Laboratory Management Training

Transcription

1 Laboratory Management Training A Means of Supporting Future Leaders of Public Health Laboratories equilabration 2008 Annual Meeting May 18-21, 2008 St. Louis, MO

2 Session Overview Review the development of the International Laboratory Management Workshop (LMW), Describe its importance in developing public health laboratory capacity in developing countries and Explore how it can help develop future laboratory leaders and provide insight to methods for strategic planning.

3 Objectives Describe the development of the LMW Describe the need for LM in developing country public health laboratory systems Understand how the LMW can be used to develop the skills of future public health laboratory leaders Describe benefits of using the LMW program for delivery to state public health laboratory personnel

4 International Workshop: History and Development Initial focus group in Zimbabwe 2003 Clinical Laboratory Sciences Excellence Laboratory Management and Business Training - Deficit

5 Why management training? Lack of capacity in laboratory Introduction of advanced technology Technology needs infrastructure to function Access to diagnostics improves health

6 International Workshop: History and Development APHL experts with international experience developed session modules Curriculum was reviewed in pilot presentations and work groups with senior laboratory professionals in Harare 11 topics defined for didactic sessions, group discussions and practical exercises

7 International Workshop: Core Sessions Organizational Management Leadership and Management Organizational Structure Motivation Performance Management Inventory Control Communication Team Building and Planning Financial Management Problem Solving and Decision Making Strategic Planning

8 International Workshop: Goal and Strategies Develop an affordable and effective process for building laboratory management capacity using theory, practice and country specific situations Iterative curriculum development Didactic and group participation workshop Follow-up practicum Build training capacity in countries

9 2004: Zimbabwe 2005: Zimbabwe International Implementation 2006: Kenya, Ethiopia, Namibia, Mozambique 2007: Ethiopia 2008: Ethiopia, Tanzania Scheduled: Nigeria, Botswana, Mozambique

10 Case Example: Human resource crisis in TB laboratories (in fact labs in general)

11 HR crisis must be solved to yield improvements Questionnaire results in 2006 among regional advisors from 75 countries: Major challenges are experienced in the area of. 77% 36% 32% 36% 36% Funding Infrastructure Equip & Sup Human Ressources EQA Source: WHO

12 TB incidence underdiagnosed quality and quantity 9,1 Mio Incidences and systematic identification More Labs Better technology New cases in ,1 Mio Notified 4,1 Mio New cases in ,5 Mio Identified New cases in Reliable Systems Most of all: Local Leadership All TB incidences Sputum Smear + MDR incidences Source: WHO Global TB Report 2008

13 HR becomes more critical Expansion requirements of the global laboratory system for meeting MDG In million tests per year to be performed in non-eme countries 120+ At least: 83 Existing non-eme capacity Required Capacity to meet MDG ~ ~ 1 ~ 7 2,000 new culture labs (or other) 23,000 new culture technicians 20,000 new microscopists Microscopy Culture or other DST Source: WHO GLI Business Plan

14 Laboratory technical operations for reliable results Laboratory Path of Workflow Pre-analytical Analytical Post-Analytical Info Mngt Patient Test Specimen Specimen Testing Laboratory Results Post-test Laboratory Interpretation Assessment Request Collection Transport Review Interpret. Report Spec Mngt System Consulting Respectively in the functions of: Organization Personnel Equipment Purchasing/Inventory Process Control Documents/Records Occurrence Management Internal Assessment Process Improvement Service and Satisfaction Source: National Committee on Clinical Laboratory Standards

15 Labs are business operations, managerial and leadership skills are key Value Chain instrument for analysing business organisations Laboratory Infrastructure Human Resource Management Value Technology Development Procurement Inbound Logistics Operations Outbound Logistics Finances Service Value Source: Michael Porter, Competitive Advantage

16 Laboratory Quality Management WHO, CDC, CLSI Laboratory Quality Management Develop instructional training package / toolkit on implementing laboratory quality Publish recommendations to governments advocating for resources Organization Personnel Equipment Purchasing & Inventory Documents & Records Process Improvement Process Control (Quality Control & Specimen Mngt Occurrence Management Customer Service Information Management Assessment Facilities & Safety

17 Key shortages in the global HR situation in TB labs Local managerial talent doesn t choose career in laboratories Not enough follow-up implementation to training interventions Lack on-the-job knowledge sharing and coaching, not enough professional support Not enough managerial skills in HR and leadership, controlling and finance, production and logistics, strategy and innovation being taught and/or coached Leads to lack of consistent quality in the labs, lack of system functionality, frequent dynamic bottle necks, lack of technicians, etc >> which leads to poor support of the medical community

18 What we have IUATLD Trainings APHL Trainings NGO Trainings CDC Trainings WHO Trainings And others. Often singular interventions Usually not complementary Do not create enough of a global career brand Do not confer certified degrees, and are therefore not careerenhancing Are too often not sustained Are often technical-focused, too little management-focused Most of all: do not develop into a global support community with possibility of local follow-up, local coaching and peer-to-peer support which will foster and encourage local leadership

19 What GLI suggests: Creating the TB laboratory leaders Laboratoy Master Management Program Global Career Academy of Laboratory Management Pillar 1 Pillar 2 Pillar 3 Managerial Skills Public Health Laboratory Practice Module A Module D by KIT Module G by Union Module K by Module B APHL Module E by JATA Module H by APHL Module L APHL Module C Module F by WHO Module I by Module M by Cooperation, Coordination and Synchronization with local institutions providing public health and technical education/training

20 Next Steps... Domestic Implementation Collaboration between APHL Global Health Program and The National Center for Public Health Laboratory Leadership, Leadership Forum

21 Is there a difference developed vs. developing? Qualitative? Quantitative? But needs are similar

22 Domestic Curriculum Revision Revision of workshop goals and objectives Content revision New content development Method of delivery

23 Insights form international experience and domestic usefulness of LMW Sally Liska, DrPH, San Francisco Public Health Laboratory Pandora Ray, National Public health Leadership Institute