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HM01.5.1 Modern Hospital Administrator
The content 1.Ideal hospital CEO2.Issues faced by Modern Hospital Administrator
Modern hospital CEO
1. Dynamic environment – political, social, economic,
technological
2. Hospital is the most complex & dynamic organization
3. Variation and complex expectation s from CEO
4. Role CEO has changed with time due this complex
expectations
Modern hospital environment
1. Environment assessment
2. Strategy formulation
3. Policy development
4. Implementation
5. Evaluation
6. Change
Modern hospital CEOs role
1. Predicting changes
2. Predicting impact of the change
3. Formalizing the information through marketing concepts
1. Environmental Assessment
1. Concepts
2. Vision
3. Mission
4. Objectives
5. Implementation of the vision mission and objectives through
an Effective strategy
2. Strategy formulation
3. Policy Development
Strategy Implementation through POLCIES
AND PROTCOLES
1. Organizational policies – Corporate
2. General policies
– Administration
– HR
3. Clinical services
– Curative - Outdoor care / Inward care /
High dependency
– Investigation
– Rehabilitative
– preventative
4. Support services
– Supply chain
– Facility management
– Financial
1. Participation
• Strategy development
• Policy development
2. Leadership
3. Policy Development
• Preparation of the organization
– Organization should be properly geared to implement the devloped
strategies
• Organization of formal systems
– Systems for specialization , coordination, status, authority ,
communications , responsibility , accountability
4. Organizational design
1. Achieving balance
2. Evaluation
• Quality
• Efficiency
• Customer expectations
• Use of resources
5. Implementation
1. Recognition
2. Identification
3. Implementation
4. Institutionalization
6. Change
Issues faced by Modern Hospital Administrator today
The content 1. All about meetings 2. Hospital committees 3. Developing policies
• Qualitative study with 35 CEOs of hospitals:
1. As a CEO in the contemporary healthcare environment, what
do you see as the two or three greatest challenges that
confront you and your organization as you strive to carry out
its mission?“
2. Twenty-nine of the 35 CEOs responded to this question and
given as the five challenges cited most frequently are
presented in this presentation.
Challenges ?
1. Sustaining the organization's viability and mission in the face of growing
resource needs and reimbursement constraints
2. Meeting the multifaceted workforce crisis that exists throughout the country
3. Ensuring patient safety and good clinical outcomes; reducing variability in quality
and costs; and demonstrating positive impact on the health status of individuals,
families, and communities
4. Redesigning systems and processes, building new operating models, and
overcoming both technical and cultural obstacles along the way
5. Maintaining access to capital to enable needed investments in facilities,
technology, and equipme
Main challenges
“Sustaining the organization's viability and
mission in the face of growing resource
needs and reimbursement constraints “
1. Sustaining the organization's viability and mission
“Sustaining the organization's viability and mission in the face of
growing resource needs and reimbursement constraints “
• Most healthcare organizations are faced with an aging
population, growing numbers of uninsured and underinsured
persons, the need for costly technology, and other pressures
that require greater resources.
• Both governmental and private payers are constraining
reimbursement hindering the income for development .
1. Sustaining the organization's viability and mission
“Sustaining the organization's viability and mission in the face of
growing resource needs and reimbursement constraints “
• Most healthcare organizations are faced with an aging
population, growing numbers of uninsured and underinsured
persons, the need for costly technology, and other pressures
that require greater resources.
• Both governmental and private payers are constraining
reimbursement hindering the income for development .
1. Sustaining the organization's viability and mission
• Qualitative study with 35 CEOs of hospitals:
1. As a CEO in the contemporary healthcare environment, what
do you see as the two or three greatest challenges that
confront you and your organization as you strive to carry out
its mission?“
2. Twenty-nine of the 35 CEOs responded to this question and
given as the five challenges cited most frequently are
presented in this presentation.
Challenges ?
1. Sustaining the organization's viability and mission in the face of growing
resource needs and reimbursement constraints
2. Meeting the multifaceted workforce crisis that exists throughout the country
3. Ensuring patient safety and good clinical outcomes; reducing variability in
quality and costs; and demonstrating positive impact on the health status of
individuals, families, and communities
4. Redesigning systems and processes, building new operating models, and
overcoming both technical and cultural obstacles along the way
5. Maintaining access to capital to enable needed investments in facilities, technology, and
equipment
Main challenges
• Most healthcare organizations are faced with :
– an aging population,
– growing numbers of uninsured and underinsured persons,
– the need for costly technology,
– other pressures that require greater resources.
• Both governmental and private payers are constraining
reimbursement and hindering the income for
development .
1. Sustaining the organization's viability and mission
• Short supply of workers
– Significant shortages of Nursing personnel
–Certain physician specialists
–Professional caregivers.
• Changes in the skill mix to meet new service
requirements:
2. Meeting the multifaceted workforce crisis
• High levels of dissatisfaction expressed by many nurses and other
employees about their work situation
• The tremendous need for care continuity in a period where
recruitment is difficult and turnover is high.
2. Meeting the multifaceted workforce crisis
• High levels of dissatisfaction expressed by many nurses
and other employees about their work situation
• The tremendous need for care continuity in a period
where recruitment is difficult and turnover is high.
• All of these elements affect the cost and quality of care
2. Meeting the multifaceted workforce crisis
3. Ensuring patient safety and good clinical outcomes
1.Reducing variability in quality and costs
2.Demonstrating positive impact on the
health status of individuals, families, and
communities
3. Ensuring patient safety and good clinical outcomes
3. The Six Aims Improving access to and quality of healthcare services :
– need to provide care that is safe
– effective
– patient centered
– timely
– efficient,
– equitable.
4. Redesigning systems and processes
1. Redesigning
• systems and processes
• building new operating models,
• overcoming both technical and
cultural obstacles along the way .
4. Redesigning systems and processes
2. Importance of assessing and redesigning
systems and processes to bring about
improvements in patient safety, quality
outcomes, and costs.
3. “The systematic identification of priority
areas for improvement"
5. Maintaining access to capital
“ Maintaining access to capital to enable needed investments in
facilities, technology, and equipment “
• Improve the appropriateness of utilization
• To enhance the efficiency of existing facilities, healthcare
organizations clearly need large amounts of capital to meet
the growing demand for services, to acquire needed
technology, and to redesign existing processes.
5. Maintaining access to capital
• To enhance the efficiency of existing facilities :
– healthcare organizations clearly need large
amounts of capital to meet the growing demand
for services
– to acquire needed technology, and to redesign
existing processes.
HM01.5.2 Issues in Hospital administration
Case discussion
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