1. HM01.5.1 Modern Hospital Administrator The content 1.Ideal hospital CEO 2.Issues faced by Modern Hospital Administrator

2. Modern hospital CEO

3. 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

4. 1.Environment assessment 2.Strategy formulation 3.Policy development 4.Implementation 5.Evaluation 6.Change Modern hospital CEOs role

5. 1.Predicting changes 2.Predicting impact of the change 3.Formalizing the information through marketing concepts 1. Environmental Assessment

6. 1.Concepts 2.Vision 3.Mission 4.Objectives 5.Implementation of the vision mission and objectives through an Effective strategy 2. Strategy formulation

7. 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

8. 1.Participation Strategy development Policy development 2.Leadership 3. Policy Development

9. 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

10. 1.Achieving balance 2.Evaluation Quality Efficiency Customer expectations Use of resources 5. Implementation

11. 1.Recognition 2.Identification 3.Implementation 4.Institutionalization 6. Change

12. Issues faced by Modern Hospital Administrator today The content 1. All about meetings 2. Hospital committees 3. Developing policies

13. 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 ?

14. 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

15. “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

16. “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

17. “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

18. 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 ?

19. 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

20. 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

21. 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

22. 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

23. 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

24. 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

25. 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.

26. 4. Redesigning systems and processes 1. Redesigning systems and processes building new operating models, overcoming both technical and cultural obstacles along the way.

27. 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"

28. 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.

29. 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.

30. HM01.5.2 Issues in Hospital administration Case discussion