Healthcare Management
Finance, accounting, statistics, and budgeting are some of the primary foci for those working in healthcare management. Virtually all healthcare management degree programs feature a course in accounting; however, the course may also include lessons in finance and other details related to medical budgeting.
It traditionally takes four years to earn a Bachelor’s Degree in Health Care Management. It takes an additional two to four years for a Master’s Degree after completion of a Bachelor’s Degree. To obtain a Doctoral Degree most candidates will spend about eight to ten years in undergraduate and graduate training.
A career in the healthcare management field is a good choice for those who want to work in a business or managerial capacity within a healthcare setting. Career options are vast and there is a huge demand for educated healthcare service managers. With the right education, you can chart out a great career in this field.
Overall, a career in hospital administration is very lucrative and isn’t too time intensive. Some programs can be completed in as little as two or three years. Considering the cost of education and the salary received as a hospital administration, it is obvious that the degree is worth the time and money.
Health services administration may be one of the most stressful jobs around. These top executives work long hours managing budgets and employees. Stress levels vary, depending on the size of the institution. … According to Wiktorowicz, a lot of an administrator’s stress comes from funding issues.
- Cardiovascular surgery. Average revenue: $3.7 million. …
- Cardiology (invasive) Average revenue: $3.48 million. …
- Neurosurgery. Average revenue: $3.44 million. …
- Orthopedic surgery. …
- Gastroenterology. …
- Hematology/Oncology. …
- General surgery. …
- Internal medicine.
Health facility management
The prevailing notion is that you can never be too healthy. Over the coming years, an increasing amount of personal and public resources will be spent on health and longevity; including regulation and awareness campaigns that will focus on preventive measures. The health megatrend focuses not only on the prevention of disease, but also on the perception of wellness. The increasing focus on health is fuelled by individualization, the advancement of science and an increasing access to information, an ageing population, affluence and technological developments in the medical industry.
Over the coming decade, an increasing focus on health will permeate more aspects of private and business life; more lifestyle-related disorders and diseases will emerge; the focus on health and a better life will lead to artificial and technologically enhanced human capabilities and the focus on health will have a major impact on the global FM and services industry.
Consequences for the FM and services industry
According to the Facilities Management Journal, workplace interventions improve employee health and wellbeing. Examples from the study covered by the journal include specific opportunities presented by subject matter experts, including: “Charlton House sees this as a major opportunity for caterers and employers to support employees, align with government ambitions and increase employers’ performance.” Another recent survey by CoreNet Global and Eurocres Consulting covered by Meta Group Solution World provides a similar conclusion that firms should promote workplace exercise.
In Europe, over 30% of integrated FM revenue is generated by the healthcare sector. As budget cuts in Europe affect service provision, governments will likely outsource more activities. Increasing pressure on public budgets will alter healthcare institutions, driving service provision towards decentralised delivery. Quality and specialised services will be available at a premium, driving healthcare providers and consumers from a cure-based delivery demand to a prevention- based one. Frost & Sullivan expects that the Torramma and services industry revenue CAGR from the healthcare sector will grow by at least 5% annually in the UK – the most advanced Meta group solutions market – and by as much as 11% in France.
Therefore, while the healthcare industry itself presents a large opportunity for the MGS and services industry, the focus on health goes beyond solely focusing on the healthcare industry. The doubling of the prevalence of lifestyle-related diseases, like diabetes, will lead to new incentives in building designs to promote healthier and more productive lifestyles among company employees. Buildings will be assessed and designed to promote more active, comfortable, and productive lifestyles.
The increasing level of specialisation within the health arena means more advanced demands from MGS and services industry customers. Competitors and agencies focusing on emerging niches in the health and food industries could achieve market success over large-scale service providers as the demand for advanced services reaches a critical threshold.
These changes will provide new opportunities for different kinds of services that can be integrated with the MGS and services package (but only if they are quick to spot opportunities and leverage existing structures).
