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Introduction to US Health CareIntroduction to US Health Care
Caring for Special Caring for Special PopulationsPopulations
Mental DiseaseMental Disease
““psychological, biological, chemical, neurological, and behavioral psychological, biological, chemical, neurological, and behavioral disorders that impair cognitive, affective, and social functioning”disorders that impair cognitive, affective, and social functioning”
•Depression, anxiety, and phobias
•Psychosis, schizophrenia, and major depression
•OCD and other behavior problems
•Mental retardation
•Deterioration of brain function
•Substance abuse
Mental Health FacilitiesMental Health Facilities
State and county State and county mental hospitalsmental hospitals
Private psychiatric Private psychiatric hospitalshospitals
Short-term general Short-term general hospitalshospitals
Department of Department of Veterans Affairs Veterans Affairs facilitiesfacilities
Residential treatment Residential treatment facilitiesfacilities
OtherOther
Caring for the Mentally IllCaring for the Mentally Ill
AmbulatoryAmbulatory InpatientInpatientPCP officesPCP officesPsychiatrists’ officesPsychiatrists’ officesMental health centersMental health centersDay care programs, etc.Day care programs, etc.
Psychiatric unitsPsychiatric unitsMental hospitalsMental hospitalsSpecial purpose hospitalsSpecial purpose hospitals
27%
17%3%19%
18%
14% 2%
Private Insurance
Out-of-Pocket
Other Private
Medicaid
State and LocalGov't
Medicare
Federal
Funding Mental Health ServicesFunding Mental Health Services
Legal IssuesLegal Issues
Commitment LawsCommitment Laws Voluntary commitmentVoluntary commitment Involuntary commitmentInvoluntary commitment
Discriminatory Discriminatory Insurance PracticesInsurance Practices
The Americans with The Americans with Disabilities ActDisabilities Act
Homeless PopulationHomeless Population
More vulnerable to various More vulnerable to various diseasesdiseases
Certain illnesses are Certain illnesses are associated with povertyassociated with poverty
More difficult to follow More difficult to follow through with treatmentthrough with treatment
Challenges in Providing CareChallenges in Providing Care
Lack of insuranceLack of insurance Lack transportationLack transportation FearFear Complexities due to avoidance of careComplexities due to avoidance of care Not a priorityNot a priority MisdiagnosisMisdiagnosis
Veterans Health IssuesVeterans Health Issues
Rehabilitation servicesRehabilitation services Mental health issuesMental health issues Toxic agent exposure servicesToxic agent exposure services
Veterans Millennium Health Care and Benefits
Act
Immigrant Health CareImmigrant Health Care
Language barriersLanguage barriers Poorer country of origin health carePoorer country of origin health care Cultural variablesCultural variables
Duty to Treat
Caring for Special PopulationsCaring for Special Populations
People with AIDS and HIVPeople with AIDS and HIV
Victims of ViolenceVictims of Violence
Specialists vs. generalists
Obstacles to treatment
Planning-Controlling CyclePlanning-Controlling Cycle
Measure achievement of plan(Control)
Adjust expectationsor
Take other actions
Plan
Controlling Against Inappropriate BehaviorsControlling Against Inappropriate Behaviors
Establishing policies and safeguards Establishing policies and safeguards forfor Inappropriate use of company computersInappropriate use of company computers Misuse of company equipmentMisuse of company equipment Theft of company resourcesTheft of company resources Inappropriate interactions between staffInappropriate interactions between staff Establishing equipment maintenance Establishing equipment maintenance
schedulesschedules Policies—a control mechanismPolicies—a control mechanism
Types of Control SystemsTypes of Control Systems
Anticipatory (preventive)Anticipatory (preventive) Preventive maintenance schedulesPreventive maintenance schedules Back-up systemsBack-up systems
Concurrent (in process)Concurrent (in process) Monitoring equipmentMonitoring equipment AlarmsAlarms
Feedback (reactive/corrective)Feedback (reactive/corrective) Performance scorecard/dashboardPerformance scorecard/dashboard Exit interviewsExit interviews
Control System RequirementsControl System Requirements
Controls should:Controls should: Be understandableBe understandable Register deviations quickly and in a Register deviations quickly and in a
timely fashiontimely fashion Be appropriate, adequate, and Be appropriate, adequate, and
economicaleconomical Be somewhat flexibleBe somewhat flexible Indicate where corrective action should Indicate where corrective action should
be appliedbe applied
Story Time-Plan & ControlStory Time-Plan & Control
What goals in the medical office What goals in the medical office should you use the plan and control should you use the plan and control process to have the goals become process to have the goals become reality?reality?
