Taught using focused learning experiences and relevant case studies, the highly interactive Senior Care Management Master’s Certificate covers a wide range of topics important to today’s Health Care professionals. The program consists of ten three-hour modules chosen from the following:
EMERGING CHALLENGES IN HEALTHCARE
As senior citizens make up an even greater portion of the US population, a range of economic and social issues have and will continue to unfold. Our American society is changing with life expectancy increasing, death rates steadily decreasing, total health care spending rising and the cost of care for the elderly predicted to grow significantly. These changes have brought emerging challenges to our healthcare system and has required healthcare leaders to look for new ways to provide more coordinated and efficient care to patients.
This opening course module will be a broad- based session with the following key learning objectives; 1) understanding the most recent trends in payment reform and collaboration between providers across the continuum as a result of the implementation of 2010 Patient Protection and Affordable Care Act, 2) further exploring the senior care industry comprised of home care agencies, social service agencies, skilled nursing facilities, continuing care facilities and assisted living facilities and how growth will be both fueled and restrained by federal regulations, and 3) learn about strategies senior care organizations have developed to address the emerging challenges in care delivery with a focus on the vertical integration between senior housing and healthcare.
Included in this course module will be interactive case study discussions and classroom exercises specific to the impact of policy change on different stakeholders (seniors, caregivers, providers, payors).
Major health care market trends including demographics, health economics, consumer preferences and advancements in technology – portend an increasing role for senior care and home-based care. In this module, you will learn the current models of health care delivery, including emerging payment models (ACOs, MCOs, bundled and value-based payments) while exploring the importance of community and physician collaboration and partnerships.
Students learn an overview of Medicare and Medicaid trends and challenges and look into the future trends of new models of traditional and home care that can reduce unnecessary hospitalization, cost and improve quality and experience.
GOVERNANCE FOR NONPROFITS
Non-profit organizations vary significantly, including in their mission, size, organizational form, endowment of resources, and location. How these organizations are governed is often central to the fulfillment of their mission. As such, there is a link between governance and the successful fulfillment of an organization’s mission. This course module will provide an overview of the importance of governance to non-profit organizations and the principles that should guide the governance activities. After a discussion of some of the issues in the structure and composition of governing boards, the bulk of the course will be devoted to a consideration of the duties, roles, and responsibilities of the governing body. This course module will also stress the importance of succession planning, and explore “good” governance by drawing on analysis of “best practices” of non-profit boards and “habits” of effective boards.
EFFECTIVE SENIOR CARE ORGANIZATIONS
Aging services organizations must be nimble and aggressive to thrive in today’s ever-changing world. Utilizing case studies, this module will focus on the evolution of organizational dynamics, including the common characteristics of effective organizations and related management approaches. Differences between non-profit and for-profit organizational structures, change management and the impact of technologies will also be reviewed. Corporate culture will be discussed, with a particular focus on successful mergers, acquisitions and growth strategies to address the industry’s move towards consolidation.
FINANCIAL PRINCIPLES AND TOOLS FOR ORGANIZATIONAL DECISION-MAKING
This module will help senior health care professionals to understand the three drivers of profitability in their industry. We will examine current and future trends and how to navigate the financial challenges that these trends will create for senior care professionals.
QUALITY IMPROVEMENT AND RISK MANAGEMENT
The rapidly-changing healthcare reform landscape requires providers to deliver better quality outcomes and meet increasingly higher consumer and stakeholder expectations. New care delivery and payment models significantly change operational considerations for providers – and success is measured by data-driven results. In this module, you will learn how to improve performance and mitigate risk by 1) identifying valid measurements of quality and outcomes; 2) effectively selecting and implementing internal and external tools to measure, trend, and benchmark performance using metrics and dashboards; 3) utilizing health information exchange across the care continuum; and 4) integrating data analytics into workflow to facilitate making informed business decisions.
STRATEGIC TECHNOLOGY PLANNING
While many providers of aging services engage in strategic planning, few of them go as far enough in their strategic planning as identifying the key enabling technologies necessary to attaining their strategic goals. Even fewer providers engage in strategic IT planning to identify the implications of all their technology applications on their information and communications infrastructure, to update it accordingly. In this course, you will learn how to conduct organization-wide strategic IT planning. The session will also highlight the latest trends in IT infrastructure and long-term and post-acute technology applications and will present a generic framework for operational planning for specific technology applications. The session will conclude with an overview of a sample of case studies from provider organizations who embarked on sound strategic IT planning, their outcomes and lessons they learned.
SOCIAL ACCOUNTABILITY AND COMMUNITY BENEFITS
Non-profit healthcare, senior living, and senior housing organizations were born out of community need and carry out that heritage through social accountability and community benefit programs. This module will explore the history of community benefit and social accountability, describe how programs from across the nation have been organized and reported, and include a discussion of current events and trends that are helping organizations to engage the broader community.
Students will explore how to integrate social accountability with an organization’s mission, and to recognize the importance of reporting on their community engagement activities.
TALENT DEVELOPMENT IN A POPULATION HEALTH WORLD
Between now and the year 2050, the population of United States residents ages 65 and older will nearly double; those ages 80 and older will nearly triple, and those in their 90’s and 100’s will quadruple. Many will require long-term care. CMS’s recent announcement that it will bundle Medicare payments to hospitals for all care for 30 days post-discharge compel long-term care facilities to develop strong relationships with them while setting high performance standards for their workforces. What are those critical competencies? What will be the clinical challenges of the post-acute elderly with complex, co-morbid conditions alongside a long-term, aging resident? These and many other related issues will be discussed in this module.
STRATEGIC PLANNING AND POSITIONING
Based on first-hand experience and industry data, it’s clear that the rate of change across most business sectors has increased exponentially. Many of us have experienced failed change efforts. Over seventy percent of change efforts fail. Through this module, effective leaders will learn how to lead change through John Kotter’s seminal work on the 8-step change process.
Leaders will learn how to create a sense of urgency, develop an organizational vision, communicate that vision, and develop an institutional culture of change in order to sustain innovation and change.