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  • hospital impact - Hospital cost-cutting time
    save by reducing waste cutting lights better insulation etc Doesn t sound like much but it adds up and makes your hospital greener Harpo Studios Oprah saved millions per year after their audit 2 Monitor your ER Get ready for a lot more complex CHF patients showing up in your ER I ve heard of some hospitals that are targeting these specific patients with aggressive home care plans to avoid those costly re admits 3 Find the fat in those big profit centers So many times it s those money making machines you know which departments I m talking about that may have the most opportunity to improve With so much profit rolling through every year there is typically very little pressure to cut costs Sometimes that also leads to cost and process improvement complacency No you don t want to bother the money makers but this market will spare no one 4 Share the savings Is it time to work with payers on those P4P cost savings opportunities Or how about splitting the savings with physicians who decide to use the less expensive equipment that has no impact on quality of course 5 Apply leverage on vendors It may be time to re evaluate some of those procurement agreements Strategic vendor relationships can be strengthened even more during times like these Other vendor relationships can potentially be leveraged for further cost savings 6 Invest to save There are many opportunities out there that take some money to save even more For example it is quickly becoming a best practice for Fortune 500 companies to employ health coaches Studies seem to indicate a vastly positive ROI as the employees improve their health and reduce healthcare costs Couldn t hospitals do the same Or maybe it s time to automate processes that currently are manual These are just some ideas to get the ball rolling Of course any time we talk about cost cutting we have to be extremely careful that quality is not impacted Also cutting the wrong things could produce long term issues even though we get a short term fix Most importantly cost cutting impacts real people s lives and livelihoods Be careful out there it s a jungle Most good hospitals will already have turned over most of these rocks and cut out the obvious fat This next wave of cuts will take some real creativity What cost cutting measures is your hospital going after I would love to get some sort of Top 100 ideas to cut costs at your hospital list together Send some ideas in and we can learn from one another 7 comments 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

    Original URL path: http://www.hospitalimpact.org/index.php/leadership/2009/02/03/hospital_cost_cutting_time (2016-02-10)
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  • hospital impact - Predictions for Healthcare in 2009
    is the likes of U S Bank and JPMorgan Chase will be huge winners Who will be the winners in your hospital market 3 Hospitals will diversify further down the health care continuum In the new era reimbursement will reward coordination of care and cost avoidance That means hospitals will become increasingly responsible for a patient s health not just their health care In fact I sometimes wonder if this is our industry s dirty little secret like credit default swaps for the financial industry Okay that s not a fair analogy but it still makes me wonder I think hospitals that are proactive in offering wellness and health management services will eventually be best positioned for the future 4 Hospitals will focus yet again on physician integration As a corollary to the previous point coordination between hospitals and physicians has never been more important because bundled reimbursement is headed that way 5 Legitimate health 2 0 companies will emerge as a new kind of competitor Follow Matthew Holt s The Health Care Blog for more on health 2 0 Social media and artificial intelligent technologies are developing very quickly and becoming more cheap to develop I predict we ll see some really compelling and intriguing healthcare applications to those technologies in 2009 The main thrust of them will be better connecting patients with the information providers other patients and resources they need most 6 The Obama Factor It still remains to be seen whether Obama will try to take advantage of his honeymoon period to address healthcare or if healthcare falls too far down the list as economic and political crises are aplenty right now Either way a compelling pitch can be made Without addressing health care we are tying the hands of American businesses Exhibit A American automobile companies 1 800 of healthcare cost in every Ford versus 200 for a Toyota If the American business big and small is the engine of growth for the American economy fixing healthcare is like finally changing the oil My guess is if anything changes it will be more symbolic in nature 7 New and old competitors continue to innovate Specialized services will continue to be niched out into focused factories off site cancer centers wound care centers surgery centers and wellness centers Retail clinics while not popping up as quickly as we once thought still number 1 000 While 97 to 99 percent of the American population has yet to visit a retail clinic let s not forget that 1 000 clinics is a drop in the bucket compared to the number of physician offices Specifically Walgreens seems to be repositioning itself deeper into healthcare services anyone else see all the huge acquisitions they ve made recently with worksite clinics What else do you see 122 comments 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

