Horizon 2035 scenarios the workforce adapts to stagnation
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This document provides an overview of the scenario "The workforce adapts to stagnation" where the workforce develops generalist skills and multi-disciplinary working to adapt to challenges like oversubscribed services and disengaged users. It describes six plausible future scenarios created by stakeholders to consider different futures for health and social care. This specific scenario outlines how between now and 2035, the workforce could adapt to stagnating conditions by bolstering generalist skills, specializing social care roles, and increasing multidisciplinary collaboration.
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Ali ALQERNY6870 S McAllister AveBoston, MAUSA 85283E.docx
Ali ALQERNY
6870 S McAllister Ave
Boston, MA
USA 85283
E-Mail:
Tel:+
Tel:
Objective
To obtain my graduate degree at your reputable university
To contribute to your program and cohort passionately
To develop my skills and be ready for a competitive job market and work place
To strengthen my analytical and problem solving skills
To leverage my academic and professional credential in exceling and innovation
Education
MBA candidate at ….. University (Aug2017- expected 2019)
Bachelor of Business Administration (Financial Management) - 2014
· Completed course requirements with strong standing
· Participated in various extra-curricular and social activities
· Excelled in all class, exam and project material
· Contributed to the organization of various workshops and networking events
Experience
Rawa Al-Nawras Trading,
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Perform financial and risk analysis
Assist in auditing duties
Assess financial proceedings
Review financial documents
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Solid language skills in Arabic and English
Proven passion for life-long learning and attention to details
Strong team working and time management skills
Advanced knowledge of various computer software and applications
Ability to speak in public and manage group presentations
Experience of working with larger teams and handling conflicts wisely
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The shortage in the nursing profession has been an issue for over several years. Especially following COVID-19 suddenly gotten worse. St. Mary Elizabeth Hospital is no exception to this growing issue. Nurses make up the majority of medical practitioners and are essential to the industry. There remains a demand for more skilled educators in the perioperative environment and less even workforce distribution. Many serious factors cause the lack of nurses. As the age increases, there is a greater necessity for medical coverage. The authenticity is that, instead of taking just one illness, senior adults typically have illnesses and founders that necessitate professional care. Overall, individuals exist lengthier, a growing ultimatum for well-being care. Many chronic illnesses that were previously fatal are now treatable (Mar et al., 2019). The baby boom generation is still at a stage where they might need more medical attention as society ages. Today, more incredible Americans than ever previously time in history are above the age of 65.
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As part of a global Open Foresight programme, we are now sharing these views to gain feedback for inclusion in a more detailed point of view that will be published later in the year. If you would like to add in your opinions on which issues will be driving most change in hospitals of the future, we would welcome input either directly to us by email (tim.jones@futureagenda.rg) or via this short survey: https://www.surveymonkey.co.uk/r/J9S8SB6
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Running header: THE CURRENT FINANCIAL ENVIRONMENT IN HEALTHCARE AND ITS INFLUENCE ON DECISION MAKING
1
THE CURRENT FINANCIAL ENVIRONMENT IN HEALTHCARE AND ITS INFLUENCE ON DECISION MAKING
2
The Current Financial Environment in Healthcare and its Influence on Decision Making
It is essential that healthcare managers understand the external factors that have a profound influence on the practice of healthcare finance. A key factor to understanding healthcare finance is the knowledge of all the different and unique setting that provide health services. Healthcare services are provided in numerous settings, including hospitals, ambulatory care offices and clinics, long-term care facilities, and integrated delivery systems.
Hospitals afford diagnostic and therapeutic services to those who need more than several hours of care. Hospitals must be licensed by the state and undergo inspections for compliance with state regulations (Gapenski 2013). Most hospitals are accredited by The Joint Commission, which is intended to promote high standards of care. Accreditation provides eligibility for participation in the Medicare and Medicaid programs.
Hospitals are classified as either general acute care facilities or specialty facilities. General acute care facilities provide general medical and surgical services and selected acute specialty services (Gapenski 2013). These facilities account for most hospitals and have comparatively short spans of stay. Specialty hospitals limit the admission of patients to specific ages, sexes, illnesses, or conditions (Gapenski 2013). Specialty hospitals frequently sustain lower expenses than general hospitals because they do not need the overhead connected with providing various diverse forms of care and services.
