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  • Hospital Impact - Industry needs national database to measure hospital improvement initiatives
    CEOs who managed during the pre regulated halcyon days don t have the proper skill set needed to succeed today A regulated world means measuring the compliance of hundreds of bench marks The industry tasks hospitals with managing metrics however the tools and infrastructure aren t built yet I ve met enough fabulous clinical workers with no technology talent to know their skill set may be as unsuitable as some CEOs We all agree we need patient care givers coordinating with each other after each intervention But that s not happening and it can t happen until the tools infrastructure and skills sets are built Today there is no reasonable way to coordinate care among caregivers Period The technology industry is poised to leap to our aide and has a myriad of ways to measure hospital progress Many hospitals use internal dashboards and most likely they improve efficiencies at that hospital But there are 5 000 hospitals we need 5 000 hospitals to measure the same ten common operational data sets monthly into one national data warehouse It is quite simple to develop a national database heck even I developed one What is not so simple is finding hospitals willing to measure progress and move past the Kool Aid cup mentality A national data warehouse would create national and dynamic benchmarks These are benchmarks which will continually improve due to the simple fact of continual measurement What we measure improves A national data warehouse is the disruption that will swiftly and simply improve hospital operations Lynn McVey serves as chief operating officer of Meadowlands Hospital Medical Center an acute care 230 bed hospital in New Jersey Leave a comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org

    Original URL path: http://www.hospitalimpact.org/index.php/2014/11/26/industry_needs_national_database_to_meas (2016-02-10)
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  • Hospital Impact - Fragmented health system needs top-down commitment to change
    than the 28 different staff members who walked into my dad s room every day Is it even logistically possible that those 28 caregivers communicate with each other More What I learned from the feedback I receive and from groups like Confident Voices is that there is a small but growing group of healthcare professionals who are passionate about fixing this mess we all created We may be small right now but we are mighty We are healthcare leaders who publicly admit this is a big fat mess that needs work not talk We may be in the slow moving phase right now but momentum is about to catch on And when the right now day arrives we will be ready I d like to start at the top and invite every CEO to spend an overnight in ICU to experience the current discombobulated care coordination firsthand One overnight in ICU is a compelling lesson for a CEO who is serious about being part of the solution Next I d like every healthcare manager to get in the game I m amazed when managers are unable to articulate what the Affordable Care Act means to our industry It s more annoying when managers don t know the metrics of their own department even basic essential metrics like volume or expenses Lastly I d like to ask healthcare professionals to limit their employment to no more than one full time job Early in my career the overtime attracted me above and beyond the need to keep patients safe One hospital allowed me to work 40 hours straight so I could attend college Monday through Friday From 4 p m Saturday until 8 a m Monday I x rayed patients in an emergency room It was a long time ago and patient safety wasn t in the headlines but hopefully those schedules are no longer permitted Like I said we may be small right now but we are mighty Join the solution Join the revolution Encourage everyone from CEO to radiographer to admit this is a big fat mess and we all need to change for the safety of our patients Lynn McVey serves as chief operating officer of Meadowlands Hospital Medical Center an acute care 230 bed hospital in New Jersey 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