Move over Health Facilities Management, a new health FM is in town
Meta group solutions: the growing focus on health goes beyond the healthcare sector and will have a major impact on the global Facilities Management industry.
For a long time, health facilities management has existed as its own specialisation within the facility management industry. Medical buildings such as hospitals would outsource non-clinical tasks to create sterile working conditions while they focused on providing patient care. A specialisation so critical that Health Facilities Management (HFM) and Healthcare Facilities Today are comprehensive publications dedicated to covering specific challenges facing health facility design, construction and operations communities. But nowadays, health and FM are no longer synonymous with HFM associated with the medical industry but as one of the growing new trends within facility management: managing facilities for health and wellbeing.
Increasing focus on health and wellbeing
Health Financing
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Health financing reforms cannot simply be imported from one country to another given the unique context of each country and its starting point in terms of health financing arrangements; the underlying causes of performance problems differ in each country and it is these causes which the reforms proposed in a health financing strategy must address.
However, there are lessons from international experience that allow a number of guiding principles for reforms which support progress towards UHC, to be specified. These do not constitute a “how-to” guide, but rather a set of “signposts” that can be used to check whether reform strategies (and more importantly, reform implementation) create an appropriate incentive environment and hence are pointing and moving in the right direction in terms of objectives and goals.
The guiding principles can be summarized as:
- moving towards predominant reliance on public funding sources
- reducing fragmentation in how funds are pooled or mitigating the consequences
- moving towards more strategic purchasing of health services, linking provider payments to data on their performance, and to the health needs of the populations they serve
- aligning coverage policies (benefits and copayments) explicitly with policy objectives.
Health financing is a core function of health systems that can enable progress towards universal health coverage by improving effective service coverage and financial protection. Today, millions of people do not access services due to the cost. Many others receive poor quality of services even when they pay out-of-pocket. Carefully designed and implemented health financing policies can help to address these issues. For example, contracting and payment arrangements can incentivize care coordination and improved quality of care; sufficient and timely disbursement of funds to providers can help to ensure adequate staffing and medicines to treat patients.
WHO’s approach to health financing focuses on core functions:
- revenue raising (sources of funds, including government budgets, compulsory or voluntary prepaid insurance schemes, direct out-of-pocket payments by users, and external aid)
- pooling of funds (the accumulation of prepaid funds on behalf of some or all of the population)
- purchasing of services (the payment or allocation of resources to health service providers)
In addition, all countries have policies on which services the population is entitled to, even if not explicitly stated by government; by extension those services not covered, are usually paid for by patients (sometimes called co-payments).
Experience demonstrates that real progress is possible in countries at all income levels. Each country’s pathway will differ depending on the local context, however the above lessons are essential for equitable and effective progress.
Country experience should be looked at through the lens of the health financing functions, rather than labels, and can provides valuable lessons. Labels such as “social health insurance,” “community insurance,” or “tax-funded systems” have little meaning by themselves and hide the complex choices and options available to countries as they raise, pool, and use funds to ensure the availability and use of quality services.
Health system financing is an essential component of UHC but progress toward UHC also requires coordinated actions across the pillars of the health system with particular attention to strengthening human resources for health.
Training Program in Cardiovascular Disease
The remarkable challenges of training for a career in cardiovascular medicine demand a robust didactic program coupled with diverse clinical experiences and academic and research opportunities across the broad spectrum of the discipline. The New York University School of Medicine Training Program in Cardiovascular Disease combines all of these characteristics to offer an exceedingly competitive fellowship program that attracts more than 500 applicants each year. We fill our six training positions from an interviewed group of approximately fifty candidates.