Hospitals are classified by proprietorship as governmental, private not-for-profit, or investor owned. Government hospitals constitute 25% of all hospitals and are divided into federal and public entities. Federal hospitals serve special purposes such as DOD and VA hospitals. Public hospitals are funded wholly or in part by a city, county, tax district, or state. Federal and Public hospitals provide substantial services to indigent patients (Gapenski 2013). Private not-for-profit hospitals are nongovernment entities organized for the sole purpose of providing inpatient healthcare services (Gapenski 2013). Roughly 80% of all private hospitals are not-for-profit entities and 60% of all hospitals are private hospitals. For serving a charitable purpose, these hospitals obtain several benefits, including exemption from federal and state income taxes, exemption from property and sales taxes, eligibility to receive tax-deductible charitable contributions, favorable postal rates, favorable tax-exempt financing, and tax-favored annuities for employees. The residual 15% of all hospitals are investment-owned hospitals, whose titleholders profit directly from the revenues created by .
Retention
The document discusses challenges facing healthcare retention and recruitment. It notes that the average age of nurses is 46, close to retirement age, while the population over 65 needing healthcare is growing. Recent healthcare reforms aim to provide more people with access, but this increased demand will strain an already limited staff. Barriers to recruiting new nurses include the difficulty of admission to nursing programs and a disconnect between nursing instructors and students. Unless these retention and recruitment issues are addressed effectively, the healthcare system risks facing a personnel shortage that could jeopardize patient care and lead to greater reliance on technological solutions lacking a human touch.
Rethinking healthcare workforce planning
1. Traditional workforce planning focuses too much on numbers and makes predictions about the future that may not come to pass given uncertainties.
2. The document proposes using scenarios and modeling to better understand how different factors could impact future demand for skills and competencies rather than just headcounts.
3. It presents an example of modeling pharmacy workforce needs over time under different scenarios that show the range of possible outcomes is much wider than a single prediction, emphasizing the importance of stress testing policies against multiple futures.
Horizon 2035: Developing a long-term strategic vision for the health, social ...
The CfWI's flagship Horizon 2035 programme was presented at this year's European Conference for Operational Research in Glasgow.
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Ali ALQERNY6870 S McAllister AveBoston, MAUSA 85283E.docx
Ali ALQERNY
6870 S McAllister Ave
Boston, MA
USA 85283
E-Mail:
Tel:+
Tel:
Objective
To obtain my graduate degree at your reputable university
To contribute to your program and cohort passionately
To develop my skills and be ready for a competitive job market and work place
To strengthen my analytical and problem solving skills
To leverage my academic and professional credential in exceling and innovation
Education
MBA candidate at ….. University (Aug2017- expected 2019)
Bachelor of Business Administration (Financial Management) - 2014
· Completed course requirements with strong standing
· Participated in various extra-curricular and social activities
· Excelled in all class, exam and project material
· Contributed to the organization of various workshops and networking events
Experience
Rawa Al-Nawras Trading,
Audit Assistant, 2010-2015
Perform financial and risk analysis
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Assess financial proceedings
Review financial documents
Training & Workshops
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Total quality management workshop – Western Michigan University
Skills & Activities
Solid language skills in Arabic and English
Proven passion for life-long learning and attention to details
Strong team working and time management skills
Advanced knowledge of various computer software and applications
Ability to speak in public and manage group presentations
Experience of working with larger teams and handling conflicts wisely
Competences in general business and management
Familiarity with professional document writing
WORKFORCE SHORTAGE 10
Workforce Shortage
Name:
Institutional Affiliation:
An adequate healthcare workforce is essential to the provision and access of quality care. Rural health care providers must employ adequate healthcare professionals who are in a position to meet the medical needs of the community through a variety of ways. This includes professionals that have been properly licensed, educated and that are culturally competent (McHugh, 2012). Rural hospitals also have to optimize how health professionals are deployed and enhance coordination among them to ensure that patients are receiving the best care possible. Healthcare worker shortages has been highlighted as one of the biggest obstacles facing the health sector. The problem has also been widely documented and is expected to last into the foreseeable future. Projections indicate that the supply of health care workers will not keep pace with demand and that may hospitals will struggle to maintain adequate staffing to ensure the provision of high quality care. In 2009, the United States had an estimated shortage of 120000 nurses. The number is projected to swell to 250 thousand by 2025. As the U.S grapples with health care workforce shortages, rural hospitals are more likely to be affe.
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North Tyneside developed a Primary Care Strategy which represents the future of community and GP-led healthcare in the area, covering 215,000 population.
Our objective is to enhance the health and happiness of our population, which we'll do by improving appropriate access to Primary Care (GPs etc); expanding the range of clinics and services you can receive in primary care, improving specialist support, and maximising Prevention and Self-Management.
