JMIR Publications

ABSTRACT

Background:

Globally, the healthcare system is experiencing a period of rapid and radical change. In response, innovative service models have been adopted for the delivery of high-quality care, which requires a health workforce with the required skills to support such transformation and new ways of working.

Objective:

The aim of this research protocol is to describe the research that will contribute to the development of capability for health service managers (HSMs) in managing in the digital health era, and enabling digital transformation within the Australian healthcare environment. It also explains and discusses the process of preparing and finalizing the research design and methodologies by seeking answers to the following three research questions: (1) To what extent can the existing health service management and digital health competency frameworks guide development of competence for HSMs in understanding and managing in the digital health space? (2) What are the competencies that are necessary for HSMs to acquire in order to effectively work with and manage in the digital health context? (3) What are the key factors that enable and inhibit HSMs to develop and demonstrate digital health competence in the workplace?

Methods:

The study has adopted a qualitative approach, guided by the empirically validated management competency identification process, employing four steps: (1) health management and digital health competency mapping; (2) scoping review of literatures and policy analysis; (3) focus group discussions with health service managers; and (4) semi-structured interviews with digital health leaders. The first two steps were to confirm the need for updating the current health service management curriculum in addressing the changing competency requirements of health service managers in the digital health context.

Results:

Two initial steps have been completed to confirm the significance of the study and study design. Step one, competency mapping, found that nearly half of the digital competencies were only partially or not addressed at all, by the health management competency framework. The scoping review, articulated the competencies health service managers need to effectively work with, manage, and demonstrate digital health competence in the workplace. The findings effectively support the importance of the current research, and also the appropriateness of the proposed steps (3) and (4) in answering the research questions and achieving the research aim.

Conclusions:

This study will provide insights into the health service management workforce performance and development needs for digital health, and inform credentialing and professional development requirements. This will guide health service managers in leading and managing the adoption and implementation of digital health, as a contemporary tool for healthcare delivery. The study will develop an in-depth understanding of Australian HSM’s experiences and views. The research process designed could be applied in other contexts, noting that the results need to be contextualized to individual country jurisdictions and environments.