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  • Hospital Impact - New healthcare costs study has major implications for hospital leaders
    the theory has been that other cities could decrease their healthcare spending by learning how those cities deliver care Likewise McAllen Texas which ranked high in healthcare spending based on Medicare spending per beneficiary became the poster child city for wasteful health care delivery President Barack Obama shared an article by Atul Gawande focusing on McAllen with House and Senate members while crafting the ACA according to the New Yorker The biggest bombshell delivered by the study is that there is a low correlation 14 percent between spending on Medicare beneficiaries and spending on the privately insured Grand Junction Rochester and La Crosse do spend less than most to take care of Medicare patients but the new study shows that they are relatively expensive at taking care of privately insured patients For example Grand Junction had the third lowest Medicare spending per beneficiary among the 306 hospital markets but the ninth highest inpatient prices and the 43rd highest spending per privately insured patient And McAllen Texas when viewed through the lens of cost per privately insured beneficiary comes in below the national average Some of the findings in the study include Lower limb MRIs cost 12 times more in the Bronx than in Baltimore Lower limb MRIs can vary by a factor of nine within the same city Miami Knee replacement facility prices are six times more expensive at the highest ranked Atlanta hospital compared to the least expensive Colonoscopy facility prices are six times more expensive at the highest ranked Philadelphia hospital compared to the least expensive The take home messages for hospital leaders according to the study authors are Cities with hospital consolidation are associated with higher hospital prices Price is the primary driver of spending variation for privately insured patients Monopoly hospitals have a 15 3 percent price premium Strategies to address healthcare spending variation across the U S may differ for publicly and privately insured populations Reducing spending for the privately insured will come via targeting high prices and service intensity by anti trust enforcement as well as price regulation There is a significant opportunity to save by steering patients toward low cost high quality providers via value based insurance design There s a significant need to make prices more transparent to consumers All hospital leaders will need to carefully read this new white paper which calls into question some of the fundamental beliefs that have driven organizational strategy up to this time Using only Medicare data and not private insurance data can result in decisions that will be harmful to the organization s survival in a time of rapid change and uncertainty Kent Bottles M D is a lecturer at the Thomas Jefferson University School of Population Health and chief medical officer of PYA Analytics 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

    Original URL path: http://www.hospitalimpact.org/index.php/2015/12/17/new_healthcare_costs_study_has_major_imp (2016-02-10)
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  • Hospital Impact
    2015 MACRA because it finally fixed the annual sustainable growth rate SGR drama in which since 1998 physicians faced double digit cuts in revenue unless Congress passed emergency legislation The MACRA law clearly stated that there would be a 0 5 percent increase in the Medicare Physician Fee Schedule for 2016 Martie Ross J D a healthcare lawyer in Kansas City has read the Final Rule closely and concludes that physicians will not get their 0 5 percent increase in 2016 One has to be an expert in payment reform and read the Final Rule closely but the depressing conclusion is right there within the 1 358 pages of legal language Read more Leave a comment Controversial surgeon scorecards may be necessary first step in transparency effort October 15th 2015 by Kent Bottles In July ProPublica published a surgeon scorecard based on Medicare claims data for 2009 to 2013 The scorecard looks at the complication rates for 17 000 surgeons performing eight elective procedures Mortality rates and readmissions data were used as a proxy for complication rates which were risk adjusted for coexisting conditions and hospital quality Eleven percent of the physicians studied accounted for 25 percent of the complication identified and hundreds of surgeons had complication rates double the national average ProPublica recommends that patients use the scorecard to help them select a surgeon and a hospital if they are scheduled for one of eight select procedures Read more Leave a comment Behavioral economics provides clues for how to engage physicians September 24th 2015 by Kent Bottles Hospital executives are struggling with how to engage physicians in order to respond to the Affordable Care Act and the evolving transition from fee for service to value based payment programs As more and more private practitioners are becoming employees of integrated delivery systems it is becoming quite clear that what made physicians successful in the past will not work in the transformed clinical delivery system The rules have changed but many physicians have not The field of behavioral economics offers suggestions that can be used to more effectively engage physicians in behaviors that will benefit both the individual physician and the system where he or she practices Read more Leave a comment How to walk the extra mile for population health management February 11th 2015 by Kent Bottles As someone who teaches at the Thomas Jefferson University School of Population Health and frequently attends healthcare conferences around the country I am especially interested in how healthcare organizations are trying to establish population health management programs Population health management is one of those concepts that everyone is talking about However when I ask hospital and physician leaders what they are doing about it or how they define it I often get confusing answers or blank stares Those that do articulate a clear program often describe what I think is a too narrowly defined vision for population health Read more Leave a comment Next Page Enter your search terms Submit search form Web