    Original URL path: http://www.hospitalimpact.org/index.php/2014/10/16/fragmented_health_system_needs_top_down (2016-02-10)
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  • Hospital Impact - Is the American healthcare system duping patients?
    More On my first day at a new job the CEO handed me an MRI prescription for his heel and asked me to arrange an appointment for him I crumpled it and handed it back After listening to my kill a mosquito with a Tomahawk missile speech he agreed to get an x ray instead Whether or not my toe was broken taping it and wearing flat shoes eliminated the pain for free The median ER bill these days ranges from 1 500 to 5 000 which I also avoided In 2013 when Steven Brill wrote â œ Bitter Pill Why Medical Bills Are Killing Us â about incredibly high healthcare bills it was the single longest story ever published by Time magazine I interpret this as America s utter frustration with our crappy healthcare system But just how hard have Americans been duped A guy in a bar asked me if I was allergic to wheat as I drank a cold beer The quizzical look on my face prompted him to add Your voice changed and you got congested after your first sip and by sip I mean gulp He got me thinking I took a daily prescription for allergies for many years but I never knew exactly what I was allergic to For multiple years I had many many colonoscopies barium enemas and GI series to try to discover why I had such awful abdominal issues Stop eating wheat for two days the man in a bar told me I never took another pill After eliminating wheat many other health benefits occurred too How embarrassed was I a cynical healthcare leader for 25 years to get duped When I saw my primary care physician in the hallway I asked why he never suggested a wheat allergy He mumbled something and hurried away from me A GUY IN A BAR I yelled after him A former vice president of Cigna Healthcare feels it comes down to a simple case where health insurers drug companies and physician organizations have manipulated the system to enrich their own interests while duping the American public It is time to take the fox out of the hen house It is time to demand performance metrics from our physicians and our hospitals All fingers point to standardizing the healthcare industry with simple consumer friendly data analytics Amen Lynn McVey serves as chief operating officer of Meadowlands Hospital Medical Center an acute care 230 bed hospital in New Jersey 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

    Original URL path: http://www.hospitalimpact.org/index.php/2014/09/10/is_the_american_healthcare_system_duping (2016-02-10)
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  • Hospital Impact - Data analytics crucial to improving healthcare
    to the consulting firm McKinsey Company the upside of industry wide analytics is considerable And increasingly providers have the raw data they need right now They just don t know how to turn a data collection into a useful data illustration Even though it is not quick it can be quite simple More The following revelations were made at the recent Healthcare Analytics Symposium Expo 2014 First there is a great divide in terms of understanding game changing benefits of analytics What s encouraging is how analytics drive efficiencies in clinical practice that yield enormous health and financial benefits What s disheartening is the huge amount of inefficiencies there are and how these inefficiencies currently slap people across the face I presented Aug 10 at the AHRA The Association for Medical Imaging Management annual meeting in Washington District of Columbia along with two other passionate disrupters Kenneth Fazzino and Jeffrey Palmucci Our topic Using Evidence Based Practices to Improve Efficiencies in the Hospital Setting was presented before but never to this enthusiastic a crowd It struck us that finally managing using measuring metrics is accepted as mainstream and credible Healthcare normally followed the crawl walk run theory of cultural change but we continue to swim upstream with our solution which is quick simple and the least expensive out there It s all about the data Currently there are six common data sets among all hospital departments These six are collected monthly and compared against six national benchmarks Simply put what we measure improves We agree that healthcare analytics is in its infancy in an industry that has absolutely no time to lose This is precisely why we preach our quick simple and inexpensive solution A national data warehouse of six key operational financial performance indicators is already available to all hospitals to use to identify where their expensive variations exist Unfortunately many insist on staying inside their own hospital using internal benchmarks only so they remain in the dark It takes a brave powerful leader to compare their data to all other hospitals We preach to you as a U S citizen watching healthcare bankrupt our nation please get moving Lynn McVey serves as chief operating officer of Meadowlands Hospital Medical Center an acute care 230 bed hospital in New Jersey 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

