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This paper presents a qualitative content analysis of survey data collected from behavioral health care providers from throughout New York regarding the challenges faced as a result of COVID-19. Survey responses from 295 agency and program administrators and staff, representing 238 organizations, were analyzed. Ten themes were identified: business operations, service provision, telehealth, safety, client concerns, staff concerns, supplies, technology, illness/grief/loss, and communication. These themes represent concerns that arose from the rapid transition to widespread use of telehealth, limited technology accessibility for both staff and clients, reduced revenue and billing changes, impact of COVID-19 infection itself and subsequent deaths of clients and staff, and necessary modifications for organizational communication both internally and externally. The implications of these challenges and the need for further research to identify how to best address them are discussed. [ABSTRACT FROM AUTHOR]

Australian providers of aged care are facing a rapidly ageing population and growth in demand for services. Beyond a sheer increase in consumers and major regulatory changes from Federal Government, many customers are becoming progressively discontented with a medically dominated model of care provision. This period of turbulence presents an opportunity for new entrants and forward-thinking organisations to disrupt the market by designing a more compelling value offering. Under this line of inquiry, the researchers conducted a qualitative content analysis study of over 37 Australian aged care organisations, clustering providers into six business model typologies. The study revealed that providers of aged care are becoming increasingly aware of emerging customer needs, and, in addressing these needs, are seeking to establish innovative models of care provision. This paper therefore presents a future model of care, along with implications for practice and policy. [ABSTRACT FROM PUBLISHER]

Health systems have elected to devolve management to semi-autonomous clinical subunits, known as 'clinical directorates'. This has placed responsibility for managing diminishing healthcare resources primarily in the hands of those who use them the most, notably medical practitioners. This research examines and presents a framework that describes the dimensions of efficient and effective clinical directorship in the context of a devolved management structure. A qualitative research design was employed to explore the perceptions of those involved in the operation of clinical directorates some 10 years after their implementation at three public teaching hospitals in Western Australia. The research found that the clinical insights that medical practitioners bring to the role of clinical director were perceived to be the grounding for clinical directorate effectiveness. Clinical knowledge combined with contextual knowledge, understanding of the politics of healthcare and ability to influence medical peers, were seen as critical. However, having business skills, commitment and good communication skills were perceived to be important to achieve both effectiveness and efficiency. The paper describes the dimensions of clinical director competence as well as the competencies, skills and knowledge perceived to require further development. It highlights the problems and issues that can arise for clinical directors from the perspectives of directors and their management teams. [ABSTRACT FROM AUTHOR]