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  • Hospital Impact - Mentoring the next generation of hospital leaders
    staff provide excellent quality care while I also am observing how the team works I was able to relate to the young man that I believe the key to my success has been in making the extra effort to meet and know key stakeholders on their turf and developing solutions through collaboration and teamwork Key stakeholders include patients employees physicians consumers legislators colleagues in the field and others Other examples of how I reach out to stakeholders include routinely holding community forum meetings and striving to keep an open door for everyone Mentoring as most of us know is not a one way street We mentors learn as much or more than our protégés In this particular case my young colleague has offered to utilize the skills he has developed including change management quality analytics business strategy and data analysis to help my facility I am eager to receive his skills and to learn from him Over the years in my career I have hosted management interns and residents given advice to dozens of young professionals and students and taken every opportunity to teach when given the chance in University graduate school classes in healthcare administration and management engineering In my experience there is no more rewarding feeling than to give back to our industry by helping to train the next generation of leaders If you haven t done it yet I would encourage you to try it I guarantee you will enjoy the experience immensely 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

    Original URL path: http://www.hospitalimpact.org/index.php/2013/07/31/mentoring_the_next_generation_of_hospita (2016-02-10)
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  • Hospital Impact - Hospital leadership: Keeping an open door
    hospital located between the front lobby and our cafeteria I have become accustomed to seeing the masses head to the cafeteria for lunch every day and I enjoy seeing all of the smiling faces And I also have learned you never know who is going to pop in for a visit One of my first visitors was a very proud employee who wanted to show me her new grandbaby In the weeks since I started keeping the door open I have found many of our employees have never seen the insides of this mysterious office One of my board members an emergency department physician on staff says he has heard the CEO office in the past referred to as the grey room Don t get me wrong I still enjoy wandering the halls and talking to staff in their own departments I have written often in the past about my CEO rounding and Adopt a CEO days which I will continue to do There is no substitute for CEO visibility in a hospital facility But I now have learned that opening up the CEO office to our volunteers visitors and staff has made me much more accessible Raymond Hino MPA FACHE is interim CEO of California s Bear Valley Community Healthcare District vice president of Healthcare Advisory Services Inc and a board member of the Health Research Education Trust Previously he served as CEO of Mendocino Coast District Hospital in Fort Bragg California 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

    Original URL path: http://www.hospitalimpact.org/index.php/2013/06/26/hospital_leadership_keeping_an_open_door (2016-02-10)
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  • Hospital Impact - Give patients an honest view of health reform
    our hospital and our community The message was that business as usual is no longer an option for our hospital or for our industry I took the third position on the program and focused my presentation on how our hospital plans to survive and prosper in this new environment I took this opportunity to inform the public that we will need to reinvent ourselves to remain a sustainable organization I outlined a five part plan for survival Step one is to convert our small hospital to critical access hospital CAH designation Although we qualify for the CAH status we have never taken that action In step two our hospital looks at affiliation opportunities I support this because under healthcare reform free standing hospitals of all sizes need to align with an integrated health system or risk being left behind This is particularly true of the smaller hospitals such as ours I explained to our audience there is a wide spectrum of affiliation opportunities that includes many more choices than a merger There are clinical integration opportunities in which hospitals medical groups and payers work together to provide seamless care for our patients Contract management also allows a free standing hospital to become part of a system without losing local control Step three in my plan is to grow outpatient product lines Like most hospitals our hospital is experiencing declines in our inpatient service lines and a dramatic increase in outpatient services This shift has become even more dramatic within the past 12 months and our outpatient business is now carrying our hospital Our challenge as we reinvent our hospital is to restructure so we can be profitable as an outpatient facility and not reliant upon our inpatient services Step four involves emphasizing quality outcomes in the current value based purchasing environment I informed our community that our priority for superior customer satisfaction quality service and outcomes is enhanced by our implementation of an electronic medical record system in our facility The fifth step which is equally important as all four of the previous steps is cost efficiency and lean operations As we move forward on our journey to become a sustainable hospital for the future we need to eliminate waste and maintain our advantage as a low cost provider I asked our community to be prepared for cutbacks that will make us more efficient but will not jeopardize quality of services The outcome of our summit meeting was that we informed our community while also achieving our goals for transparency and honesty with the public Since the night of the meeting we have received numerous compliments and notes of appreciation We plan to hold another summit in approximately six months to give the community an update and report card on how we are doing with our plan Raymond Hino MPA FACHE is interim CEO of California s Bear Valley Community Healthcare District vice president of Healthcare Advisory Services Inc and a board member of the Health Research Education Trust Previously

