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  • Hospital Impact - Adding credence to the ideal traits of a healthcare CEO
    More Clinical Competence I don t have a clinical background but I have a great team of clinicians around me advising me every step of the way I created the President s Clinical Quality Council consisting of 12 physician champions our early adopters and our movers and shakers I also created the Triple Aim Coordinating Council consisting of physicians executives directors nurses and IT experts The council provides oversight of every aspect of value based care delivery Whether it s the many initiatives that we have put in place our partnerships or new programs and services this group makes sure that if we say that we are delivering value based care that we deliver that care I will say that I have never understood the care delivery process as well as I do today as a result of delivering care based on value Use Data to Drive Strategy The amount of data and IT systems now available are truly amazing Previously we received data months after the fact now it real time so we can be proactive with our patients especially our high utilizers the sickest of the sick Agile Managers Over time our staff and physicians have embraced our new care delivery model We did resort to mandatory education for all employees and that continues today The shift from volume based care based on a fee for service payment methodology has been a dramatic departure from the care that we now deliver Our goal now is caring for patients the right way from the start so they are not being readmitted having unnecessary testing or visiting the emergency department needlessly We have many initiatives in place to ensure that we are making a difference in the lives of our patients Focus on Finances The state of Maryland made the financial part somewhat easier for us in that we became part of a demonstration project that began in 2011 After one challenging year financially we have had three financially successful years We have also joined two other health systems in our region in an alliance to maximize additional savings through shared services Being the CEO of a health system that is truly making a difference though an elevated standard of care has resulted in probably the most exciting time in my healthcare career that has spanned 40 years Barry Ronan is the president and CEO of Western Maryland Health System in Cumberland Maryland Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals replace nurseries with rooming in with moms Hospitals must train millennial nurse leaders in empathy frontline engagement St Louis hospital creates unit to improve outcomes through innovation 4 ways hospitals can foster family centered care Pediatric ER seeks to limit stressors for

    Original URL path: http://www.hospitalimpact.org/index.php/2015/06/25/adding_credence_to_the_ideal_traits_of_a (2016-02-10)
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  • Hospital Impact - Adding credence to the ideal traits of a healthcare CEO
    More Clinical Competence I don t have a clinical background but I have a great team of clinicians around me advising me every step of the way I created the President s Clinical Quality Council consisting of 12 physician champions our early adopters and our movers and shakers I also created the Triple Aim Coordinating Council consisting of physicians executives directors nurses and IT experts The council provides oversight of every aspect of value based care delivery Whether it s the many initiatives that we have put in place our partnerships or new programs and services this group makes sure that if we say that we are delivering value based care that we deliver that care I will say that I have never understood the care delivery process as well as I do today as a result of delivering care based on value Use Data to Drive Strategy The amount of data and IT systems now available are truly amazing Previously we received data months after the fact now it real time so we can be proactive with our patients especially our high utilizers the sickest of the sick Agile Managers Over time our staff and physicians have embraced our new care delivery model We did resort to mandatory education for all employees and that continues today The shift from volume based care based on a fee for service payment methodology has been a dramatic departure from the care that we now deliver Our goal now is caring for patients the right way from the start so they are not being readmitted having unnecessary testing or visiting the emergency department needlessly We have many initiatives in place to ensure that we are making a difference in the lives of our patients Focus on Finances The state of Maryland made the financial part somewhat easier for us in that we became part of a demonstration project that began in 2011 After one challenging year financially we have had three financially successful years We have also joined two other health systems in our region in an alliance to maximize additional savings through shared services Being the CEO of a health system that is truly making a difference though an elevated standard of care has resulted in probably the most exciting time in my healthcare career that has spanned 40 years Barry Ronan is the president and CEO of Western Maryland Health System in Cumberland Maryland Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals replace nurseries with rooming in with moms Hospitals must train millennial nurse leaders in empathy frontline engagement St Louis hospital creates unit to improve outcomes through innovation 4 ways hospitals can foster family centered care Pediatric ER seeks to limit stressors for

