Business goals as healthcare manager

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Business goals as healthcare manager

Content:

• Bachelor of Business Administration with a Major in Healthcare Administration
• Healthcare Administration Career Guide
• Healthcare Management (M.S.)
• How to Become a Healthcare Administrator
• MBA in Healthcare Management Salary and Career Outlook
• What is Healthcare Management?
• Public Sector & Healthcare Management Career Track

Bachelor of Business Administration with a Major in Healthcare Administration

In health care, the days of business as usual are over. Around the world, every health care system is struggling with rising costs and uneven quality, despite the hard work of well-intentioned, well-trained clinicians. At its core is maximizing value for patients: that is, achieving the best outcomes at the lowest cost. We must move away from a supply-driven health care system organized around what physicians do and toward a patient-centered system organized around what patients need.

We must shift the focus from the volume and profitability of services provided—physician visits, hospitalizations, procedures, and tests—to the patient outcomes achieved. The transformation to value-based health care is well under way. The result has been striking improvements in outcomes and efficiency, and growth in market share.

Around the world, every health care system is struggling with rising costs and uneven quality despite the hard work of well-intentioned, well-trained clinicians. Making this transformation is not a single step but an overarching strategy. Since then, through our research and the work of thousands of health care leaders and academic researchers around the world, the tools to implement the agenda have been developed, and their deployment by providers and other organizations is rapidly spreading.

Some organizations are still at the stage of pilots and initiatives in individual practice areas. There is no longer any doubt about how to increase the value of care. The question is, which organizations will lead the way and how quickly can others follow? The challenge of becoming a value-based organization should not be underestimated, given the entrenched interests and practices of many decades.

This transformation must come from within. Only physicians and provider organizations can put in place the set of interdependent steps needed to improve value, because ultimately value is determined by how medicine is practiced. Yet every other stakeholder in the health care system has a role to play. Patients, health plans, employers, and suppliers can hasten the transformation—and all will benefit greatly from doing so. The first step in solving any problem is to define the proper goal.

Efforts to reform health care have been hobbled by lack of clarity about the goal, or even by the pursuit of the wrong goal. Narrow goals such as improving access to care, containing costs, and boosting profits have been a distraction.

Access to poor care is not the objective, nor is reducing cost at the expense of quality. Increasing profits is today misaligned with the interests of patients, because profits depend on increasing the volume of services, not delivering good results.

In health care, the overarching goal for providers, as well as for every other stakeholder, must be improving value for patients, where value is defined as the health outcomes achieved that matter to patients relative to the cost of achieving those outcomes. Improving value requires either improving one or more outcomes without raising costs or lowering costs without compromising outcomes, or both. Failure to improve value means, well, failure.

Embracing the goal of value at the senior management and board levels is essential, because the value agenda requires a fundamental departure from the past. While health care organizations have never been against improving outcomes, their central focus has been on growing volumes and maintaining margins.

Despite noble mission statements, the real work of improving value is left undone. Legacy delivery approaches and payment structures, which have remained largely unchanged for decades, have reinforced the problem and produced a system with erratic quality and unsustainable costs.

All this is now changing. Facing severe pressure to contain costs, payors are aggressively reducing reimbursements and finally moving away from fee-for-service and toward performance-based reimbursement.

In the U. These pressures are leading more independent hospitals to join health systems and more physicians to move out of private practice and become salaried employees of hospitals. Most hospitals and physician groups still have positive margins, but the pressure to consider a new strategic framework has increased dramatically. Market forces are driving increasing numbers of hospital mergers and acquisitions, and the number of hospital beds has declined in the U. Reimbursement rates are under pressure.

These developments are not unique to the United States: A similar story is playing out in virtually every national health care system across the globe. The economics of health care are changing, too. Yet most providers have been losing money on Medicare and Medicaid patients for a decade or more, and the magnitude of those losses only increases each year.

Exacerbating the problem, the proportion of patients covered by government programs is growing: Medicaid will expand substantially in many states in , as the Affordable Care Act is implemented, and the aging of the population will increase the percentage of Medicare patients for years beyond that.

Reimbursement for these patients will continue to be pressured by tight federal and state government budgets. National Institutes of Health research cuts will make matters even worse for academic medical centers. Those days are over. The intensifying pressure from employers and insurers for transparent pricing is already beginning to force providers to explain—or eliminate—hard-to-justify price variations. Patients will be asked to pay more and more. The percentage of the population in high-deductible health plans is now well into double digits, and it is rising.

Many employees in these plans are increasingly unwilling or are simply unable to pay historical charges, and providers incur losses or bad publicity, or both, as they try to collect on the debts.

Provider organizations understand that, without a change in their model of doing business, they can only hope to be the last iceberg to melt. We are going to have to be able to communicate exactly what we are giving patients, employers, and insurers for their money.