    Original URL path: http://www.hospitalimpact.org/index.php/2013/05/15/give_patients_a_national_state_local_vie (2016-02-10)
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  • Hospital Impact
    important to keep things local and I strive every day to tell people that if you can use Athens Limestone Hospital please use it Kelli Powers CEO of the 101 bed nonprofit hospital told the News Courier And when it comes to implementing major initiatives such as facility renovations and advanced IT systems community buy in is key writes Raymond Hino vice president of Healthcare Advisory Services and FierceHealthcare Editorial Advisory Board memberent Hospital Impact post Read the full article at FierceHealthcare Leave a comment The power of hospital community buy in January 29th 2013 by Raymond Hino Are there big changes on the horizon for your organization in 2013 As healthcare leaders we all know that to influence positive change we need to obtain buy in from each of those constituency groups that will be affected Who does that include How about our employees medical staff volunteers boards and of course the community that we serve Recently I was talking to a former board member who remains very dedicated to our institution about the major changes it will be going through in the next 12 months Among other things our institution will be completing a major building project and installing a new health information system including a Meaningful Use compliant electronic medical record Read more Leave a comment Take your hospital from strategic planning to action December 17th 2012 by Raymond Hino In the Lewis Carroll book Alice in Wonderland there is a marvelous business lesson on planning for success Remember when Alice meets the Cheshire Cat early in the story She says Would you tell me please which way I ought to go from here The cat wisely says That depends a good deal on where you want to go Alice didn t care where she was going So the cat answers Then it doesn t matter which way you go That leads me to the question that I want to ask you today Do you know what direction you want your hospital system or organization to go in the next few years And if you do then do you have a plan to get there Read more Leave a comment Improve quality with help from the hospital board November 7th 2012 by Raymond Hino With the growing emphasis on patient safety and improved quality outcomes in healthcare as a part of national healthcare reform I am asking today What is one of the most important interventions that a hospital executive can implement that will improve performance According to Jim Conway adjunct lecturer on healthcare management at the Harvard School of Public Health the answer is to actively engage the hospital board in the quality program I recently had the good fortune of attending one of Conway s presentations on the role of hospital boards in quality initiatives He said when hospital boards devote time and energy to establishing quality goals monitoring performance and holding executive leadership accountable outcomes are substantially improved Read more Leave a comment Previous

    Original URL path: http://www.hospitalimpact.org/index.php?blog=1&s=raymond%20hino&page=1&disp=posts&paged=3 (2016-02-10)
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  • Hospital Impact - High-deductible plans lead to costly care procrastination
    precisely what is going on in healthcare these days A report from the Kaiser Family Foundation in March indicated that nearly a quarter of all non elderly Americans with private health coverage lack the financial means to pay their deductibles And when people can t pay it s not rocket science to deduce that they ll skip getting necessary care which is exactly what nearly 30 percent of adults with deductibles of at least 1 500 per person did in 2014 according to another study Skipping care obviously isn t a good idea in the short term for acute illnesses but arguably the bigger threat is the accumulation of missed preventive care the kind that catches costly chronic conditions before they spiral out of control Read the full commentary at FierceHealthPayer 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 Management Software Clinical Information Systems CIS Clinical Data Repository Software CDR Medical Billing And Coding Medical Transcription Services Healthcare EDI Systems Evaluate more than 4 000 products

    Original URL path: http://www.hospitalimpact.org/index.php/2015/10/15/high_deductible_plans_lead_to_costly_car (2016-02-10)
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  • Hospital Impact
    centric is more than just rhetoric it seems to be an acknowledgment that no matter how many new tools are developed both providers and patients together must figure out the most appropriate manner in which to leverage them Read the full commentary at FierceHealthIT Leave a comment How healthcare leaders can drive change during an acquisition September 24th 2015 by Darlene A Cunha For the past several months I have been on the ground preparing an organization for acquisition As with any acquisition a delicate balance must be maintained between the current staff and those on site from the impending new ownership Since we don t actually own the hospital at this point we are acting in more of a consultant role yet responsible for strategies that will drive the bottom line Having bridged this healthcare chasm before I know successful transitions require four steps during the acquisition phase with each one equally important 1 Build a strong executive presence The first impression is important so make it count No one likes a helicopter leader one who swoops in quickly deduces what s wrong and puts a plan in place without input from the folks on the ground We have all been there You know the type the leader who doesn t take the time to get to know the team but instinctively knows what s best Nothing is more important than that first impression You may have heard it referred to as an executive presence Be authentic sincere and committed to providing true leadership You must be approachable and lead by example 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 Healthagen exec Aetna Humana merger boosts transition to value based care Q A September 24th 2015 by Leslie Small Ever since news broke this summer that Aetna planned to merge with Humana and Anthem would acquire Cigna concern has swirled about how the insurance industry s consolidation will alter the healthcare landscape Provider groups have pulled few punches in their criticism of the pending deals with the American Hospital Association detailing its concerns in letters to federal regulators and the American Medical Association issuing a report that highlights how both mergers would diminish competition The top executives of the merging companies meanwhile have defended

