Topics
1. Healthcare Trends
In addition to the pre-reading materials provided, this is a list of topics that we will cover over the four-day program during the instructor-led sessions. Research and be prepared to discuss Top 10 health care innovations:
Next-generation sequencing
3D-printed devices
Immunotherapy
Artificial Intelligence
Point-of-care diagnostics
Virtual reality
Leveraging social media to improve patient experience
Biosensors and trackers
Convenient care
Telehealth
2. Five Curricular Themes
The USC Executive Master of Health Administration program (EMHA) features an integrated thematic approach focusing on five curricular themes related to accountability in health services organizations. The program is uniquely designed to focus on the academic and leadership imperatives that enable highly talented mid-career professionals to excel in our rapidly changing health care delivery environment.
1. Innovative Leadership Through Transformational Times
Developing executives who anticipate health care delivery system changes and create strategies to take advantage of these opportunities to maximize organizational potential.
2. Cost-Effective Care in Era of Value-Based Purchasing
Developing a cognitive and intuitive understanding of the fundamental factors driving health care delivery system evolution (cost and effectiveness) and how organizations can evolve aligning with these objectives.
3. Efficient Management and Administration
Translating the fundamental factors of cost and effectiveness in the internal operations of the organization to improve productivity, clinical outcomes and patient experience.
4. Patient Safety and Quality of Care
Operationalizing outcomes that matter to payers, organizations and clinicians.
5. Organizational and Clinical Effectiveness Through Information Systems
Demonstrating how health information technology systems provide a foundation for the organization’s strategic growth.
3. Mindfulness
USC is proactively committed to creating a culture of wellbeing by encouraging mindfulness practices to increase attentiveness as we develop our ability to collaborate and lead healthy organizations. We will only have time to briefly discuss this work, but I encourage you to visit the website and download the free app to your phone. We will be less concerned with meditation techniques and more about being, “AWAKE to know what is happening right now in the changing flow of experience, OPEN and receptive to what is happening right now, and KIND to respond with self-compassion to whatever arises.”
4. Professional Certification in Healthcare
CEO/COO
Fellow of the American College of Healthcare Executives (FACHE)
CFO
Certified Healthcare Financial Professional (CHFP)
Fellow of the Healthcare Financial Management Association (FHFMA)
CIO
Certified Professional in Healthcare Information Management Systems (CPHIMS)
Fellow of the Healthcare Information and Management Systems Society (FHIMSS)
Other
Certified Professional in Healthcare Quality (CPHQ)
Certified Medical Practice Executive (CMPE) – American College of Medical Practice Executives
Fellow, MGMA
Senior Professional in Human Resources (SHRM)
Lean Six Sigma
5. SWOT Analysis
SWOT stands for Strengths, Weaknesses, Opportunities, and Threats and it represents a management technique to create an effective strategy for your organization.
5 Rules To Live By When Doing SWOT Analysis
“When you’re looking at the pile of data you gathered in the very first step of SWOT analysis in healthcare, it can be easy to lose sight of the overall framework. When you’re in the midst of step two, keep these rules in mind:
1. Be Specific
Your SWOT will drive all strategic decisions, so avoid vague or unclear statements. For example, saying your hospital’s strength is fundraising is too ambiguous. But if you were to say your strength was fundraising $10 million annually, primarily through major gifts, the specificity makes it easier to form strategy around.
2. Be Objective
Get feedback from other stakeholders and subject matter experts. These could be outside consultants, cross-functional support staff, or even internal research team members. Their input will help provide accuracy and objectivity.
3. Be Realistic
Especially as you evaluate your internal strengths and weaknesses, be realistic and set aside any biases based on your personal experience or knowledge. The output of this SWOT analysis will help drive your organization forward, so don’t include information that won’t be useful or is outside your scope of capabilities.
4. Apply Context
Differentiate between your organization’s current state and where you want to be in the future. Focus your strengths and weaknesses on where you are now, and opportunities and threats on where you can be
5. Keep It Simple
Avoid over analysis or unnecessary complexity—that just makes it harder to analyze the information. Create straightforward, simple SWOT statements that will neatly plug into your matrix.”
6. Roberts Rule of Order
As healthcare executives, you need to know how to effectively run committee and board meetings in a professional manner.
“Robert’s Rules of Order is a manual of parliamentary procedure that governs most organizations with boards of directors. In 1876, Henry Martyn Robert adapted the rules and practices of Congress to the needs of non-legislative bodies and wrote them in his book, which is still in use today.”
Robert’s Rules of Order Cheat Sheet for Nonprofits – Board Effect
7. Triple Aim and Quadruple Aim
As healthcare executives, you must have a general understanding of these important concepts. “The term “Triple Aim” refers to the simultaneous pursuit of improving the patient experience of care, improving the health of populations, and reducing the per capita cost of health care. Note that the Triple Aim is a single aim with three dimensions.
For some organizations, the “Quadruple Aim” adds a fourth aim such as attaining joy in work or pursuing health equity.
8. High Reliability Organizations (HROs)
“A high reliability organization (HRO) is an organization that has succeeded in avoiding catastrophes in an environment where normal accidents can be expected due to risk factors and complexity.” A Framework for High-Reliability Organizations in Healthcare.
There are five characteristics of HROs that have been identified as responsible for the “mindfulness” that keeps them working well when facing unexpected situations.
Preoccupation with failure
HROs treat anomalies as symptoms of a problem with the system. The latent organizational weaknesses that contribute to small errors can also contribute to larger problems, so errors are reported promptly so problems can be found and fixed.
Reluctance to simplify interpretations
HROs take deliberate steps to comprehensively understand the work environment as well as a specific situation. They are cognizant that the operating environment is very complex, so they look across system boundaries to determine the path of problems (where they started, where they may end up) and value a diversity of experience and opinions.
Sensitivity to operations
HROs are continuously sensitive to unexpected changed conditions. They monitor the systems’ safety and security barriers and controls to ensure they remain in place and operate as intended. Situational awareness is extremely important to HROs.
Commitment to resilience
HROs develop the capability to detect, contain, and recover from errors. Errors will happen, but HROs are not paralyzed by them.
Deference to expertise
HROs follow typical communication hierarchy during routine operations, but defer to the person with the expertise to solve the problem during upset conditions. During a crisis, decisions are made at the front line and authority migrates to the person who can solve the problem, regardless of their hierarchical rank.