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