    Original URL path: http://www.hospitalimpact.org/index.php/2015/06/25/p5576 (2016-02-10)
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  • Hospital Impact - The tangible benefits of physician engagement
    More The members served as the sounding board for innovative changes as we attempted to redesign care delivery For example they came up with the concept of Hot Topics our quarterly education fair for physicians and advanced practice professionals where they interact with staff on a variety of subjects Such topics have included the introduction of new information technology ways to document differently how to improve hand offs between hospitalists and primary care physicians ways to better address medication reconciliation new approaches to reducing admissions and readmissions and more They were also extremely helpful when we were preparing to introduce our newly developed physician scorecards We brought a draft to them and asked for their input and they virtually redesigned the scorecard When the scorecard was eventually rolled out it was much better than originally designed and more readily accepted After a series of educational sessions this group of physicians immediately understood the need for change in our care delivery model and they have performed exceptionally well in introducing a number of changes to their colleagues I thought getting our providers on board with a dramatic change in care delivery would be a monumental task but it was made much easier through the concept of the council and this group of physicians Barry Ronan is the president and CEO of Western Maryland Health System in Cumberland Maryland Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals replace nurseries with rooming in with moms Hospitals must train millennial nurse leaders in empathy frontline engagement St

    Original URL path: http://www.hospitalimpact.org/index.php/2015/03/25/the_tangible_benefits_of_physician_engag (2016-02-10)
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  • Hospital Impact - The tangible benefits of physician engagement
    More The members served as the sounding board for innovative changes as we attempted to redesign care delivery For example they came up with the concept of Hot Topics our quarterly education fair for physicians and advanced practice professionals where they interact with staff on a variety of subjects Such topics have included the introduction of new information technology ways to document differently how to improve hand offs between hospitalists and primary care physicians ways to better address medication reconciliation new approaches to reducing admissions and readmissions and more They were also extremely helpful when we were preparing to introduce our newly developed physician scorecards We brought a draft to them and asked for their input and they virtually redesigned the scorecard When the scorecard was eventually rolled out it was much better than originally designed and more readily accepted After a series of educational sessions this group of physicians immediately understood the need for change in our care delivery model and they have performed exceptionally well in introducing a number of changes to their colleagues I thought getting our providers on board with a dramatic change in care delivery would be a monumental task but it was made much easier through the concept of the council and this group of physicians Barry Ronan is the president and CEO of Western Maryland Health System in Cumberland Maryland Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals replace nurseries with rooming in with moms Hospitals must train millennial nurse leaders in empathy frontline engagement St

    Original URL path: http://www.hospitalimpact.org/index.php/2015/03/25/p5346 (2016-02-10)
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  • Hospital Impact
    will continue to develop models of integrated organizational design in which both will participate in shared savings shared risk and shared gain says Hino pictured left Read more Leave a comment Hospital takes on buy local challenge July 24th 2014 by Barry Ronan Last month a Hospital Impact blogger raised the questions What is a hospital s obligation to promote and model healthy eating and sustainability habits to both staff and patients The Western Maryland Health System WMHS is a member of the Maryland Hospitals for a Healthy Environment MD H2E and has been since the inception of the organization in 2005 MD H2E advances a culture of environmental health and sustainability in Maryland s healthcare community WMHS is one of twenty eight Maryland hospitals and health systems participating in MD H2E s latest initiative idea The Buy Local Challenge Simply put we agreed to support farms by serving and eating local during Buy Local Week which is this week July 19 through July 27 We pledged through our food and nutrition service at WMHS to serve at least one local food item each day during Buy Local Week Read more Leave a comment Putting the H in hospital April 9th 2014 by Barry Ronan At the end of January 2014 I had the opportunity to speak at the American Hospital Association s Board Retreat in Miami Redefining the H As AHA President and CEO Rich Umbdenstock explained that big H on those blue and white signs denoting Hospital always carried the promise of help hope and healing the hospital of the future will continue to extend that promise but in new ways by improving quality while lowering cost Prior to my presentation Rick said that the environment in which hospitals operate is extraordinarily challenging but by becoming proactive rather than reactive and keeping people healthy by moving care out of the hospital and into the communities by increasing the use of medical and information technologies and by applying evidence based practices to better manage all illnesses more effectively hospitals will meet their commitment to their respective communities His opening was a great lead in for my presentation on our transition to value based care delivery three and one half years ago and the success that Western Maryland Health System achieved through the Total Patient Revenue demonstration project that is now the standard in Maryland healthcare delivery Read more Leave a comment Previous Page Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals replace nurseries with rooming in with moms Hospitals must train millennial nurse leaders in empathy frontline engagement St Louis hospital creates unit to improve outcomes through innovation 4 ways hospitals can foster family centered care Pediatric ER seeks to limit stressors for autistic patients Nurses hospital groups clash on Massachusetts bill to improve response