    Original URL path: http://www.hospitalimpact.org/index.php/2014/08/21/data_analytics_crucial_to_improving_heal (2016-02-10)
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  • Hospital Impact - Get on board managing with metrics, or give somebody else a chance
    At Healthcare Financial Management Association s HFMA most recent conference most attendees realized they need an internal data warehouse for reporting I say this is still not the answer What we actually need is external warehouses for all 5 000 hospital departments Radiology needs a performance clinical and financial warehouse Nursing needs a performance clinical and financial warehouse Pharmacy needs a performance clinical and financial warehouse The lab needs a clinical performance and financial warehouse You see where I m going There is no reason to continue spewing hospitals are unique any longer That excuse is tired weak and quite frankly lazy The sad part is hospitals have hidden behind we are unique for so long that it is nearly impossible to gain consensus on what standards to measure Actually hospital leaders haven t had to do much changing at all in the last 50 years And since we haven t managed with a national database of metrics and benchmarks we do not know how anyone s performance will rank How will the CEO react when they learn they have the most expensively run emergency room in the country Will they find out their nursery is staffed two times higher than the national median What if they discover their overtime or absenteeism rate is four times greater than all other hospitals Only one thing is sure until we have a national database of six overarching performance indicators hospitals will remain in the dark Managing with data analytics is an extreme disruption to hospital leaders who for decades managed with opinion emotions and bias I don t know about you but I continually cringe when I hear about some of the embarrassing errors we make It doesn t have to be like this There is a new urgency to manage with analytics and I implore everyone to get on board Due to years of non evidence based decision making we wasted billions and billions of healthcare dollars We are left with a system that is too complex too complicated and years away from being fixed A wise NYU Professor Anthony Kovner said There is tremendous amount of literature describing hospital closures bankruptcies mergers and quick unmerges which leads one to conclude there may not be much evidence going into healthcare decisions My dad John F Rhatigan died July 2 In the end it was only because I was an insider that he died peacefully and on his terms Lynn McVey serves as chief operating officer of Meadowlands Hospital Medical Center an acute care 230 bed hospital in New Jersey 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

    Original URL path: http://www.hospitalimpact.org/index.php/2014/07/10/title_126 (2016-02-10)
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  • Hospital Impact
    data reflect a lack of will and commitment Faced with a once in a lifetime opportunity to overcome silos inefficiencies and quality problems plaguing American hospitals more and more CEOs are making a beeline for the exit hefty retirement packages in arm Ouch Read more Leave a comment CEO gets patients view of complicated healthcare system February 26th 2014 by Lynn McVey For this month s blog post I planned to continue my theme of expensive variations in healthcare management particularly the variation in executive salaries between for profit and nonprofit facilities Conservative estimates demonstrate the median for profit CEO salary is around 300 000 while the median nonprofit CEO salary ranges around 600 000 Setting the national standard at the for profit median could mean a 1 5 billion drop in healthcare spending I now join the ranks of those writers who recently called this variation the 800 pound gorilla However a personal journey I took throughout our healthcare system this week interrupted my blogging plan when my 92 year old father entered three hospitals via three ambulances in three days for life saving interventions Read more Leave a comment A healthcare industry resolution Standardization January 22nd 2014 by Lynn McVey I love a new year I especially love a new even numbered year so Happy New Year 2014 I love writing my new year s resolutions To make sure I accomplish this year s goals I ve resolved to gain 10 pounds and to start smoking Joking If I was making resolutions for the healthcare industry I would resolve to Act like an industry Operate like an industry and Work like an industry Most non healthcare industries like manufacturing for example follow those resolutions every year Most other industries follow ISO International Organization for Standardization standards DNV Healthcare the new Joint Commission on Accreditation of Healthcare competitor offers an ISO certification to hospitals that is very promising Imagine if hospitals shared data best practices and actually standardized this industry Read more Leave a comment It takes a village to bring healthcare from good to great December 9th 2013 by Lynn McVey Congress is an evidence free zone Hillary Clinton joked at the recent Press Ganey conference We need more data and less suffering she added on a serious note I had arrived an hour early to get on line to listen to her speak The next day I did the same for Atul Gawande M D Regarding healthcare reform these two were on my own personal Mount Rushmore My life passion is disrupting healthcare using evidence based practices to uncover expensive operational variations I have been totally disgusted by some of the variations I ve discovered over the years The most repulsive waste was the hospital who had built three three medical imaging departments They built capacity for 900 000 exams a year They were performing 100 000 It was no surprise the CEO s background was construction You can imagine my thrill to hear Hillary tell an