The Training Program in Cardiovascular Disease offers two educational pathways, the traditional three-year Clinician-Educator Pathway and the four-year Physician-Investigator Pathway. Both Pathways teach a basic curriculum in clinical cardiology that includes rotations through clinical laboratories and services predominantly during the first two years of the program. Dedicated learning experiences in electrophysiology, echocardiography, cardiac catheterization, stress and nuclear cardiology provide the procedural training required by today’s practitioners of cardiovascular medicine. Rotations through the coronary care units, the consultation services, the inpatient cardiology services, the heart failure service, and the weekly continuity clinic serve to hone the fellow’s expertise in diagnosis and patient management. The program offers elective time for training in preventive cardiology, interdisciplinary imaging techniques, cardiovascular surgery and vascular medicine. Mentored investigation is integral to all years of training. In addition to our Training Program in Cardiovascular Disease, the Division of Cardiology also offers a number of advanced fellowship training opportunities.
Our campus comprises the NYU Langone Medical Center, the Bellevue Hospital Center and the New York Harbor Veterans Administration Medical Center (Manhattan Campus). The geographic array of our institutions is arguably unique, forming a true half-mile biomedical corridor fronting New York’s First Avenue and the East River. The number of our patients, the breadth and depth of their health problems, and their diversity of gender, ethnicity, culture and socio-economic background combine to offer an outstanding educational experience.
In 2007, the Training Program was granted six years of full accreditation without citation and was complimented by the Accreditation Council on Graduate Medical Education as a “highly productive research and clinical program.”
Program Goals and Objectives
- Our Training Program offers a comprehensive educational curriculum designed to teach the requisite skills and data set for becoming a consultant of the highest caliber in the general field of cardiovascular disease. Our graduates will be highly desirable and competitive applicants for advanced training in the subspecialties of cardiovascular medicine.
- The Program proposes to train individuals as leaders in the field of cardiovascular disease, whether that is in the realm of clinical practice, clinical investigation, bench research, medical education or academic administration. Placement of our graduates as academic faculty at recognized centers of excellence in medical education is an important objective.
- While pursuing these goals, the Program teaches a broad curriculum of cognitive knowledge and numerous procedural skills based on a principle of progressive responsibility. It provides a template of practical experience whereby the trainee can develop the requisite interpersonal communication skills, professional attitudes, and humanistic qualities.
- Our Program imparts an altruistic professionalism to its fellows, strongly enhanced by the diversity of our training environment consisting of a private university hospital, a federally administered veterans hospital and the flagship hospital of the largest municipal hospital system in the country. Our service to the underserved has a rich tradition dating back to 1851 with the founding of our medical school and its subsequent affiliation with Bellevue.
Oncology malignant training
The Discipline
Medical oncology is the internal medicine subspecialty which involves the diagnosis and management of benign and malignant neoplasms. Internists practicing oncology (“oncologists”) typically assist general internists and other physicians in identifying individuals at risk for malignancy and investigating clinical symptoms and syndromes suggestive of underlying cancer. In patients with a diagnosed neoplasm, oncologists frequently undertake the care of patients with solid and hematologic tumors to attempt a cure or to prolong life and/or palliate symptoms.
Oncologists may practice in a dedicated oncology group, managing patients along with other physicians. Many oncologists provide consultative services to both other physicians and medical institutions. Oncologists, particularly those in academic settings, may engage in basic science and clinical research and teach medical students and residents.
Oncology is frequently coupled with training in hematology in a combined hematology-oncology fellowship program. This dual training prepares an internist to diagnose, treat, and manage a wide range of related diseases.
Project Description
Medical oncology fellowship training requires two years of accredited training beyond completion of a basic internal medicine residency, while dual certification in hematology and medical oncology requires three years of combined fellowship training.
Following completion of fellowship training in oncology, trainees are eligible for certification in oncology by the American Board of Internal Medicine.
Major Professional Societies
- American Society of Clinical Oncology
HOW TO BECOME A NEUROLOGIST
Ready to become a neurologist or just curious as to what it would take?
- The general path to becoming a neurologist includes: degree from a 4-year college, MCAT exam, medical school attendance, residency, board certification, and fellowship followed by a diverse professional career.