In this environment, providers need a strategy that transcends traditional cost reduction and responds to new payment models. If providers can improve patient outcomes, they can sustain or grow their market share. If they can improve the efficiency of providing excellent care, they will enter any contracting discussion from a position of strength. Those providers that increase value will be the most competitive. Organizations that fail to improve value, no matter how prestigious and powerful they seem today, are likely to encounter growing pressure.

Similarly, health insurers that are slow to embrace and support the value agenda—by failing, for example, to favor high-value providers—will lose subscribers to those that do. The strategic agenda for moving to a high-value health care delivery system has six components. They are interdependent and mutually reinforcing; as we will see, progress will be easiest and fastest if they are advanced together.

They are interdependent and mutually reinforcing. Progress will be greatest if multiple components are advanced together. For the most part, the solutions have focused on the levers that particular stakeholders can push and have been designed to preserve existing roles. None of them tackle the underlying strategic and structural problems that work against value for patients.

Disappointment with their limited impact has created skepticism that value improvement in health care is possible and has led many to conclude that the only solution to our financial challenges in health care is to ration services and shift costs to patients or taxpayers.

A realistic assessment of these piecemeal reforms reveals that none of them—or even all of them taken together—address the root causes of low value. While many of the steps are useful, there is no substitute for the strategic transformation the value agenda requires. Fraud and self-dealing occur, but enforcement here does not address the root causes of low-value health care. Regulations intended to reduce self-dealing can actually impede progress toward improving value, by inhibiting integrated care across specialties.

Also, consumer shopping can have only limited impact in a fragmented system where information about outcomes and price is lacking. Research-based practice guidelines are of course desirable, but compliance with them does not necessarily lead to improved outcomes or efficiency. Guidelines cover only a small slice of the overall care cycle and fail to reflect many individual patient circumstances.

Rapid advances in medical knowledge constantly improve the state of the art, which means that providers are measured on compliance with guidelines that are often outdated. New models of delivering routine primary care in lower-cost settings such as retail clinics have a role, but they will do little to address the bulk of health care costs, most of which are generated by care for more-complex diseases.

Also, retail clinics and other adjuncts to primary care practices are not equipped to provide holistic and continuous care for healthy patients or acute and preventive care for patients with complex, chronic, or acute conditions.

Capitation—a payment model in which providers receive a flat fee for taking care of an individual enrolled in a health care plan, covering any and all needed services—provides a strong incentive to reduce spending but not necessarily to improve value. This payment model also exposes providers to risks over which they have little control.

Capitation motivates providers to offer every service line in an attempt to keep spending internal, instead of providing only services where they can offer excellent value. Reducing errors is essential, but errors are just one of the outcomes that matter to patients. Reducing errors does not itself lead to a redesign of overall care that improves value. Information technology is a powerful tool for enabling value-based care. But introducing EMR without restructuring care delivery, measurement, and payment yields limited benefits.

And siloed IT systems make cost and outcomes measurement virtually impossible, greatly impeding value improvement efforts. The components of the strategic agenda are not theoretical or radical. All are already being implemented to varying degrees in organizations ranging from leading academic medical centers to community safety-net hospitals.

No organization, however, has yet put in place the full value agenda across its entire practice. Every organization has room for improvement in value for patients—and always will. At the core of the value transformation is changing the way clinicians are organized to deliver care.

The first principle in structuring any organization or business is to organize around the customer and the need. We call such a structure an integrated practice unit. IPUs treat not only a disease but also the related conditions, complications, and circumstances that commonly occur along with it—such as kidney and eye disorders for patients with diabetes, or palliative care for those with metastatic cancer.

IPUs not only provide treatment but also assume responsibility for engaging patients and their families in care—for instance, by providing education and counseling, encouraging adherence to treatment and prevention protocols, and supporting needed behavioral changes such as smoking cessation or weight loss. They are expert in the condition, know and trust one another, and coordinate easily to minimize wasted time and resources.

They meet frequently, formally and informally, and review data on their own performance. Armed with those data, they work to improve care—by establishing new protocols and devising better or more efficient ways to engage patients, including group visits and virtual interactions.

Take, for example, care for patients with low back pain—one of the most common and expensive causes of disability. One patient might begin care with a primary care physician, while others might start with an orthopedist, a neurologist, or a rheumatologist. What happens next is unpredictable. Patients might be referred to yet another physician or to a physical therapist. They might undergo radiology testing this could happen at any point—even before seeing a physician.

Each encounter is separate from the others, and no one coordinates the care.

Healthcare Administration Career Guide

The Master of Healthcare Administration MHA degree at Boston College prepares ethical leaders to drive organizational change within the rapidly transforming health ecosystem. The online program addresses contemporary challenges and emerging trends in healthcare innovation through a societal perspective aligned with Boston College's values of social justice. Meet some of our students and learn why they value their experiences in the Master of Healthcare Administration program at the Woods College. Program of Study. Provides students with an overview of healthcare services in the United States, including their historical development within a unique social, economic and political environment. Current institutional structures and delivery systems are described, as are the evolving health needs of Americans. Emphasis is placed upon the basic concepts and issues associated with the management and regulation of healthcare providers and the delivery of services.

