaining an internationally recognised professional managerial qualification, entitling you to become a full member of the

• structured pre- and post-workshop self-study based on a facilitated learning pathway for each module

IHM and to use the designatory letters ‘MIHM’ after your

• e-learning through online delivery of multimedia module materials and online interaction with your programme colleagues and module leaders • online, telephone and face-to-face coaching and mentorship by the module leaders

+971 4 335 2437

+971 4 335 2437

name.

Module Timings: Registration and coffee will be at 07:30 on Day One. The module will commence at 08:00 and conclude at at 14:30 with lunch. There will be refreshment breaks at approximately 10:30 and 12:30.

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1

Managing Your Healthcare Enterprise

2

Managing Healthcare Finance 8 – 11 July 2012

Learn How To:

Learn How To:

• Assess the role of the healthcare manager in planning development and change

• Apply financial management tools and critically reflect on the outcomes

• Critically explore the complexity of ideas, values and beliefs that influence the culture of your organisation and assess the implications for management

• Critically assess the use of budgets as part of performance measurement and accountability

• Audit the demographic, epidemiological and social environment, and its impact on your organisation • Apply a number of standard change management tools to your own role and organisation • Develop strategies for managing change and development in your professional role

Module Aims This module aims to allow you to understand how your healthcare organisation is affected by the social, economic and political environment in which it operates. It also encourages you to see yourself as a manager operating in a continually changing environment and explores the significance of organisational culture.

This module helps you to develop concepts and tools to manage successful and effective adaptation of your enterprise.

Module Content Section One – The Role Of The Healthcare Manager • Forces for change • Analysing your planning environment • Managing in a flexible organisation • Building up resource capacity • Key tasks for change

• Critically explore the sources and allocation of funding in health and social care • Prepare a business case for a new capital project

Module Aims This module aims to introduce the fundamental concepts needed for effective financial management with a focus on costing and budgetary management to enhance organisational performance and accountability. It discusses a range of techniques for evaluating capital projects and the decision-making processes involved in capital investment.

Module Content Section One – The Sources And Allocation Of Funds • Systems for funding health and social care • The allocation of finance for health and social care • Flexible approaches to funding Section Two – Costs And Budgets • Costs and their implications • Unit costs and opportunity costs • Budgeting • Financial appraisal Section Three – Performance Measurement And Accountability • Budget responsibilities and negotiation • From value for money to best value • Accountability and the assessment of financial performance

Section Two – Analysing The Cultural Environment • Power in society • Societal values • Values, power and equal opportunities • Managing value conflicts Section Three – Auditing The Demographic, Epidemiological And Social Environments • Aspects of demography • Aspects of epidemiology • Aspects of the social environment • Disadvantage and discrimination

Section Four – Planning For The Future • Capital expenditure and cost–benefit analysis • Investment appraisal • Capital financing and capital charges • Making proposals for capital expenditure

Section Four – Understanding The Political Environment • Politics and the manager • Interpreting the policy-making process • The role of pressure groups and the media • Politics and central government Section Five – Culture And Innovation • Analysing organisational culture • Analysing ideologies • Managing organisational culture • Managing the process of innovation • People and innovation Module Directors: B Benedict Stanberry PPrincipal Consultant, Oliva Health, UAE O

+971 4 335 2437

Module Director: JJill O’Connell M Managing Director LLeading Edge Consultancy, U UAE

+971 4 335 2437

B Benedict Stanberry PPrincipal Consultant, O Oliva Health, UAE

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Leadership Effectiveness For Healthcare

Strategic Business And Service

3 Managers

4 Planning In Healthcare

Learn How To:

Learn How To:

• Critically explore what effectiveness means for a healthcare organisation or service, for the service manager and for members of the team

• Explore the relationship between planning and strategy both in theory and in your organisation taking account of the internal and external social, economic and political factors

• Critically reflect on the role of teams in healthcare organisations and examine the implications for effective team leadership strategies

• Employ appropriate planning models to develop a business plan for your service or organisation

21 – 24 October 2012

4 – 7 November 2012

• Critically evaluate methods of assessing and measuring both personal and team effectiveness and reflect on their value to the healthcare organisation • Review the methods of performance management you use and critically reflect on how they could be developed to enhance both personal and team effectiveness • Develop plans to ensure continued effectiveness of the service through workforce planning to meet the challenges of the future

Module Aims This module aims to equip you with the knowledge and skills to form and manage effective teams of individuals. It enables you to reflect on and assess current levels of leadership effectiveness and the methods by which personal and team effectiveness is measured and enhanced. It encourages you to view healthcare services within a range of organisational frameworks in order to be responsive to your environment and the needs of your staff.