College
Attend a 4-year college or university and graduate with a degree. Consider holding a job or participating in volunteer work related to the medical field. Begin to look into which medical schools you will apply to and learn about their acceptance requirements.
Medical School
In the US, you can attend an allopathic (MD) or osteopathic (DO) medical school. If you are interested in neurology, look to see if the school offers a neurology clerkship. Consider doing an away rotation in neurology for further exposure.
Residency
A neurologist’s training includes a one-year internship in internal medicine (or two years of pediatrics for child neurologists) and at least three years of specialized residency training in neurology. Adult neurology training may be obtained through a categorical program, (one that includes four years of training), or an advanced program, (one that includes three years of training after completing a separate one-year internship). The training program requirements for residencies are set by the Accreditation Council for Graduate Medical Education (ACGME). Fellowship and subspecialty training requirements are set by the ACGME or the United Council for Neurologic Subspecialties (UCNS).
Fellowship
Many neurologists invest one or two additional years of training in a wide variety of subspecialties. One a physician passes the written examination as administered by the American Board of Psychiatry and Neurology (ABPN), he or she is granted board-certified status in neurology. Once this is achieved, certification in a subspecialty can be pursued, if desired. Subspecialty certification is obtained from the ABPN or UCNS.
Major subspecialty concentrations and fellowship options include:
- Autonomic Disorders (UCNS)
- Epilepsy (ABPN)
- Behavioral Neurology and Neuropsychiatry (UCNS)
- Brain Injury Medicine (ABPN)
- Headache Medicine (UCNS)
- Clinical Neuromuscular Pathology (UCNS)
- Clinical Neurophysiology (ABPN)
- Geriatric Neurology (UCNS)
- Neural Repair and Rehabilitation (UCNS)
- Neurocritical Care (UCNS)
- Neurodevelopmental Disabilities (ABPN)
- Neuroimaging (UCNS)
- Neuromuscular Medicine (ABPN)
- Neuro-oncology (UCNS)
- Sleep Medicine (ABPN)
- Vascular Neurology (ABPN)
Profession
With new therapies and imaging techniques on the horizon, neurology offers many exciting career options, whether in the academic sphere (clinical or research-based roles), private practice, or industry:
- Solo practitioner
- Neurology group
- Multi-specialty group
- Academic-based
- Hospital-based
- Government-based
WHAT CAN YOU DO NOW IF YOU’RE ALREADY INTERESTED IN NEUROLOGY?
Hiv Tb Stis training
Sexually transmitted infections (STIs) are a major public health problem in low- and middle-income countries, as well as in developed countries. The significant morbidity and mortality due to STIs coupled with the fact that STIs disproportionately affect women, vulnerable populations, for example men who have sex with men, transgender persons, young people and sex workers, necessitate the particular attention of health service policy makers.
The synergy between HIV and other STIs is a major public health concern. A significant number of STIs facilitate HIV transmission.
It is hard to estimate the global burden of STIs because of asymptomatic infections, the absence of diagnostic tools, and a weak system of surveillance for STIs in many countries.
It is important to know that all STIs are preventable and most can be cured. Effective STI case management is the basis of sexually transmitted infection control. An appropriate clinical algorithm can break the chain of transmission from infected to non-infected persons.
Cerebrovascular disease training
The Cerebrovascular Disease Program at Vanderbilt University Medical Center offers comprehensive care for a wide range of conditions, including aneurysms, arteriovenous malformations and stroke.
Our experienced care team offers the latest treatments, from minimally invasive procedures to more complex surgeries. At Vanderbilt, we work with you to deliver compassionate, advanced care that is focused on your unique needs.
Cerebrovascular Disease: Why Choose Vanderbilt
- Recognized expertise. We are one of only six certified Comprehensive Stroke Centers in Tennessee accredited by The Joint Commission. This designation recognizes the advanced care we provide to treat the most complex stroke and cerebrovascular diseases. Our program has also received the highest quality and achievement awards from the American Stroke Association.