Statistical Tools for Quality ImprovementStatistical Tools for Quality Improvement
Purpose of MeasurementPurpose of Measurement
Performance measurement meets multiple Performance measurement meets multiple internal and external needs.internal and external needs.
Three fundamental purposes of Three fundamental purposes of performance measurement:performance measurement: Assessment of current performanceAssessment of current performance Demonstration and verification of performance Demonstration and verification of performance
improvementimprovement Control of performanceControl of performance
Statistical Tools for Quality Statistical Tools for Quality
Improvement ImprovementBenefits of Effective Performance Benefits of Effective Performance
MeasurementMeasurement
Provides factual evidence of performanceProvides factual evidence of performance Promotes ongoing organization self-evaluation Promotes ongoing organization self-evaluation
and improvementand improvement Illustrates improvementIllustrates improvement Facilitates cost-benefit analysisFacilitates cost-benefit analysis Helps meet external requirements or demands for Helps meet external requirements or demands for
performance evaluationperformance evaluation
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Benefits of Effective Performance Benefits of Effective Performance Measurement (cont.)Measurement (cont.)
May facilitate the establishment of long-term May facilitate the establishment of long-term relationships with various external stakeholdersrelationships with various external stakeholders
May differentiate the organization from May differentiate the organization from competitorscompetitors
May contribute to the awarding of business May contribute to the awarding of business contractscontracts
Fosters organizational survivalFosters organizational survival
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Framework for MeasurementFramework for Measurement
A cohesive performance improvement A cohesive performance improvement program comprises three elements:program comprises three elements:
1.1. Performance improvement processPerformance improvement process: : carefully chosen, values-based, systemic, carefully chosen, values-based, systemic, organization-wide approachorganization-wide approach
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Framework for Measurement (cont.)Framework for Measurement (cont.)
2.2. Performance improvement planPerformance improvement plan: a : a detailed strategy consisting of:detailed strategy consisting of:
Identified and prioritized opportunities for Identified and prioritized opportunities for quality improvementquality improvement
Adequate staffingAdequate staffing Expected time framesExpected time frames Necessary financial/material resourcesNecessary financial/material resources
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Framework for Measurement (cont.)Framework for Measurement (cont.)
3.3. Performance improvement projectsPerformance improvement projects: diverse, : diverse, individual, focused initiatives that hospitals individual, focused initiatives that hospitals implement to achieve clearly defined, measurable implement to achieve clearly defined, measurable improvementsimprovements
Other components that support successful Other components that support successful implementation of performance improvement programs:implementation of performance improvement programs:• Leadership commitmentLeadership commitment• Staff understanding and participationStaff understanding and participation• Establishment of partnerships with key stakeholdersEstablishment of partnerships with key stakeholders
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Framework for Measurement (cont.)Framework for Measurement (cont.) Establishment of a performance improvement Establishment of a performance improvement
oversight entityoversight entity Selection/use of performance improvement Selection/use of performance improvement
methodologymethodology Development of protocolsDevelopment of protocols Identification and response to performance Identification and response to performance
resource needsresource needs Recognition of successes and effortsRecognition of successes and efforts Continuous assessment of effectivenessContinuous assessment of effectiveness
Story Time-ExplainingStory Time-Explaining
How are going to explain the plan How are going to explain the plan and train the employees to do their and train the employees to do their part in the process improvement part in the process improvement initiatives?initiatives?
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Critical Performance Measure CharacteristicsCritical Performance Measure Characteristics RelevantRelevant ReliableReliable ValidValid Cost effectiveCost effective Under the control of the providerUnder the control of the provider Precisely defined and specifiedPrecisely defined and specified InterpretableInterpretable Risk adjusted or stratifiedRisk adjusted or stratified
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Statistical Process Control (SPC)Statistical Process Control (SPC)
Method of using data to track processes Method of using data to track processes to improve the quality of products and to improve the quality of products and services; uses simple statistical tools to services; uses simple statistical tools to explain any process that generates explain any process that generates products or servicesproducts or services
Requires a change in thinking from error Requires a change in thinking from error detection to error prevention (i.e., doing detection to error prevention (i.e., doing it right the first time)it right the first time)
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Figure 7..1
Process
Product or Service
Data
SPC
Process Intervention
Process
Product or Service
Data
SPC
Process Intervention
Etc.