Module Content Section One – What Is Effectiveness?

• What is personal and team effectiveness?

• Priorities and effectiveness • Commissioning, collaboration and partnership as a framework for effectiveness • Employment contracts and service agreements Section Two – Developing Individual Effectiveness • Values • Personality, style and personal interactions • Using feedback to develop your personal effectiveness • Continuous development

• Critically explore the roles and functions of stakeholders and assess ways of exerting power and influence in your organisation • Critically assess your organisation’s or service’s resource strengths and weaknesses, and how this both impacts on planning for the future and will in turn be impacted upon

Module Aims This module brings together a range of management ideas, methods and principles. It encourages the development of strategic healthcare planning, taking account of the environment in which the organisation operates, its mission and a consideration of its resources.

Module Content Section One – Business And Service Planning In Context • The idea of strategy • The process of planning • The benefits of business and service planning Section Two – Analysing The Environment And Envisaging The Future • Understanding your environment • Understanding the health and social care economy • Vision and mission Section Three – Analysing Your Resources And Planning For The Future • Analysing resource strengths and weaknesses • Planning for the future

Section Three – Managing Teams • Some fundamentals • Assessing and developing team effectiveness • Leading teams • Working across boundaries Section Four – Frameworks For Developing Effectiveness • Describing organisational frameworks • Organisational frameworks for development • Frameworks for workforce planning • Organisational flexibility and effectiveness • New organisational frameworks Section Five – Managing Performance • Measuring performance • Motivation, recruitment and appraisal • Managing unsatisfactory performance • Future trends in managing personal and team effectiveness Module Directors: B Benedict Stanberry PPrincipal Consultant, Oliva Health, UAE O

+971 4 335 2437

Module Director: JJill O’Connell M Managing Director LLeading Edge Consultancy, U UAE

+971 4 335 2437

B Benedict Stanberry PPrincipal Consultant, O Oliva Health, UAE

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www.iirme.com/healthcaremgmt

Managing Information And

Managing Health Service Delivery

5 Communications In Healthcare

6

Learn How To:

Learn How To:

• Critically evaluate information requirements, sources and systems of relevance to your healthcare service

• Apply concepts of systems theory to analyse the quality and

• Reflect on potential future developments and their impact

• Review and critically reflect on healthcare quality standards that

18 – 21 November 2012

• Identify and critically assess how information management processes can be enhanced through the influence of healthcare managers • Employ information at appropriate stages of decision-making and critically reflect on the benefits and challenges involved • Apply a framework to implement a local information strategy in the context of national and corporate strategies • Critically compare the traditional technical approach to information systems development with the socio-technical methodology

9 – 12 December 2012

effectiveness of a healthcare service

relate to the service and to the monitoring of those standards • Identify and evaluate opportunities to improve services which can be judged against quality standards • Use project management tools and techniques to plan a service delivery project

Module Aims This module aims to equip you with the knowledge and skills to design and develop health service delivery systems which meet the needs of service users (ie, patients, their families and

Module Aims

the community) and operate effectively within the appropriate

This module aims to equip you with the knowledge and skills to manage and enhance the use of healthcare information. It enables you identify how and where you can influence existing information management processes as well as how to approach the development of new systems and strategies.

framework of regional or national legislation and policy. It will help you to analyse and improve the quality of care provided in your organisation, as well as set and monitor quality standards. The tools and techniques of project management are employed throughout.

Module Content Module Content Section One – Delivering A Service Section One – Information In Support Of Care • Why information is important to health and social care • A wider look at information requirements • Information management in practice

• Outcomes and performance • Frameworks for service delivery • Service agreements and service specifications Section Two – Managing Systems

Section Two – Information, Decisions And Communication • Types of decision and their information needs • Decision-making methods and the role of information • Making meetings work • Advising and informing others

• Managing service delivery systems • Specifying systems • Managing and co-ordinating systems Section Three – Managing Quality • What is quality?