    Original URL path: http://www.hospitalimpact.org/index.php?blog=1&s=Barry%20Ronan&page=1&disp=posts&paged=2 (2016-02-10)
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  • Hospital Impact - 5 steps to staging and integrating a population health program
    convert it to actionable information that is reported to anyone including the patient with a need to know and a responsibility to manage Both management and healthcare providers must be able to perform interventions both in real time and ideally in anticipation of trends as they emerge For instance if a diabetic s hemoglobin A1C is increasing a clinical intervention should be performed before the patient develops diabetic related complications and is forced to seek more complex and costly care in more acute settings III Implement a comprehensive palliative care and inpatient disease management program The lowest hanging fruit in both a fee for service and capitated system is the 1 percent of Medicare beneficiaries who make up 21 percent of Medicare costs and have potentially life threatening illnesses or injuries A classic example is the elderly patient with a terminal disease Data has demonstrated that the best outcomes and cost savings arise when palliative care is implemented as early as possible For instance if a child is diagnosed with cystic fibrosis a potentially fatal disease that when treated effectively can become a chronic disease that can be successfully managed over time palliative care should be implemented urgently to ensure the best possible and cost effective outcome IV Build new innovative sources of revenue Technology and capital investment create new ways of delivering healthcare services in more innovative and cost effective ways and these include retail medicine and e health E Health platforms currently serve more than 100 million Americans almost a third of our population and will only continue to grow and expand Like other disruptive innovations it may not be as good as seeing a physician in his her office however it is certainly more convenient accessible cost effective and for the majority of uncomplicated clinical conditions pragmatic Retail medicine focuses on the use of advanced practice practitioners who follow strict algorithms in lower cost retail settings for narrowly defined high volume low risk clinical conditions All healthcare systems can broaden their definition of healthcare delivery to include these models in their strategic plans for population health V Implement a comprehensive outpatient disease management program that includes post acute and home health care As our healthcare system moves further away from fee for service toward a more capitated model it is important to significantly reduce hospitalizations visits to the emergency department and physician office and the use of ancillary tests and elective procedures Thus outpatient disease management becomes a priority Disease management involves the use of business clinical analytics to both monitor patients in real time and to create predictive analytics with decision supports that enable anticipatory interventions typically in the home setting through the use of wireless technology Each of these components will contribute toward an integrated population health program which if implemented in coordination with a solid business plan will provide significantly improvement outcomes at lower costs Jonathan H Burroughs M D is president and CEO of The Burroughs Healthcare Consulting Network He s also a

    Original URL path: http://www.hospitalimpact.org/index.php/2015/12/10/5_steps_to_staging_and_integrating_a_pop (2016-02-10)
    Open archived version from archive

