AdvancingWomen in Healthcare Leadership Update WHAT WORKS? Organisational leadership commitment & accountability Organisational processes Awareness & engagement Mentoring & networking Leadership development Support tools Start with evidence-based interventions (2) . 5 Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nunc fermentum urna ac dolor aliquam, vitae ultricies diam accumsan. Maecenas porttitor lectus in purus euismod, iaculis dapibus massa hendrerit. Nam vulputate ipsum vel velit sodales tincidunt. Fusce lacus ex, blandit ac sem eu, rutrum dignissim nisi. Advancing women in healthcare leadership Evidence-based Coproduction National partnership & tailored to context Intervention development Implementation & scale up Organisational and systems change A collaborative, partnership approach Healthcare is delivered by women and led by men (1) Leadership does not reflect the community or healthcare workforce. Equity and diversity in leadership leads to improved healthcare, workforce and quality of care outcomes (1) WHY PRIORITISE EQUITY IN HEALTHCARE LEADERSHIP? WHAT IS ALREADY KNOWN? Lorem ipsum dolor sit amet, consectetur adipiscing elit. Nunc fermentum urna ac dolor aliquam, vitae ultricies diam accumsan. Maecenas porttitor lectus in purus euismod, iaculis dapibus massa hendrerit. Nam vulputate ipsum vel velit sodales tincidunt. WHAT IS THE SOLUTION? 1 2 World Health Organization. Delivered by women, led by men: A gender and equity analysis of the global health and social workforce. Geneva; 2019. Mousa, M. et al. Advancing women in healthcare leadership: A systematic review and meta-synthesis of multi-sector evidence on organisational interventions. EClinicalMedicine 39, 101084 (2021). DOI: 10.1016/j.eclinm.2021.101084 Mousa, M. et al. Factors that influence the implementation of organisational interventions for advancing women in healthcare leadership: A meta- ethnographic study. eClinicalMedicine 51, 101514 (2022). DOI: https://doi.org/10.1016/j.eclinm.2022.101514 Mousa, M. et al. Experiences of Organizational Practices That Advance Women in Health Care Leadership. JAMA Netw Open. 2023;6(3):e233532. DOI:10.1001/jamanetworkopen.2023.3532 1. 2. 3. 4. 3 4 Intervention fit & fidelity Leadership commitment & accountability Cultural context & organisational readiness Apply evidence-based implementation approaches (3) Successful implementation needs: Address systemic barriers Challenge gendered assumptions of leadership Provide mentoring opportunities Build practices that foster credibility, collaboration and continuous improvement. Create a workplace culture that supports women's credibility as leaders (4) Inequity & barriers to women's leadership pathway Strategies for women to address barriers Practices, policies, interventions Making the case Fixing the woman Fixing the system © Monash University 16 | THE QUARTERLY Q1 2023 AdvancingWomen in Healthcare Leadership (AWHL) continues to expand and grow its reach. As described in the lastQuarterlyUpdate, AWHL is a national partnership initiative across professional, medical and nursing colleges, industrial bodies, health services and government. It aims to coproduce, implement, evaluate and deliver evidence-based effective systems-level change to improve equity and diversity and advance women in healthcare leadership. Since our last update, the Royal Australian and New Zealand College of Psychiatrists (RANZCP), Australian and New Zealand College of Anaesthetists (ANZCA) and the Australian Federation of Medical Women (AFMW) have joined the partnership. We continue to have a strong focus on women’s leadership training and are progressing on the development of implementation of system-level interventions within the partner organisations. Knowledge Generation We have previously reported on the range of foundational knowledge generation already completed. A systematic review demonstrated the range of organisational interventions which research has shown to be effective in advancing women in leadership; we have demonstrated WHAT works. (1) Subsequent analysis of interviews with organisational leaders has demonstrated the factors that influence implementation of organisational interventions; they focus on HOW actions might work. (2) These have been complemented by a third foundational study looking at the experiences of women in leadership roles, with a view to informing an organisational culture to promote women’s career advancement. (3) These three papers underpin the project’s approach to knowledge gathering from partners both individually and collectively. We congratulate Dr Mariam Mousa who led these three foundational papers as part of her doctoral research, and are excited that she recently received her PhD. Mariam will continue to work on the initiative, in particular in coordinating the Women in Leadership program run by the Monash Centre for Health Research and Implementation. RACMA Progress We conducted a survey in late 2022 to seek the views of RACMA’s membership to contribute to shaping the priorities for RACMA and others. This incorporates consideration of the following three key areas: 1. RACMA leadership roles - to advance women within the college 2. RACMA medical workforce pipeline - training strategies to attract women into medical leadership and support them throughout training 3. RACMA’s influence on the broader medical profession - leveraging RACMA’s influence on health services through its Members. The survey data have been triangulated with data from qualitative interviews of RACMA leaders to better understand what is considered to work to advance women in leadership within RACMA and health services more broadly. Interview and survey data showed that overall, RACMA leaders and members believe that RACMA has a gender equitable leadership culture, demonstrating RACMA’s commitment to improving gender equity and advancing women in leadership. RACMA was seen as being collaborative and consultative in its decision-making. Issues of flexibility in training and career were considered key to effecting change. Data are currently being finalised and a report will be provided to the leadership committees and board overseeing this work. We extend our gratitude to the 184 members of RACMA who completed the survey. We are hoping to explore the issue of your role as medical leaders and members of RACMA in advancing women leadership in greater depth at the RACMA conference in October. Community of Practice Whileeachorganisationfaces itsownspecificchallenges inadvancing women in leadership, it is clear from our knowledge generation that organisations share multiple challenges and issues. We started a Community of Practice in 2022 for member organisations, in particular the Colleges and the Australian Medical Association, to explore common issues and coproduce collective actions that each can implement within their organisations. We will restart the CoP later this year as we move into the intervention generation phase of the initiative. Engagement and Reach We continue to be amazed and grateful for the ongoing enthusiasm partners show for this initiative. Relationships with partners are strong and increasingly deepening as we all work together to understand the issues facing both the organisations and the service system within which health professionals work. Ongoing engagement is vital to create the systemic change this initiative is striving for.Wehavepresentedourwork toProf KathleenRiach from the University of Glasgow Adam Smith Business School, with whom we delved into the sociology of gender inequality. We interrogated the implementation science of this project with Professor Jeremy Grimshaw from the University of Ottawa. All external academics with whom we have interacted have been impressed by the scale of this coproduced, implementation-focused initiative and are keen to remain involved. We thank those of you who have contributed so far to interviews or surveys, and we look forward to seeing you later in the year at your conference to continue this conversation. References ¹ Mousa M, Boyle J, Skouteris H, Mullins AK, Currie G, Riach K, et al. Advancing women in healthcare leadership: A systematic review and meta-synthesis of multi-sector evidence on organisational interventions. EClinicalMedicine. 2021;39:101084. ² Mousa M, Skouteris H, Boyle JA, Currie G, Riach K, Teede HJ. Factors that influence the implementation of organisational interventions for advancing women in healthcare leadership: A meta-ethnographic study. eClinicalMedicine. 2022;51:101514. ³ Mousa M, Garth B, Boyle JA, Riach K, Teede HJ. Experiences of Organizational Practices That Advance Women in Health Care Leadership. JAMA Network Open. 2023;6(3):e233532. ~ By Dr Jenny Proimos MBBS MPH FRACP GAICD, on behalf of the AWHL project team
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