Section Three – Making Information Work For You • Developing good sources of information • Organising information • Finding meaning in data • Looking after your information

• Quality management • Setting and measuring quality standards Section Four – Managing Projects

Section Four – Developing Information And Communication Systems • From national strategy to local implementation • Procuring and developing information systems • Implementation and beyond

Module Director:

• Project planning • Running projects

Module Director:

B Benedict Stanberry PPrincipal Consultant, Oliva Health, UAE O

+971 4 335 2437

• Project definition

B Benedict Stanberry PPrincipal Consultant, Oliva Health, UAE O

+971 4 335 2437

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Meet Your Module Directors Benedict Stanberry

In 2008, Ben was awarded an Executive MBA scholarship by Henley Business School. One of the world’s top business schools, Henley is

Benedict Stanberry is a healthcare

consistently ranked Number 1 in the world for student quality by The

management consultant, lecturer and author

Economist magazine.

with extensive experience of providing education, development and coaching

Ben is a Fellow of the Royal Society of Medicine and a Member of the

programmes for healthcare managers and

Institute of Directors and the Institute of Healthcare Management.

executives across the Middle East. He works with many of the

He is a regular speaker on healthcare management issues at both

region’s leading healthcare organisations in both the public and

national and international conferences.

private sectors. His extensive list of regional clients includes – Jill O’Connell

• King Fahad Specialist Hospital, Dammam, KSA

After completing her degree Jill O’Connell

• King Fahad Medical City, Riyadh, KSA

initially worked as cabin crew for British

• Riyadh Care Hospital & National Hospital, Riyadh, KSA

Airways. Throughout the 1980’s she lived

• Saudi German Hospital Group, Jeddah, KSA

through the legendary transformation of the

• Tamer Group, Jeddah, KSA

airline, in which it reversed consumer opinion

• King Hussein Cancer Center, Amman, Jordan

to become the ‘Worlds Favourite Airline’. This experience left a deep and lasting impression on her and showed

• Mafraq Hospital, Abu Dhabi, UAE

her what can be achieved through the collective commitment of an

• Al Rahba Hospital, Abu Dhabi, UAE

inspired workforce.

• Dubai Healthcare City, Dubai, UAE In the 11 years she has been in Dubai she has worked with various

• Ministry of Health, Dubai, UAE

high profile organisations. At the American Hospital in Dubai she Originally trained as a lawyer, Ben received a LLB with honours in

successfully managed projects in the development of customer

1995 and a LLM in 1996, both from Cardiff University – one of the

focused policies and standards and the initiation of a service

elite ‘Russell Group’ of leading British universities. Immediately upon

competency framework for all frontline staff.

graduation, Ben was appointed as one of the youngest ever faculty members of both the university’s law school and business school,

Working as a consultant to the Department of Economic Development

where he quickly developed his engaging and facilitative teaching

she designed the assessors guide for the Dubai Service Excellence

style. He specialised in medical and healthcare law and was named

Scheme – a quality award which continues to value and reward

Welsh Lawyer of the Year in recognition of his advocacy, teaching and

superior service throughout the Emirate. For 5 years she was a cabin

advisory work with the National Health Service in Wales.

crew manager at Emirates Airline and was directly responsible for the performance management of over 300 employees – reward,

Following a move to management consulting in 2001, Ben worked

recognition, assessment, development, talent management,

with numerous public and private sector organisations – including the

discipline and welfare.

UK Ministry of Defence, Department of Health, LogicaCMG, Capgemini and Sanofi Avensis. During this time he also served as the interim

More recently at Al Ain Hospital she partnered with the senior

chief executive of a Brussels-based healthcare NGO that lobbied and

management team to deliver a strategic plan, staff appraisal and

worked with the European Commission and Parliament.

training programme to enhance customer service.