How a process that generates a product or service alsogenerates data that can be analyzed using statistical process control tools and used to improve the process
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Elements of a Control ChartElements of a Control Chart
A control chart is a line graph with a A control chart is a line graph with a centerline that represents the overall centerline that represents the overall process average (or mean). It shows process average (or mean). It shows the flow of a process over time and is the flow of a process over time and is a dynamic presentation of data. The a dynamic presentation of data. The measure of the process being measure of the process being monitored appears on the vertical monitored appears on the vertical axis.axis.
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Elements of a Control ChartElements of a Control Chart
A control chart is a line graph with a A control chart is a line graph with a centerline that represents the overall centerline that represents the overall process average (or mean). It shows process average (or mean). It shows the flow of a process over time and is the flow of a process over time and is a dynamic presentation of data. The a dynamic presentation of data. The measure of the process being measure of the process being monitored appears on the vertical monitored appears on the vertical axis.axis.
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Example of a Control ChartExample of a Control Chart
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR AP
R
MAY JU
N
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR AP
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MAY JU
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0
0.05
0.1
0.15
0.2
0.25
PROP
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1998 1999
+3
-3
2000
P = 0.096
C - s e c t i o n R a t e
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Months
0
0.1
0.2
0.3
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Prop
ortio
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+3
Mean
Test 1: >3 Sigma
Test 3: Run of 8 Same Side
Test 2: Downward Trend of 6
-3
123456
123
45678
A trend is defined as six consecutive data points incrementally increasing or decreasing.
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Comparison Chart AnalysisComparison Chart Analysis
Objective: to evaluate whether an individual Objective: to evaluate whether an individual healthcare organization’s performance is different healthcare organization’s performance is different from the expected level derived from other from the expected level derived from other organizations’ dataorganizations’ data
Inter-organizationalInter-organizational Cross-sectional analysisCross-sectional analysis OutlierOutlier: when an organization’s performance level : when an organization’s performance level
is, statistically speaking, significantly different is, statistically speaking, significantly different from the expected levelfrom the expected level
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
There are a number of ways to use There are a number of ways to use data for improvement purposes, all of data for improvement purposes, all of which involve comparison.which involve comparison.
Statistical Tools for Quality Statistical Tools for Quality ImprovementImprovement
Data can be used to compare:Data can be used to compare: An organization’s performance against An organization’s performance against
itself over timeitself over time The performance of one organization to The performance of one organization to
the performance of a group of the performance of a group of organizations collecting data on the organizations collecting data on the same measures in the same waysame measures in the same way
An organization’s performance against An organization’s performance against established benchmarks or guidelinesestablished benchmarks or guidelines
Story Time-ChartsStory Time-Charts
How will you determine which How will you determine which processes in the medical office processes in the medical office should be under statistical process should be under statistical process control?control?
StandardsStandards
Criteria against which subsequent Criteria against which subsequent performance or results can be judgedperformance or results can be judged
Also known as performance metricsAlso known as performance metrics State what should be doneState what should be done
Derived from organizational goals and Derived from organizational goals and objectivesobjectives
Expressed in numerical termsExpressed in numerical terms
Establishing StandardsEstablishing Standards
May be developed by looking at May be developed by looking at others (benchmarking)others (benchmarking)
Can be broad or narrowCan be broad or narrow Should be responsibility-linked, Should be responsibility-linked,
customer-focused, balanced, timely, customer-focused, balanced, timely, credible, comparable, and simplecredible, comparable, and simple
Tangible StandardsTangible Standards
Most commonly are physical Most commonly are physical standards that pertain to the standards that pertain to the operation of a departmentoperation of a department