    Original URL path: http://www.hospitalimpact.org/index.php?s=kent+bottles&sentence=AND&submit=Search (2016-02-10)
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  • Hospital Impact - Has the healthcare industry learned from the Ebola outbreak?
    in facilities with more than 100 patient beds More This lack of resourcing should set off alarm bells in hospital C suites and in the halls of Congress With barely one infection prevention expert at many institutions how are hospitals expected to stay ahead of the next emerging threat or antibiotic resistant superbug let alone prepare for flu season address existing infection concerns conduct rounds teach best practices or be out on the floors observing units to make sure policies are being followed at the bedside This teaching and coaching role is essential to patient safety The lesson learned from the Ebola crisis is that facility wide infection prevention programs are critical and require adequately trained staffed and resourced infection prevention and control departments As a result of the Ebola crisis the U S healthcare system expended tremendous energy resources and time to help facilities prepare for patients with highly lethal infectious diseases We cannot lose this focus or momentum Healthcare leaders need to firmly establish infection prevention and control as a priority so that we can better protect patients and healthcare workers from not only Ebola but from MRSA C difficile and nightmare bacteria like CRE While it is unlikely that most hospitals in the U S will ever see a case of Ebola they are faced every day with the enormous challenge of antibiotic resistance and preventing healthcare associated infections which claim the lives of 75 000 patients each year We cannot wait for the next crisis to hit before we improve our infection prevention and control programs It s hard to know what the right level of staffing is and APIC recently undertook a MegaSurvey of the infection preventionist profession that we will share in 2016 to inform the dialogue about infection prevention staffing and resource levels But while we work to understand what right looks like patients can t wait It is incumbent for healthcare facilities to take a hard look at the care and services they provide and make sure they are allocating the appropriate level of infection prevention and control personnel and resources to protect the patients they serve Susan A Dolan RN MS CIC is the president elect of APIC and an infection preventionist at Children s Hospital Colorado She spearheaded the crafting and passage of Colorado s first healthcare associated infection reporting bill in 2006 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 autistic patients Nurses hospital groups clash on Massachusetts bill to

    Original URL path: http://www.hospitalimpact.org/index.php/2015/12/17/has_the_healthcare_industry_learned_from (2016-02-10)
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  • Hospital Impact
    helpers You will always find people who are helping And time and time again 355 times this year alone according to one group s definition and count healthcare workers were among the helpers every time a mass shooting took place in the United States That s more than one shooting in which four or more people were killed or injured by gunfire per day on average And the horrific shooting in San Bernardino California was the second mass shooting on Wednesday The other took place in Savannah Georgia but didn t get as much media attention due to the events and number of people injured and killed in California So much violence and trauma and every time we thankfully have emergency responders on scene as well as clinicians and staff at local hospitals preparing for victims to arrive and treat those with the most serious injuries And the grim reality of the rate of mass shootings taking place in this country is that healthcare workers must be ready at any time to treat multiple victims with traumatic injuries that are typically seen in times of war Read the full commentary at FierceHealthcare Leave a comment Patient experience vs patient care Healthcare isn t Disney World December 10th 2015 by Thomas Dahlborg Early one morning I woke to another wonderful article shared by Doug Della Pietra on LinkedIn 5 Ways to Measure Patient Experience and Patient Happiness The article by Jacqueline DiChiara was excellent in and of itself but also highlighted a number of connections for me 1 Yes it is essential to achieve optimal care to measure what can be measured It is likewise essential to understand what cannot be measured And thus it is also important to consciously manage each accordingly 2 In the article Ried B Blackwelder president elect of the American Academy of Family Physicians shared a point that resonated greatly and that I wanted to expand upon Dr Blackwelder said Patients shouldn t have an experience patients have problems that need to be solved This is not like Disney World This is about safety and outcomes The phrase is too slick and avoids what it s all about which is we take care of patients and minimize the risks Read more Leave a comment 5 steps to staging and integrating a population health program December 10th 2015 by Jonathan H Burroughs As our healthcare system moves from focusing primarily on the diagnosis and treatment of acute disease toward a better balance between managing both acute and chronic disease and maintaining the health and wellbeing of defined populations it is imperative that healthcare organizations make the planning process of building a population health infrastructure a strategic priority The following represents an outline of the fundamental building blocks of a population health program and presents a recommended approach to staging the transition from a sickness based to a chronic disease health based business model I Align with key strategic partners and stakeholders The foundation of any population health