This document is endorsed by the three main organisations - the GP Federation (TyneHealth - for General Practitioners/ Family physicians); Clinical Commissioning Group CCG, and Local Medical Committee LMC
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U.S. health systems will have a projected deficit of 200,000-450,000 RNs by 2025. Meanwhile, hospital labor costs have reached almost 50% of an organization’s overall expenses. Now more than ever, leaders need a data-driven labor management strategy that ensures the most cost-effective, high-quality care.
project on hospital industry
The document discusses the rise of private sector participation in healthcare in India and the need for professionally trained hospital administrators. It notes an increasing demand for healthcare services, willingness to pay for services, and an entrepreneurial spirit has led to growth in the healthcare industry. However, there is currently not a large enough pool of trained hospital administrators. The document proposes strategies for developing this new type of skilled professional, including promotion programs and creating administrator positions and acceptance of their roles in hospitals.
project on hospital industry
The document discusses the rise of private sector participation in healthcare in India and the need for professionally trained hospital administrators. It notes an increasing demand for healthcare services, willingness to pay for services, and an entrepreneurial spirit has led to growth in the healthcare industry. However, there is currently not a large enough pool of trained hospital administrators. The document proposes strategies for developing this skills market, including promotion programs and creating administrator positions and acceptance of their roles in hospitals.
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Oak Point University
NUR 4642: Professional Role Transition
Professor Josette Cabatingan-Oribello
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The shortage in the nursing profession has been an issue for over several years. Especially following COVID-19 suddenly gotten worse. St. Mary Elizabeth Hospital is no exception to this growing issue. Nurses make up the majority of medical practitioners and are essential to the industry. There remains a demand for more skilled educators in the perioperative environment and less even workforce distribution. Many serious factors cause the lack of nurses. As the age increases, there is a greater necessity for medical coverage. The authenticity is that, instead of taking just one illness, senior adults typically have illnesses and founders that necessitate professional care. Overall, individuals exist lengthier, a growing ultimatum for well-being care. Many chronic illnesses that were previously fatal are now treatable (Mar et al., 2019). The baby boom generation is still at a stage where they might need more medical attention as society ages. Today, more incredible Americans than ever previously time in history are above the age of 65.
According to Haddad et al. (2022, disclosed Nursing employment is anticipated to increase by 6% during the following ten years, according to the Bureau of Labor Statistics Number Of simulations 2021–2031. The number of Nurses working in the profession is expected to rise by 195,400 from 3.1 million in 2021 to 3.3 million in 2031. When nurses retire, they get pension benefits and labor strength leave benefits which are prudently essential in the United States. More than 203,200 positions for Nursing professionals have become vacant in consecutive years. In addition, the nursing staff is shrinking. There are about one million nurse practitioners who are above 50. Thus, it shows that in ten to fifteen years, one in the workforce may be quitting. This figure includes medical faculties, which poses a unique problem since it necessitates training many more nurses with scarce assets. Constraints on admittance and a decline in the nursing practice's number of nurses can generate both results of a nursing faculty shortage.
Fewer students may register, and the curriculum's and the scholar's general superiority of education may worsen due to a condensed and forced facility. Some newly hired nurses find that the profession differs from what they had imagined after starting their jobs. Others might become employed for a while before giving up after getting overworked. The incidence of nurse burnout is tapering off after years of progressively increasing levels. Furthermore, the spectrum of the average income employee turnover, which spans between 8.8% to 37.0%, is determined by nursing discipline and locale (Rosseter, 2014). Enhancing nurses' labor conditions is insufficient. It is also essential to consider the caliber of nursing knowledge prov.
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Case study on establishing low cost hospitals in 4 states with low health ind...
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This Case Study was created for a specific purpose of exploring a model to establish and clarify operational details of Low Cost Healthcare Hospitals in the States of Bihar, Jharkhand, Chhattisgarh and Madhya Pradesh. The name of the Hospital and the base presumptions are fictitious. However, all data used in the Case Study and the Models are genuine and referred from various sources.A New Era For Nursing: How non-traditional roles are reshaping nursing careers
Nontraditional nursing roles have emerged due to technological growth, healthcare reform, and demand for preventative and community-based care. Areas such as patient safety, quality improvement, health informatics, behavioral health, and care coordination have become important domains for nursing. The roles of occupational health nurses, case managers, HEDIS nurses, quality assurance nurses, and nurse educators are growing due to a focus on wellness, chronic disease management, and reducing healthcare costs. These nontraditional nursing roles offer salaries comparable to registered nurses and are projected to be in high demand over the next decade, especially in large cities such as Houston, Chicago, and Los Angeles.