Define:Define: The amount of x within y time, or The amount of x within y time, or For the cost of x the amount of y will be For the cost of x the amount of y will be
produced, orproduced, or The content of x will be present in y The content of x will be present in y
quantityquantity Are quantitative and qualitativeAre quantitative and qualitative
Intangible StandardsIntangible Standards
Criteria is not as preciseCriteria is not as precise Quality of careQuality of care Reputation of medical staffReputation of medical staff
Can use tools such as surveysCan use tools such as surveys Employee satisfactionEmployee satisfaction Patient satisfactionPatient satisfaction National surveys on “best doctors”National surveys on “best doctors”
Tools to Establish StandardsTools to Establish Standards
Time and Motion StudiesTime and Motion Studies Work-measurement techniqueWork-measurement technique FlowchartsFlowcharts Defining the best methodDefining the best method
Time LaddersTime Ladders How much time doing whatHow much time doing what Down/idle/non-productive timeDown/idle/non-productive time
Tools to Establish StandardsTools to Establish Standards
Work SamplingWork Sampling Direct observationDirect observation
Working/Not workingWorking/Not working
Strategic StandardsStrategic Standards
Need to concentrate on standards Need to concentrate on standards that best reflect the goals and that best reflect the goals and whether they are being metwhether they are being met
Consider timelinessConsider timeliness Consider economy (to monitor)Consider economy (to monitor)
If it costs (in time or actual outlay of If it costs (in time or actual outlay of funds) too much to monitor, then it’s not funds) too much to monitor, then it’s not a good standarda good standard
Consider economics (budget Consider economics (budget compliance)compliance)
Effectiveness of StandardsEffectiveness of Standards
Standards must be communicatedStandards must be communicated Staff must understand expectationsStaff must understand expectations Must be tied to individual’s Must be tied to individual’s
responsibilities/dutiesresponsibilities/duties Strategies must be monitoredStrategies must be monitored
ObservedObserved MeasuredMeasured
Expect some deviation—define what is acceptableExpect some deviation—define what is acceptable ReportedReported Acted onActed on
Taking ActionTaking Action
Critically assessCritically assess Analyze reasons for deviationAnalyze reasons for deviation Investigate reasons to gain further Investigate reasons to gain further
detailsdetails Establish corrective actions for each Establish corrective actions for each
variationvariation Benchmark with others to see if Benchmark with others to see if
there is a “better way”there is a “better way” Involve existing staff—brainstormInvolve existing staff—brainstorm
Story Time-Taking ActionStory Time-Taking Action
How would you do each of these things:How would you do each of these things: Critically assessCritically assess Analyze reasons for deviationAnalyze reasons for deviation Investigate reasons to gain further detailsInvestigate reasons to gain further details Establish corrective actions for each Establish corrective actions for each
variationvariation Benchmark with others to see if there is a Benchmark with others to see if there is a
“better way”“better way” Involve existing staff—brainstormInvolve existing staff—brainstorm
Budgetary and Other Budgetary and Other Control TechniquesControl Techniques
Seminar 8Seminar 8
ObjectivesObjectives
Define the approaches, types, and Define the approaches, types, and purposes of budgetspurposes of budgets
Outline the role of the supervisor in Outline the role of the supervisor in preparing the budgetpreparing the budget
Compare and contrast different Compare and contrast different budget modelsbudget models
Review the function of budgets in Review the function of budgets in cost containmentcost containment
BudgetBudget
A written planA written plan Expressed in figures and numerical Expressed in figures and numerical
termsterms Projects revenue and expense for a Projects revenue and expense for a
specified timespecified time Sets the financial standards to be Sets the financial standards to be
met by the organizationmet by the organization
Planning or Controlling?Planning or Controlling?
Creating the budget is a planning Creating the budget is a planning functionfunction
Managing the budget is a control Managing the budget is a control functionfunction
Budgeting FundamentalsBudgeting Fundamentals
Master (or Comprehensive) Budget—Master (or Comprehensive) Budget—When all of the institution’s operations When all of the institution’s operations are covered by budgets and all are covered by budgets and all departments are consolidated into an departments are consolidated into an overall budgetoverall budget
Budgetary Control—Use of budgets to Budgetary Control—Use of budgets to control the department’s daily control the department’s daily operations; involves evaluating results operations; involves evaluating results and taking corrective action as needed.and taking corrective action as needed.