    Original URL path: http://www.hospitalimpact.org/index.php?blog=1&s=Lynn%20McVey&page=1&disp=posts&paged=4 (2016-02-10)
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  • Hospital Impact - What a hospital CEO learned as principal for a day
    walk 10 miles in the snow to get to school in borrowed shoes Well not really but it was a long time ago More I was certainly amazed to see kids today are learning faster than we ever did They are typing on iPads and computers while still learning to spell I also learned children in the 6th grade are learning the same things we learned when we were in the 9th grade But there also is a dark side to the kids of today learning on computers and video games The school s speech counselor told me the number of children with speech disorders is growing dramatically because children don t practice their speaking skills at home as much anymore As a healthcare professional this piqued my interest And I was astounded to learn of the number of elementary school children with chronic and devastating diseases such as diabetes and cancer Of course I had read about the growing threat of chronic disease in our community by reading our hospital s recently published Community Health Needs Assessment But those were only words on paper My experience as principal for a day made our hospital s published report very real I have now seen with my eyes how some of our precious children struggle and suffer I began to wonder what our hospital can do to partner with our schools and our parents to improve our children s health and thereby help them to learn and grow This experience has transformed me I plan to become an active participant in the school district s Health Council which is working towards creating a wellness program for our students And I am now talking about a partnership between our hospital and the schools The kids already are on the right track All of the students have pledged to run or walk 100 miles this year and they have started by running or walking the school s track together on Fridays I guarantee I will be going back to our elementary school again I am deeply indebted to our school district s Principal for a Day program If you ever get a chance to be the principal I recommend you jump at it too Raymond Hino MPA FACHE serves as CEO of California s Bear Valley Community Healthcare District 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

    Original URL path: http://www.hospitalimpact.org/index.php/2013/11/11/what_a_hospital_ceo_learned_as_principal (2016-02-10)
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  • Hospital Impact - Hospital strategic plans must go beyond the status quo
    will never be content with the status quo Our second strategic goal is to provide and build our most important resource our employees We aim to employ and develop the best possible professional and support staff and then to make them better Goal number three is to improve market position We are accomplishing this goal by improving our reach into the community A good example is the presentations I make to groups about our hospital Our fourth strategic goal is to seek an affiliation strategy Since we are a free standing hospital we have a more difficult path in the new healthcare environment of integrated delivery systems accountable care organizations and clinical integration I stress to our residents that if our hospital is to survive and thrive in the future then we must be a part of a larger system in which hospitals doctors employers health plans and local government all must work together to accomplish our mutual goals for population health universal healthcare and high quality We will not be able to accomplish this on our own We must have partners that see the opportunities for win win relationships to take better care of our residents Goal number five is physical plant improvement To better provide for our patients and our community we need to provide the best possible facilities This will include both improving our existing physical plant as well as planning for a future replacement hospital to serve our community for decades to come The sixth goal is scope of services We are constantly searching for the right types of healthcare services that make sense for our community and in particular under the lens of healthcare reform Our future is going to be in providing excellent quality outpatient services our community needs that demonstrate a reasonable return on investment Goal seven is medical staff in which we discuss our population and hospital needs for physician recruitment and retention Our final strategic goal is financial performance We realize of course we will not be able to accomplish any of our strategic goals without first becoming a financially sustainable healthcare organization So we conclude our strategic plan with our goals and objectives to improve reimbursement financial performance and ultimately improve our profitability This presentation has never failed to stimulate a very rich discussion with our community residents on strengths and weaknesses of our hospital and where they feel we are on the right track I have always found my audiences appreciate being given an insiderâ s look into where we feel our hospital is headed So I encourage you to put your strategic plan to work It can be much more than an academic exercise of what your hospital or healthcare system intends to accomplish in the future Raymond Hino MPA FACHE serves as CEO of California s Bear Valley Community Healthcare District 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

    Original URL path: http://www.hospitalimpact.org/index.php/2013/09/25/use_your_strategic_plan_to_guide_hospita (2016-02-10)
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