Future of hospital design initial perspective - sept 2020
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In partnership with Mott MacDonald we are exploring how hospital design will change in the next decade. Building on insights gained from multiple healthcare expert workshops around the world, this is an initial perspective that share some key thoughts on how and where we may see most change. Starting with context on shifts in healthcare more generally, from slide 28 onwards it includes 22 proposals for future design focus. These range from hub and spoke ecosystems and post-Covid reconfiguration to more flexible spaces and the impact of digital theatres.
As part of a global Open Foresight programme, we are now sharing these views to gain feedback for inclusion in a more detailed point of view that will be published later in the year. If you would like to add in your opinions on which issues will be driving most change in hospitals of the future, we would welcome input either directly to us by email (tim.jones@futureagenda.rg) or via this short survey: https://www.surveymonkey.co.uk/r/J9S8SB6
Many thanks in advance for your collaboration on another key topic for future change.
Ephor Group Healthcare IT Services Brief
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Running header THE CURRENT FINANCIAL ENVIRONMENT IN HEALTHCARE AN.docx
Running header: THE CURRENT FINANCIAL ENVIRONMENT IN HEALTHCARE AND ITS INFLUENCE ON DECISION MAKING
1
THE CURRENT FINANCIAL ENVIRONMENT IN HEALTHCARE AND ITS INFLUENCE ON DECISION MAKING
2
The Current Financial Environment in Healthcare and its Influence on Decision Making
It is essential that healthcare managers understand the external factors that have a profound influence on the practice of healthcare finance. A key factor to understanding healthcare finance is the knowledge of all the different and unique setting that provide health services. Healthcare services are provided in numerous settings, including hospitals, ambulatory care offices and clinics, long-term care facilities, and integrated delivery systems.
Hospitals afford diagnostic and therapeutic services to those who need more than several hours of care. Hospitals must be licensed by the state and undergo inspections for compliance with state regulations (Gapenski 2013). Most hospitals are accredited by The Joint Commission, which is intended to promote high standards of care. Accreditation provides eligibility for participation in the Medicare and Medicaid programs.
Hospitals are classified as either general acute care facilities or specialty facilities. General acute care facilities provide general medical and surgical services and selected acute specialty services (Gapenski 2013). These facilities account for most hospitals and have comparatively short spans of stay. Specialty hospitals limit the admission of patients to specific ages, sexes, illnesses, or conditions (Gapenski 2013). Specialty hospitals frequently sustain lower expenses than general hospitals because they do not need the overhead connected with providing various diverse forms of care and services.
Hospitals are classified by proprietorship as governmental, private not-for-profit, or investor owned. Government hospitals constitute 25% of all hospitals and are divided into federal and public entities. Federal hospitals serve special purposes such as DOD and VA hospitals. Public hospitals are funded wholly or in part by a city, county, tax district, or state. Federal and Public hospitals provide substantial services to indigent patients (Gapenski 2013). Private not-for-profit hospitals are nongovernment entities organized for the sole purpose of providing inpatient healthcare services (Gapenski 2013). Roughly 80% of all private hospitals are not-for-profit entities and 60% of all hospitals are private hospitals. For serving a charitable purpose, these hospitals obtain several benefits, including exemption from federal and state income taxes, exemption from property and sales taxes, eligibility to receive tax-deductible charitable contributions, favorable postal rates, favorable tax-exempt financing, and tax-favored annuities for employees. The residual 15% of all hospitals are investment-owned hospitals, whose titleholders profit directly from the revenues created by .
Retention
The document discusses challenges facing healthcare retention and recruitment. It notes that the average age of nurses is 46, close to retirement age, while the population over 65 needing healthcare is growing. Recent healthcare reforms aim to provide more people with access, but this increased demand will strain an already limited staff. Barriers to recruiting new nurses include the difficulty of admission to nursing programs and a disconnect between nursing instructors and students. Unless these retention and recruitment issues are addressed effectively, the healthcare system risks facing a personnel shortage that could jeopardize patient care and lead to greater reliance on technological solutions lacking a human touch.
Similar to Horizon 2035 scenarios the workforce adapts to stagnation (20)
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Running header THE CURRENT FINANCIAL ENVIRONMENT IN HEALTHCARE AN.docx
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