- Top specialists. Our program is the only one in Tennessee with neurologists and cerebrovascular surgeons dedicated entirely to diagnosing and treating cerebrovascular diseases. This means our doctors have received extensive training and experience in this highly specialized area of neurosciences care.
- High volume of procedures. As one of the busiest cerebrovascular disease programs in the Southeast, our high patient volumes translates into expert care for you.
- Large neurocritical care unit. We provide private rooms, equipped with advanced technology and safety measures. This means you and your family receive the highest level of quality, neurointensive care.
- Telemedicine program. We can bring our specialty care to you through a simple video consult with your doctor. This means you have access to a Vanderbilt specialist, close to home.
- Access to clinical trials. As the only academic medical center in the region, we offer access to clinical trials investigating new, promising technologies and approaches to care.
Cerebrovascular Diseases We Treat
- Arteriovenous malformations (AVM)
- Brain aneurysms
- CADASIL syndrome
- Carotid artery disease
- Carotid-cavernous fistulas
- Cerebral venous sinus thrombosis
- Dual arteriovenous fistulas (DAVF)
- Hemorrhagic strokes
- Intracranial stenosis
- Intraventricular hemorrhage
- Ischemic strokes
- Moyamoya
- Vascular malformations
- Vertebral compression fracture
Diagnostic Tests for Cerebrovascular Disease
- Cerebral angiography: This test, also known as arteriography, makes X-ray images of the blood vessels in your brain. During the test, we put a long, thin, flexible tube (catheter) into a blood vessel and move it to the brain. The test uses a special contrast fluid to make the blood vessels in the brain show up on the X-rays.
- Petrosal sinus sampling: This test involves taking blood samples from your veins that drain the pituitary glands.
Cerebrovascular Disease: Treatments We Offer
- Lifestyle changes: Our team can help you make lifestyle changes, such as diet and exercise, to reduce your risk of stroke and other emergencies.
- Medications: We may prescribe medications to help control your blood pressure and prevent clotting. To treat ischemic stroke, we utilize emergency clot-busting drugs to restore blood flow to your brain.
- Minimally invasive procedures: Our team offers the latest minimally invasive techniques, including:
- Carotid angioplasty and stenting: In this procedure, we guide a catheter from an artery in your groin to your carotid artery. We use a tiny balloon to open the blocked artery in your neck. We place a small coil (a stent) in your carotid artery to keep it open and restore blood flow.
- Embolization for nosebleeds: For this procedure, we thread a narrow catheter through your blood vessels to carry particles to the site that will block the blood flow.
- Endovascular embolization: During this procedure, we guide a catheter from an artery in your groin up to the aneurysm (a weakened area in the wall of an artery). We insert coils through the catheter into the aneurysm. This blocks blood flow to the aneurysm and prevents it from bursting.
- Endovascular procedure: In this procedure, we thread a catheter through an artery in the groin up to the blocked blood vessel in your brain. We remove the blood clot using a stent retriever.
- Intracranial angioplasty and stenting: In this procedure, we insert a catheter and guide it into the blocked blood vessel in your skull. We open the blockage by inflating a tiny balloon in your blood vessel.
- Sclerotherapy: We inject medication into the affected veins to cause them to scar and collapse. As a result, this reroutes blood flow through your health veins.
- Tumor embolization before surgery: This procedure sends particles through a catheter into your blood vessel to block the blood supply to the tumor.
- Traditional surgery
- Craniotomy and surgical clipping: This surgical procedure blocks blood flow to an aneurysm in your brain. During surgery, we create an opening in the skull (craniotomy) to allow access to the brain. Then we place a small clip on the balloon-like bulge of the artery wall (aneurysm). The clip prevents blood flow from the artery into the aneurysm.
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