    Original URL path: http://www.hospitalimpact.org/?blog=1&page=1&disp=posts&paged=12 (2016-02-10)
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  • Hospital Impact - Better patient experience starts with hospital culture
    nebulous thing The latest HealthLeaders Media Intelligence Report states that 22 percent of leaders say lack of cultural fit or employee buy in is the biggest obstacle to patient experience management This is mirrored in The Beryl Institute s patient experience white paper as well But according to Beryl s report we still tackle patient experience from a tactical nature patient rounding noise discharge planning and these are important yet In my October blog post I tried to make the case that we need to run organizations from a place of passion and purpose not from an organizational mindset that polices behaviors This makes the HealthLeaders report even more interesting According to the report 56 percent of leaders say that compensation should be tied to patient experience performance Yet only 17 percent of leaders say it should be to their compensation How can you ever address culture if only 14 percent of leaders in the HealthLeaders report say that ultimately patient experience rests on their shoulders What we have is a lot of talk about commitment to patient experience but no real actions and solutions to systemic issues People are hungry for solutions In a Concerro webcast in August I outlined some Take a look And if you have an interest our presentation at the Cleveland Clinic patient summit is now available in four video segments Anthony Cirillo FACHE ABC is president of Fast Forward Consulting which specializes in experience management and strategic marketing for healthcare facilities He is also the expert guide in Assisted Living for About com 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

    Original URL path: http://www.hospitalimpact.org/index.php/2011/11/01/hospital_culture_is_crucial_to_successfu (2016-02-10)
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  • Hospital Impact - Should patient experience be a Mickey Mouse operation?
    members In other words they ll treat our guests the same way we treat them I totally agree with the idea that how you treat employees will affect how patients are treated But it is not just patient facing employees it is all employees How does Disney fare in this area The story is mixed Google it Disney says Patients measure quality based on the total experience While I patient might not understand the clinical aspect of the care being designed and delivered for me I can absolutely tell you how I feel about the experience In total agreement the experience is not just about clinical quality but the entire continuum and life cycle of the care That said recent studies have shown that a highly satisfied patient is not synonymous with receiving high quality clinical care On the elephant in the room question Why Disney Jordan When you consider what our practice looks like not our core business but our daily practice some of the first pieces of your experience around the healthcare experience is parking We park thousands and thousands of people every day When you park your car at Walt Disney World Resort it s an almost invisible experience for you I was waiting for the jump to environment It is true in the area of parking guest registration think admissions and housekeeping Disney has it nailed But environment should have been the last item on the list tackled In his book The Accidental CEO Tom Voccola lists six levels of engagement with employees in the order they should be addressed Notice what is last Spirit Identity Values and Beliefs Capabilities Behaviors Environment Citing what hospitals do wrong Mr Jordan noted It probably starts with getting the associates the employees and the providers the people who are responsible for the experience bringing all the people together around a common purpose And I agree But I think there is a step before that Before committing to a common purpose employees must rekindle the passion for what they are doing Connect the employee to his or her own purpose Then connect it to the organization That is a missing ingredient And that takes some soul searching around those first three list items above connecting with their spirit identity and values and beliefs And while I beat to death my healthcare workers are like firefighters analogy well it s true Healthcare has to heal itself first before it can hope to have a fighting chance at creating sustainable patient experiences Witness the case in Seattle where a nurse who was fired after committing a medical error that resulted in the death of a child then committed suicide herself And yet the employee healing aspect is given short shrift I have countless times seen hospitals lay off pastoral care employees in cost cutting moves When you rekindle the passion anything that follows in terms of programs and services will not be viewed so much as a mandate as it is a

    Original URL path: http://www.hospitalimpact.org/index.php/2011/09/07/should_patient_experience_be_a_mickey_mo (2016-02-10)
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