Did you know that in the next two decades, there will be more than 70 million people over the age of 65? Plus, life expectancy in the US has increased 15 years since the 1930’s. What do all these numbers mean? The need for senior care services is on the rise in a big way. That’s why today’s senior care leaders need a keen understanding of strategy and finance in addition to keeping current in their knowledge & expertise in senior care services. The Senior Care Management Executive Certificate is designed to address this need.
Participating in this program will give you the strategic and organizational skills you need to navigate today’s rapidly changing senior health care environment as well as increase your understanding of the current and anticipated pressures of senior health care management.
Who Should Attend
Senior Management Professionals and Department Heads who would like to move into an executive level position within their own or another senior care organization.
- Acquire new vision for senior care management focused around patient outcomes and experiences
- Understand the economic, management and operational complexities of senior care, senior care providers and practitioners
- Learn about the senior care marketplace, business strategies in non profit institutions, and the use of information technology in senior care
- Adapt to the challenges of senior care delivery, strategic management issues and facilities operation
- Apply analytical tools to determine tradeoffs across economic options
- Gain insight into managing people, processes and organizations for strategic transformations in senior care
- Best practices of senior care providers in the field
Each module is 3 hours and will meet from 5:00-8:00 p.m. one day per week for 10 consecutive weeks.
A certificate will be awarded to those participants who complete all ten modules. CEUs and CPEs are also available.
Participants who have an LNHA or CALA will receive 3 credits per session for a total of 30 credits.
$2995 for LeadingAge and New Jersey Hospital Association (NJHA) members
All program materials will be housed on Rutgers Learning Management System called Sakai. Participants are encouraged to bring an iPad, laptop or other device that will allow you to view the materials in PDF format during each session. If you don't have a device you can download and print the materials prior to coming each week. This program does not include an iPad or other device.
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 services to seniors.
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 healthcare reform and alternative payment models, 2) exploring the senior care industry comprised of home and community-based agencies, social service agencies, skilled nursing facilities, hospices, life plan communities, assisted living facilities and affordable senior housing 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 service 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).
FINANCIAL PRINCIPLES AND TOOLS FOR ORGANIZATIONAL DECISION-MAKING
This module will help senior health care professionals to understand the four 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. Topics include the Statement of Profits and Losses, Statement of Cash Flows and health care specific fundamental analysis of profitability, efficiency, leverage and liquidity. Special focus will be placed on how to increase profits in an era of value based care and bundling.
THE GROWTH OF MANAGED CARE
Long term service and supports (LTSS) have emerged as a significant growth area for Medicaid managed care plans nationally. States have looked to managed care to stimulate improved care management, greater efficiency in utilization of services, and increased use of home and community-based services. At the same time, Medicare Advantage and Dual-Special Needs Plans (D-SNPs) are seeing increases in enrollment. The challenge ahead is how to better coordinate benefits and payment incentives to improve quality and reduce cost. This session will focus on the status of managed LTSS implementation and other managed care models and the operational strategies required to succeed in this changing environment. 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.
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.
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.
USING DATA EFFECTIVELY TO TELL YOUR VALUE AND QUALITY STORY
The rapidly-changing healthcare reform landscape requires providers to deliver 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 make your value proposition come alive to potential partners 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; and 4) integrating data analytics into workflow to facilitate making informed business decisions.
SOCIAL ACCOUNTABILITY AND COMMUNITY ENGAGEMENT
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.
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.
WORKFORCE AND TALENT DEVELOPMENT
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. And, there is a severe shortage of qualified people to take care of them. Social and industry trends, along with what LeadingAge national is doing around these issues will be discussed.
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.