    Original URL path: http://www.hospitalimpact.org/?blog=1&page=1&disp=posts&paged=5 (2016-02-10)
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  • Hospital Impact - Connect with patients, staff for positive experiences
    it we are there for an X ray or MRI and yet expect so much more Will the person smile be nice explain the procedure keep me safe When I was a patient the technologist walked me to the machines and offered me a gown At 5 6 and well not that big of a guy I am still amazed we have not figured out how to get the gown to cover the human body He offered me a warm blanket since it was cold The real connection began when I laid down on the table He looked at me and said I can sense you are scared Please know you are in great hands You are with people who care about you and will make sure you stay safe the whole study We will talk you through the whole exam That s when it hit me the blanket helps address a comfort measure and also serves as a way you could connect with your patients No one in radiology tosses the blanket to you They hand it to you and put it over you directly that s when they could really look you in the eyes to see how youâ re feeling Specifically Connectivity focuses on the following Goals 1 Understand individuals daily role towards our organization s goals Specifically finding ways to truly connect 2 Understand the measurable outcomes each of us could impact based on the organization s goals 3 Understand our core strategies and overarching framework including The need to drive our business strategies though an optimal healing environment OHE using LEAN as our management system Quality and safety System strategy Financial overview OHE framework Clinical vision and expected behaviors Staff engagement Patient experience Stroke and heart attack symptoms Each section led by members of our hospital and system leadership team lasts six minutes unless speakers request additional time We have had more than 300 participants to date This forum serves as a meaningful way for you to connect and reconnect with your organization and fellow colleagues It lays out what people can expect when they get to their departments It has helped us build on our safety culture and has correlated positively to our quality and financial outcomes How do you ensure your team connects and reconnects in your organization Scott Kashman serves as the Chief Administrative Officer of Cape Coral Hospital part of the Lee Memorial Health System in southwest Florida 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

    Original URL path: http://www.hospitalimpact.org/index.php/2014/05/14/connect_with_patients_staff_for_positive (2016-02-10)
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  • Hospital Impact - Connect with employees to drive hospital performance
    Hospital and departmental goals in alignment with the system Optimal healing environment framework in support of business objectives The goals supporting the strategies include Quality and safety including safety measures mortality regulatory compliance and core measures Service including HCAHPS and overall patient experience Finance including financial overview and LEAN methodologies supporting our culture and driving innovation and continuous improvement Engagement including ways our employees medical staff and volunteers impact our organizational goals We look for this to be one more forum to connect with our team and share the ways they can personally impact our organization s goals We expect to see a continued rise and participation towards driving our outcomes I ll keep you posted as we progress Please share ways you engage your team and drive key outcomes Enjoy a healthy and prosperous 2014 Scott Kashman serves as the Chief Administrative Officer of Cape Coral Hospital part of the Lee Memorial Health System in southwest Florida 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 autistic patients Nurses hospital groups clash on Massachusetts bill to improve response to violence Superbug linked scopes Feds failed to act on earlier outbreak 8 developing healthcare trends Hottest Products Compare Top Solutions in Hospital Management Electronic Medical Billing Software Healthcare Revenue Cycle Management Practice