Budgeting FundamentalsBudgeting Fundamentals
Budgets are tools for managementBudgets are tools for management Budgets should be developed in such Budgets should be developed in such
a way as to provide flexibilitya way as to provide flexibility May be required to reduce or expand May be required to reduce or expand
beyond what was budgetedbeyond what was budgeted
Budgeting DrawbacksBudgeting Drawbacks
Are time consumingAre time consuming Are an expense to createAre an expense to create May inappropriately monitor May inappropriately monitor
management performance in management performance in monetary terms onlymonetary terms only
Basis of BudgetBasis of Budget
NumericalNumerical MonetaryMonetary Nom-Monetary Numerical TermsNom-Monetary Numerical Terms
Labor hoursLabor hours Hours per adjusted patient dayHours per adjusted patient day Quantity of servicesQuantity of services Number of employeesNumber of employees
Most cover 1 yearMost cover 1 year Submitted 3 to 4 months prior to start of Submitted 3 to 4 months prior to start of
new yearnew year May be broken down into smaller periods May be broken down into smaller periods
(quarters) for periodic budgeting(quarters) for periodic budgeting
ParticipationParticipation
All levels of managementAll levels of management Input from first-line staff about capital Input from first-line staff about capital
items and suppliesitems and supplies Finance/budget departmentFinance/budget department CEOCEO Board of trustees/directorsBoard of trustees/directors
Budget committeeBudget committee
Budget ApproachesBudget Approaches
Rolling Budget: As one month or one Rolling Budget: As one month or one quarter is completed, another month quarter is completed, another month or quarter is added to the end of the or quarter is added to the end of the current budgetcurrent budget
Flexible Budget: A budget that is Flexible Budget: A budget that is prepared for different levels of prepared for different levels of activity (usually three levels—activity (usually three levels—predicted, above predictions, below predicted, above predictions, below predictions)predictions)
Budget ApproachesBudget Approaches
Historical/Conventional/Traditional Historical/Conventional/Traditional Budgeting—Basing the future budget Budgeting—Basing the future budget on expenditures that occurred this on expenditures that occurred this year by adjusting expenses by an year by adjusting expenses by an inflation factorinflation factor
Incremental Budgeting—Assumes a Incremental Budgeting—Assumes a base budget and assesses year-to-base budget and assesses year-to-year change in the total amounts year change in the total amounts above the base above the base
Budgeting ApproachesBudgeting Approaches
Zero-Based Budgeting—The new Zero-Based Budgeting—The new budget ignores the prior budget; budget ignores the prior budget; start with zero and incrementally start with zero and incrementally build the budget based on the build the budget based on the department’s activities and department’s activities and demands.demands. Seven stepsSeven steps Assessing options to accomplish the Assessing options to accomplish the
work of the departmentwork of the department
Preparing the BudgetPreparing the Budget
Requires timeRequires time Requires collection of information Requires collection of information
about the services, functions, or about the services, functions, or activities of the department and new activities of the department and new endeavorsendeavors
Assesses the economic climate to Assesses the economic climate to determine if implementing a new determine if implementing a new endeavor is appropriateendeavor is appropriate
Preparing the BudgetPreparing the Budget
After the budget is approvedAfter the budget is approved Summarize reasons for variancesSummarize reasons for variances Summarize status of new activitiesSummarize status of new activities Prepare monthly or quarterly updatesPrepare monthly or quarterly updates
Other Budget ConsiderationsOther Budget Considerations
Budget Director: Individual who Budget Director: Individual who coordinates the budget activities for coordinates the budget activities for the organizationthe organization
Budget Committee: May be an Budget Committee: May be an administrative or board committee to administrative or board committee to evaluate the consolidated budget evaluate the consolidated budget compared to strategic planscompared to strategic plans May have a Capital Budget May have a Capital Budget
SubcommitteeSubcommittee
Other Budget ConsiderationsOther Budget Considerations
Cost AllocationCost Allocation Costs associated with the department Costs associated with the department
are allocated to the departmentare allocated to the department Cost of benefits for those employed in the Cost of benefits for those employed in the
departmentdepartment Depreciation on the assets used by the Depreciation on the assets used by the
departmentdepartment Proportionate share of utilities for the Proportionate share of utilities for the
departmentdepartment
Story Time-EnforcementStory Time-Enforcement
If you find at the end of the year the If you find at the end of the year the medical office is way over budget medical office is way over budget what would you do about it?what would you do about it?
