Betriebswirtschaft im Krankenhaus
Hospital systems sometimes sit uncomfortably between a production and human services enterprise. On the one hand, they are dedicated to patient care and bound to the oath of Hippocrates, which requires full, sometimes even selfless commitment to the wellbeing of the patients. On the other hand, hospitals need to earn money to sustain their services. Even worse, patients become more and more demanding for hotel-like standards and services in hospitals, for which they are, however, not willing or able to pay hotel-like rates.
But in the face of increasing medical tourism, hospitals are forced to raise their standard of services to persevere in this new growing local, regional, and even global competition.
In such evolving and turbulently uncertain conditions, it is imperative to understand the basics of medical and financial control measures. This module will adequately equip medical professionals to have a meaningful and logical dialogue with their CFOs and board members on financial matters.
Participants will appreciate the balance and tensions that exist between finance and medicine. Even more, we will develop ways to use economic pressure to enable and catalyze better medicine.
The first step of this module is understanding the need for health economics in the participants` hospital. How do they measure efforts and results today? What numbers are relevant and why? Do the hospitals` economics already have an impact on clinical work and what are the future perspectives in this regard?
The influence of economic constraints on medical processes, culture, and outcomes cannot be disregarded in the world`s healthcare systems today. Therefore, the participants will have a forum to introduce their current counter-measures to economic risks and discuss its efficacy.
The knowledge chapter is about mastering the numbers. The participants will be introduced to relevant accounting principles and tools for medical and financial controlling. Tools for cost-performance analysis are essential to gain an overview of the respective key parameters. After all, understanding the status quo is a prerequisite to interpreting the numbers and deducing measures for optimal balancing between medicine and economics.
Hospital management should, in part, be data-based decision making. But what numbers are relevant in clinic management and how can the required intelligence be obtained?
An introduction to costing and break-even analysis in hospitals is the foundation of farsighted management. Established tools like the balanced scorecard may further help to organize the hospital`s broad spectrum of key performance parameters.
With this simple yet comprehensive framework at their disposal, the participants will be capable of better understanding business and financial risks and its impact on capital structure.
Profound knowledge about the profit and loss behavior, finally, opens ways to enhance profitability without affecting safety for the patients and the personnel.
In the showcase chapter, we present the numbers in action to visualize the impact of balance sheets on healthcare performance. The length of stay, e.g., directly affects income, profitability, and safety.
Examples of successful patient engagement measures further optimize not only the medical, but the economic outcomes. We suggest a multitude of factors and variables to be considered to achieve long-term financial sustainability.
Some suggestions are lessons learned from the G-DRG System and its impact on healthcare quality; others derive from the out-of-the-pocket and private financing systems in Southeast Asia. We bring advantages and drawbacks up for discussion and maybe find a way to combine the best parts of both systems.
The workshop of this module aims for the participants to configure their personal finance and controlling toolbox. We guide the participants in setting up a pragmatic and applicable financial and risk management system for their clinic.
The optional writing of financial templates for clinical projects/ investments, the preparation of numbers for negotiations with the hospital`s board and administration, as well as creating compelling business plans can be the closing of this module.
Availabe Options and modi
|Live online lectures||Live online courses||Executive courses||Online courses||On-site courses|
|Duration 2 hours|
|Duration 4 hours|
|Duration 8 hours|
|Max. number of participants||240||120||12||unlimited||24|
|Development of 360-days-handbook|
|1 month digital communication follow-up|