In 2006, Ben briefly became a familiar face to millions in the UK

Jill is certified by Global Air Training in the UK as a CRM/TRM (Crew/

when he beat over 10,000 applicants to become one of the stars of

Team Resource Management) instructor, offering human factors

the BBC business reality show The Apprentice after having fought a

training to doctors and medical teams working in high pressure

successful three year battle with advanced cancer, from which he was

environments. The overall aim of this non-technical skills training is

given only a 30 percent chance of survival. Later that year, he was

to reduce medical errors attributed to human factors.

appointed General Counsel and then Commercial and Legal Director of one of the UK’s leading private healthcare providers. In the same

Jill holds a Bachelors degree in languages, a post-graduate teaching

year, Ben was elected as a Conservative Party politician in south west

degree and an MBA in Strategic Human Resources Management. She

London where his responsibilities included overview and scrutiny of

also holds UK diplomas in assessment and coaching and is a member

the delivery of healthcare services in the capital.

of the Association for Coaching in the UK. She is Managing Director of Leading Edge Consultancy – an HR company based in Dubai.

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+971 4 335 2437

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The Institute Of Healthcare Management’s Professional Certificate and Professional Diploma In Healthcare Management Radisson Royal Hotel, Dubai, UAE

FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 21743 Dubai, UAE

+971 4 335 2437 +971 4 335 2438 register@iirme.com

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DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE/MODULES CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com

BC4536/BC4537/BC4538/BC4539/BC4542/ BC4543

Please register me for the following courses: 1st early bird fee

❏ Managing Your Healthcare Enterprise ❏ Managing Healthcare Finance 8 – 11 July 2012 (BC4537)

❏ Leadership Effectiveness For Healthcare Managers 4 – 7 November 2012 (BC4538)

❏ Strategic Business And Service Planning In Healthcare 21 – 24 October 2012 (BC4539)

❏ Managing Information And Communications In Healthcare 18 – 21 November 2012 (BC4542)

❏ Managing Health Service Delivery 9 – 12 December 2012 (BC4543)

2nd early bird fee

Final fee

Before 25 March 2012

US$ 3,895

Before 15 April 2012

US$ 4,395 US$ 4,695

Before 22 April 2012

US$ 3,895

Before 13 May 2012

US$ 4,395 US$ 4,695

Before 24 June 2012

US$ 3,895

Before 15 July 2012

US$ 4,395 US$ 4,695

Before 5 August 2012

US$ 3,895

Before 26 August 2012

US$ 4,395 US$ 4,695

Before 2 September 2012

US$ 3,895

Before US$ 3,895 23 September 2012

Professional Certificate In Healthcare Management US$ 10,185 Save US$ 3,900

Before US$ 4,395 US$ 4,695 23 September 2012 Before 14 October 2012

US$ 4,395 US$ 4,695

Professional Diploma In Healthcare Management US$ 19,175 Save US$8,995

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All registrations are subject to our terms and conditions which are available at www.iirme.com/terms. Please read them as they include important information. By submitting your registration you agree to be bound by the terms and conditions in full.

Payments A confirmation letter and invoice will be sent upon receipt of your registration. Please note that full payment must be received prior to the event. Only those delegates whose fees have been paid in full will be admitted to the event. You can pay by company cheques or bankers draft in Dirhams or US$. Please note that all US$ cheques and drafts should be drawn on a New York bank and an extra amount of US$ 6 per payment should be added to cover bank clearing charges. In any event payment must be received not later than 48 hours before the Event. Entry to the Event may be refused if payment in full is not received.

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Cancellation If you are unable to attend, a substitute delegate will be welcome in your place. Registrations cancelled more than 7 days before the Event are subject to a $200 administration charge.

Registration fees for registrations cancelled 7 days or less before the Event must be paid in full. Substitutions are welcome at any time.

Avoid Visa Delays - Book Now Delegates requiring visas should contact the hotel they wish to stay at directly, as soon as possible.

Visas for non-GCC nationals may take several weeks to process.

All registrations are subject to acceptance by IIR which will be confirmed to you in writing.

Due to unforeseen circumstances, the programme may change and IIR reserves the right to alter the venue and/or speakers.

Event Venue: Radisson Royal Hotel, Dubai, UAE Tel: +971 4 308 0000 Accommodation Details We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Tel: +971 4 407 2693 Fax: +971 4 407 2517 Email: hospitality@iirme.com © Copyright I.I.R. HOLDINGS B.V.

AF/EO MD030332 HEALTHCARE MANAGEMENT

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