Healthcare Management (M.S.)

Job growth for medical and health services managers outpaces all other industries 32 percent growth vs. Hospital manager positions include titles such as hospital administrators, patient care managers, and practice managers. They typically manage an entire facility, a medical practice group of physicians, or a specific clinical area or department such as finance, materials management, or patient care services. Anyone planning to make the jump to a hospital manager position needs to learn the qualities required for success in the field. These qualities include removing roadblocks for employees, knowing the technology in the hospital or facility, and knowing employee routines and responsibilities. Driven by a passion for serving others, healthcare professionals have found a rewarding field. After several years in this profession, many healthcare professionals decide to take their careers to the next level as hospital managers. Taking business administration and healthcare management courses is a good way to enter the field of healthcare management. Still, an MBA degree with a healthcare management specialization can accelerate advancement to higher levels.

How to Become a Healthcare Administrator

The partnership offers a unique experiential degree program that is informed by insights from experts in business, healthcare management, and public policy as well as more than 50 healthcare leaders across the nation. Earn an MS in Healthcare Management. Develop the skills and understand the principles you need to launch a career to serve the greater good. This rigorous one-year degree program provides a foundational understanding of the US healthcare system. You will develop solid business and leadership skills and gain hands-on experience in the field.

MBA in Healthcare Management Salary and Career Outlook

Health administration , healthcare administration, healthcare management or hospital management is the field relating to leadership, management, and administration of public health systems, health care systems , hospitals , and hospital networks in all the primary, secondary, and tertiary sectors. In international use, the term refers to management at all levels. Health systems management ensures that specific outcomes are attained, that departments within a health facility are running smoothly, that the right people are in the right jobs, that people know what is expected of them, that resources are used efficiently and that all departments are working towards a common goal for mutual development and growth. Hospital administrators are individuals or groups of people who act as the central point of control within hospitals. These individuals may be previous or current clinicians , or individuals with other healthcare backgrounds. There are two types of administrators, generalists and specialists.

What is Healthcare Management?

Healthcare is the maintenance and improvement of physical and mental health, especially through the provision of medical services. Based on your career goals, you will be taking courses geared towards:. Find more information, including course description, on Major in Business Administration with a Healthcare Management Concentration , Major in Healthcare Administration. Find more information, including course description, on Healthcare Management for All Majors. As a Healthcare major, you will be taking a combination of both elective and required courses that will teach you to:.

Public Sector & Healthcare Management Career Track

Risks to patients, staff, and organizations are prevalent in healthcare. Thus, the role of a healthcare manager is to assess, develop, implement, and monitor risk management plans with the goal of minimizing exposure. There are many priorities to a healthcare organization, such as finance, safety and most importantly, patient care.

Shenandoah University. Changes in healthcare regulations, implementation of new technologies and emphasis on preventative care contribute to increased need for healthcare management specialists. Services previously provided in hospitals are shifting to offices of health care providers. These smaller offices will require managers with healthcare knowledge and excellent business skills. The Bachelor of Business Administration Concentration in Healthcare Management integrates a heavy concentration of biological sciences with core studies in business. This distinct feature provides you with a unique combination of skill sets in healthcare and business that will increase your marketability and prepare you for a diverse range of careers.

Specifically tailored to busy, working physicians, clinicians, hospital administrators and healthcare executives, the Executive Healthcare MBA program from Creighton University's Heider College of Business offers a flexible, credible and relevant graduate degree to build your leadership skills and help advance your career. The Executive Healthcare MBA program at Creighton has a robust and credible curriculum, designed around two of the most admired professional associations in the healthcare industry: the American College of Healthcare Executives and the American Association for Physician Leadership. The Executive Healthcare MBA is ideal for physicians and mid-career healthcare professionals who seek a graduate degree in healthcare administration and have the goal to perform at a higher level in a growing and competitive field. Ideal students for this program include clinicians who manage departments, physicians who aspire to departmental or organizational leadership, are serving on organizational leadership committees or manage private practices or other entrepreneurial ventures. This program is a hybrid of both on-campus and online instruction to allow maximum flexibility for professional schedules. We focus on rigorous academic preparation, but also on the formation of the individual person. We equip leaders with the critical skills necessary to serve their organizations and their communities very effectively.

Strategic planning in health care organizations involves outlining the actionable steps needed to reach specific goals. Increasingly, organizations are having to recalibrate their health care strategies to suit current market trends and changing approaches to patient care. The American College of Healthcare Executives ACHE explains that health care strategies vary in type prospective or emergent and organizational level corporate, business, or functional.