Handling GrievancesHandling Grievances
Seminar 8Seminar 8
ObjectivesObjectives
Define the term grievanceDefine the term grievance Differentiate between the roles of the Differentiate between the roles of the
shop steward and the supervisor in shop steward and the supervisor in responding to a grievanceresponding to a grievance
Review the process of handling a Review the process of handling a grievancegrievance
GrievanceGrievance
A complaint that usually results from A complaint that usually results from a misunderstanding, a misunderstanding, misinterpretation, or violation of a misinterpretation, or violation of a provision of the labor agreementprovision of the labor agreement
Formally presented to management Formally presented to management by the unionby the union Begins at the department levelBegins at the department level Can be appealed to higher levelsCan be appealed to higher levels
Grievance ProcedureGrievance Procedure
Shop steward presents grievance at Shop steward presents grievance at department level (usually)department level (usually)
Appeal is handled by the union Appeal is handled by the union business representativebusiness representative
There are time limits for each step to There are time limits for each step to be finishedbe finished If not achieved, grievance is referred to If not achieved, grievance is referred to
arbitrationarbitration
Guidance to SupervisorsGuidance to Supervisors
Be well versed in the contract Be well versed in the contract clausesclauses
Try to dispose of as many complaints Try to dispose of as many complaints and grievances at the department and grievances at the department levellevel
Consult with the labor relations Consult with the labor relations specialist in human resourcesspecialist in human resources
Complaint HandlingComplaint Handling
Supervisor:Supervisor: Schedule meeting in a timely fashionSchedule meeting in a timely fashion
Respect time limits of the contractRespect time limits of the contract Listen sympatheticallyListen sympathetically Do not lost emotional control Do not lost emotional control Listen carefullyListen carefully
May catch inconsistenciesMay catch inconsistencies Define the problemDefine the problem Obtain facts related to the complaint or Obtain facts related to the complaint or
problemproblem
Record KeepingRecord Keeping
Supervisor should keep records and Supervisor should keep records and documents related to grievance documents related to grievance decisiondecision
This issue or a similar one may This issue or a similar one may resurface and the actions taken resurface and the actions taken previously may serve as a precedentpreviously may serve as a precedent
Burden of proof is on the supervisorBurden of proof is on the supervisor
Emerging Influences in Emerging Influences in HealthcareHealthcare
Seminar 8Seminar 8
ObjectivesObjectives
Recognize the many different forces Recognize the many different forces affecting healthcare and healthcare affecting healthcare and healthcare management todaymanagement today
Apply traditional management Apply traditional management principles to address a rapidly principles to address a rapidly changing healthcare environmentchanging healthcare environment
Emerging IssuesEmerging Issues
New occupations are emerging dailyNew occupations are emerging daily Many of the college graduates today will Many of the college graduates today will
move into positions that did not exist a move into positions that did not exist a few years agofew years ago
Aging baby boomersAging baby boomers Will place a strain on healthcare systemWill place a strain on healthcare system
Vacancy Rates RisingVacancy Rates Rising Nursing and pharmacyNursing and pharmacy Other healthcare occupationsOther healthcare occupations
Emerging IssuesEmerging Issues
Consumer InvolvementConsumer Involvement Consumers are educated and Consumers are educated and
technology savvy and can find technology savvy and can find information about healthcare servicesinformation about healthcare services
Consumers expect customer serviceConsumers expect customer service Consumers are more health conscious Consumers are more health conscious
and health literateand health literate
Emerging IssuesEmerging Issues
Technology and MedicineTechnology and Medicine Genetics, cloning, tissue engineering, stem cell Genetics, cloning, tissue engineering, stem cell
researchresearch Alternative medicine—herbals, acupuncture, Alternative medicine—herbals, acupuncture,
biofeedbackbiofeedback TelemedicineTelemedicine Security of health dataSecurity of health data Generation X, Y, and Millenials are technology Generation X, Y, and Millenials are technology
proficientproficient RoboticsRobotics
Emerging IssuesEmerging Issues
Changing economicsChanging economics MergersMergers Declining reimbursementDeclining reimbursement Rising number of uninsured individualsRising number of uninsured individuals
Changing policies and regulationsChanging policies and regulations Ever-growing number of agencies Ever-growing number of agencies
enforcing policies and regulationsenforcing policies and regulations
Emerging IssuesEmerging Issues
Changing Staff IssuesChanging Staff Issues Demand for specializationDemand for specialization Work environment demands and Work environment demands and
worker expectations since 9/11/2001worker expectations since 9/11/2001 Multi-generational employeesMulti-generational employees Workplace diversity and cultural Workplace diversity and cultural
differencesdifferences EthicsEthics ComplianceCompliance
Story Time-the FutureStory Time-the Future
What do you think will be the three What do you think will be the three most important emerging issues in most important emerging issues in healthcare in the future?healthcare in the future?
Goodnight!Goodnight!
Thank you for attending the seminar. Thank you for attending the seminar. Have a nice evening.Have a nice evening.