GENERATIONS – Journal of the American Society on Aging
“Strategies for Using Healthcare Dollars to Support Social Services”: Understanding the fnancial arrangements governing the distribu- tion of fnancial returns and risks to the medical sector is crucial for CBOs as they build potential partnerships. This article describes a range of payment mechanisms that can be used to divide the fnancial returns and risks involved in the integration of medical and social services. “Leading—not Managing—Through a New World Order”: Change leadership is a large and involved topic. This article outlines the fve frames of change: self-awareness, coherence, alignment, frst steps, and political savvy.
most important parts of an organization. Not only do they govern the organization, but they also must look to the future and adapt to change. This article describes the evolution and respon- sibilities of boards as they advance the mission of the organizations they govern. “Understanding Costs: How CBOs Can Build Business Acumen for Future Partnerships”: Almost every business decision considered by a CBO requires accurate costs assessment. This article explains fxed and variable costs, break- even analysis, the concepts of scale and scope economies, and the expected learning curve for CBOs assessing costs. The reasons for establishing partnerships between CBOs and the healthcare sector are many and continue to grow. Older adults, espe- cially those with chronic conditions and func- tional limitations, often experience poor care transitions, which contributes to increased healthcare utilization and readmissions that drive up costs. Some healthcare entities, such as hospitals, are already facing penalties for these readmissions; other providers, such as ACOs and SNPs, are at risk and therefore are develop- ing innovative approaches to manage the care for a complex population through risk-sharing agreements. Author’s Note The term CBO, as it is used in this article, refers to nonproft organizations that address social determinants of health and provide LTSS to older adults and to those people living with dis- abilities in the community. The healthcare sec- tor is a term used in this article to refer to health plans, ACOs, hospitals, medical groups, and others with an incentive for medical cost avoidance. Erin C. Westphal, M.S., is a program officer for The SCAN Foundation in Long Beach, California. Westphal’s work focuses on building the business case for person-centered care models and integrating the care and financing for medical and social services.
‘The reasons for establishing partnerships between CBOs and the healthcare sector are many and continue to grow.’
“An Introduction to Marketing and Branding”: For any organization to thrive they must have cus- tomers—often various customers that have com- peting and complementary goals. Understanding each customer segment and what they value is the key to success. This article lays out how organizations should approach their marketing and branding strategies. “Monitoring and Evaluation: Key Steps for Long-Term Services and Supports Organiza- tions”: Long-term services and supports (LTSS) organizations’ success in entering into and main- taining partnerships depends partially on their ability to demonstrate their value. This need to show results makes monitoring and evaluation (M&E) an essential practice for these organiza- tions. They need to plan systematically for M&E, so they can collect and use data to improve pro- gramming and communicate value and lessons learned to current and potential partners and other key stakeholders. This article provides an overview of the basic steps in the M&E process. “Building a Strong Nonproft Board Goes Beyond Best Practices”: Boards are one of the
26 | Spring 2018
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