  • Hospital Impact - 5 steps to staging and integrating a population health program
    convert it to actionable information that is reported to anyone including the patient with a need to know and a responsibility to manage Both management and healthcare providers must be able to perform interventions both in real time and ideally in anticipation of trends as they emerge For instance if a diabetic s hemoglobin A1C is increasing a clinical intervention should be performed before the patient develops diabetic related complications and is forced to seek more complex and costly care in more acute settings III Implement a comprehensive palliative care and inpatient disease management program The lowest hanging fruit in both a fee for service and capitated system is the 1 percent of Medicare beneficiaries who make up 21 percent of Medicare costs and have potentially life threatening illnesses or injuries A classic example is the elderly patient with a terminal disease Data has demonstrated that the best outcomes and cost savings arise when palliative care is implemented as early as possible For instance if a child is diagnosed with cystic fibrosis a potentially fatal disease that when treated effectively can become a chronic disease that can be successfully managed over time palliative care should be implemented urgently to ensure the best possible and cost effective outcome IV Build new innovative sources of revenue Technology and capital investment create new ways of delivering healthcare services in more innovative and cost effective ways and these include retail medicine and e health E Health platforms currently serve more than 100 million Americans almost a third of our population and will only continue to grow and expand Like other disruptive innovations it may not be as good as seeing a physician in his her office however it is certainly more convenient accessible cost effective and for the majority of uncomplicated clinical conditions pragmatic Retail medicine focuses on the use of advanced practice practitioners who follow strict algorithms in lower cost retail settings for narrowly defined high volume low risk clinical conditions All healthcare systems can broaden their definition of healthcare delivery to include these models in their strategic plans for population health V Implement a comprehensive outpatient disease management program that includes post acute and home health care As our healthcare system moves further away from fee for service toward a more capitated model it is important to significantly reduce hospitalizations visits to the emergency department and physician office and the use of ancillary tests and elective procedures Thus outpatient disease management becomes a priority Disease management involves the use of business clinical analytics to both monitor patients in real time and to create predictive analytics with decision supports that enable anticipatory interventions typically in the home setting through the use of wireless technology Each of these components will contribute toward an integrated population health program which if implemented in coordination with a solid business plan will provide significantly improvement outcomes at lower costs Jonathan H Burroughs M D is president and CEO of The Burroughs Healthcare Consulting Network He s also a

    Original URL path: http://www.hospitalimpact.org/index.php/2015/12/10/p5704 (2016-02-10)
    Open archived version from archive

  • Hospital Impact - The Supreme Court and the ACA contraception mandate: Déjà vu all over again
    notifying their insurers third party administrators or the government Several religious organizations such as Little Sisters of the Poor and the Roman Catholic Archdiocese of Washington D C argue that this makes them complicit in violation of their religious beliefs More Defendants assert that filling out a two page form does not impose a substantial burden Six of the seven appeals court decisions found in favor of the government s policy and threw out the cases however in September the U S Court of Appeals for the 8th Circuit in St Louis Missouri ruled against the government and the Obama administration strongly urged the Supreme Court to take up the seven cases to resolve the issue definitively The issue is complex Whereas churches and purely religious institutions are often made up of individuals who share deeply and commonly held religious beliefs religious based universities healthcare organizations and charities typically attract more diverse individuals whose beliefs may or may not be consistent with those of their employers The legal question at hand is whether the Religious Freedom Restoration Act RFRA entitles religious organizations to not only opt out of contraceptive coverage but to also block the provision of such coverage by the government or third party payers to its employees The RFRA was passed in 1993 and protects the religious rights of individuals and organizations by restricting the government s right through law or regulation to impose upon their religious freedom unless there is a compelling government interest that cannot be achieved through less stringent means The seven cases will probably be consolidated into a single case Zubik Bishop of the Catholic Diocese of Pittsburgh v Burwell Secretary of the Department of Health and Human Services This case pits religious freedom against the freedom to access healthcare services and the rights of employers versus the rights of employees to exercise their personal and religious beliefs Plaintiffs feel that third party payers should offer birth control through other means e g community health centers public clinics whereas defendants feel that it is a moral and ethical right to be able to purchase healthcare services that promote economic security and a sense of well being and autonomy The case will be heard this coming winter spring and should be decided by June It represents another important step toward supporting the rights of an increasingly diverse citizenry to access healthcare services for themselves and their families Jonathan H Burroughs M D is president and CEO of The Burroughs Healthcare Consulting Network He s also a certified physician executive and a fellow of the American College of Physician Executives and the American College of Healthcare Executives Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get Hospital Impact in your inbox Healthcare Industry news Final Obama budget takes aim at opioid addiction superbugs Zika outbreak White House seeks 1 8B to respond to virus More hospitals replace nurseries with rooming

    Original URL path: http://www.hospitalimpact.org/index.php/2015/11/12/title_144 (2016-02-10)
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