    Original URL path: http://www.hospitalimpact.org/index.php/2014/01/15/connect_with_employees_to_drive_hospital (2016-02-10)
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  • Hospital Impact - Create a healthcare environment where employees thrive
    You guessed it Aob Like an old Seinfeld episode between Jerry and Newman I proclaimed Hello Aob I heard Hello Scott I am your spectator He said he knew the last three to four miles were mentally grueling therefore he would be my spectator and push me to the end I thanked him then asked him to run ahead without me He declined I must say I did not like him for a while At the end he was near the finish line screaming or as he probably thought cheering me on until I finished My calves throbbed and I was exhausted but I pushed hard until the end I left nothing on the field that day Aob helped me reach my full potential and in turn I helped other racers as they crossed the finish line e g getting drinks or food if they looked dehydrated Then last week our helathcare system pulled together a value stream mapping using lean methodology The team focused on pre procedure testing PPT In one instance these individuals knew each other personally They worked together for three days to understand their current state create the future state and determine what obstacles to remove to close the gap on the future state Throughout that time frame they got to know each other in a more meaningful way The participants provided different perspectives over those three days The energy was incredible everyone concentrated on one thing the future state They brought out the best in each other and as an organization we benefited One person thought it would be more about do more with less She found out she was able to do less non valued tactics with more time to take care of her patients I wish we could bottle it up and distribute to everyone Your full potential isn t many years out you could reach your full potential this year month day or even at this moment By doing so you help others do the same and create an environment for all to thrive That is the impact we could have every moment and every day in healthcare This does not mean losing sight of the main goals On the contrary it s so much more meaningful and the measurable results will absolutely follow Congratulations to our PPT team thank you Aob you all bring out the best in people What are you doing to create an environment for your patients families employees physicians and volunteers to thrive Scott Kashman serves as the Chief Administrative Officer of Cape Coral Hospital part of the Lee Memorial Health System in southwest Florida 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

    Original URL path: http://www.hospitalimpact.org/index.php/2014/03/19/create_an_environment_where_employees_th_3 (2016-02-10)
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  • Hospital Impact - Develop caring moments for patients
    been upgraded for their comfort By sharing we are using resort hotel quality linen held to medical standards and upgraded the linen for their improved comfort we have been more intentional We also will ensure they provide feedback so we can measure the overall effect after a trial period We want our patients staff and physicians to know they have a say in the linen and impact on the overall experience Patients certainly have many caring moments or moments of truth during a stay We have upgraded and enhanced many of our clinical programs campus and facility aesthetics and training The caring moments philosophy will keep us focused on meaningful and intentional discussion on why we are doing what we are doing That also brings about the outcome of this feedback As leaders we will receive feedback and need to appreciate every bit of feedback we get like dessert after each holiday meal After all people are thinking it any way might as well know the truth about how they feel Of course we all want to measure the impact of our efforts We are intentionally driving our business strategies through the lens of Samueli Institute s optimal healing environment OHE This is an environment that is optimistic caring and healing Most of the time organizations look for ROI return on investment We are no different except for the way we go about achieving these goals In the book Prescription for Excellence Joseph Michelli M D notes UCLA Health System has what it calls ROE or return on experience The health system looks for the following Greater profitability Improved customer loyalty Team mobilization toward as common goal Positive staff morale retention and recruitment benefits Strong community support for their programs As we focus more on caring moments and our optimal healing environment we have realized improvements in all the ROEs above No matter what our role and duties are each of us has the opportunity to create caring moments Each interaction offers the opportunity to create a caring moment How is your organization intentionally focusing on caring moments Enjoy your holiday season and Happy New Year Wishing everyone great success in their continued expedition through 2014 Scott Kashman serves as the Chief Administrative Officer of Cape Coral Hospital part of the Lee Memorial Health System in southwest Florida Joan M Odorizzi BS CMSRN is nursing director at Cape Coral Hospital part of the Lee Memorial Health System in southwest Florida and co leader for the Business of Healing Environment development 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

    Original URL path: http://www.hospitalimpact.org/index.php/2013/12/18/develop_caring_moments (2016-02-10)
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