    Original URL path: http://www.hospitalimpact.org/index.php/leadership/2009/01/06/2009_predictions_in_health_care (2016-02-10)
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  • hospital impact - Managment Lessons from Mayo: Act Small
    provide is this Does our hospital function more like a mall a big building full of independent businesses or a department store seamless transitions from one area to the next The more we re like malls the more quickly the experience for patients becomes impersonal and disjointed So how do you achieve a department store like boundary less teamwork culture It s not easy Without such a culture ingrained from the very start hospitals tend to hire a lot of talented people who may not ever fit in to this culture Sometimes I wonder if it s even achievable or worth pursuing Still at the end of the day I believe that most organizations will want to go this way for two reasons 1 It leads to highly loyal patients 2 It leads to highly loyal physicians and employees they get to practice medicine in a way that aligns with why they pursued medicine in the first place For more on how to change organizational culture check out my previous posts on being a change agent Also check out previous posts on great service providers like Southwest Airlines or Disney What all great service providers have in common is that distinctive culture that has a laser sharp focus on the customer That culture leads them to do thousands of little things just slightly differently which ultimately adds up to an experience customers likely will talk about for years 1 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

    Original URL path: http://www.hospitalimpact.org/index.php/leadership/2008/11/13/managment_lessons_from_mayo_act_small (2016-02-10)
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  • hospital impact - Hospital CEO Myths II: Developing Patience? Ha.
    you to share the leadership power In the beginning when the board allowed me my honeymoon and when money was relatively free flowing life was good We moved along at breath taking speeds well actually my first team gave me lip service and very little action So I changed teams and that time had selected people who could keep up with the pace but who turned out in some cases to not be very loyal or entirely truthful Later as I picked the third group of talented leaders I selected loyal detail people In my case because I had learned to delegate efficiently details had become the bane of my existence Sure I could do the nitty gritty things but why bother Consequently I surrounded myself with people who would dedicate their lives to these pesky issues Eventually however my perfectionists created a bureaucracy as each detail was vetted to perfection Some days it felt like I was dancing in a pit of molasses Don t get me wrong I love em but we drive each other crazy My goal is to complete it yesterday and theirs is to complete it perfectly So as I end my tenure as a hospital president my would have should have and could have list is a reality that does bother me yet we have made more progress experienced more growth and had more success than most hospitals our size in the country So maybe the real myth was that I could ever have developed patience Remember there s plenty of time but not enough life Check out the patient employee and physician comments on my new website AskAHospitalPresident com 1 comment Please enable JavaScript to view the comments powered by Disqus Enter your search terms Submit search form Web www hospitalimpact org Get

    Original URL path: http://www.hospitalimpact.org/index.php/leadership/2008/10/16/hospital_ceo_myths_ii_developing_patienc (2016-02-10)
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  • hospital impact
    It taught me enough about human nature to give me an edge when dealing with people The journey started with a book by Daniel Goleman entitled Emotional Intelligence Why It Can Matter More Than IQ It dealt with the concept of emotional quotient which is described as the ability capacity or skill to perceive manage and assess the emotions of one s self of groups and of others While working on a certification at Harvard University we were actually tested and then placed in study groups of like personalities It was disconcerting for me to be placed in with a group of M D s who because they hated details simply closed their checking account when it didn t balance Why Because that s exactly what I would do and I m not sure I d want ME as a doctor What are the DISC personality profiles Well I m not an expert but the first is Dominant which can best describe someone who is a Driver Direct Demanding Determined Decisive and a Doer They are typically independent persistent energetic busy and fearless They focus on their own goals rather than people They tell rather than ask and when they do ask they ask What General Patton was a D The next category is the Influential someone who specializes in inducement inspiring interacting who is interesting and impressive They are very social persuasive friendly energetic busy optimistic distractible and imaginative They focus on the new and the future They may be a poor time manager as they focus more on people than tasks but they tell rather than ask and when they ask they ask Who General Eisenhower was a High I The next category is that of Steady an individual who is submissive stable supportive shy status quo and a specialist They display traits of being consistent stable accommodating and peace seeking They enjoy helping and supporting others and are good listeners and counselors have close relationships with a few friends ask rather than tell and when they ask they ask How and When Marilyn Monroe was an S forced to act like an I Finally the category of Conscientious describes someone who is cautious compliant correct calculating concerned careful and contemplative They tend to be slow critical thinkers perfectionist logical fact based and organized They follow the rules don t show their feelings are private and have few but good friends They look for big picture outlines and when they ask they ask Why and How Probably your accountant would fall in here The High D will Build respect to avoid conflict The High I will be social and friendly thus building the relationship The High S will be genuinely interested in them as a person And the High C will warn them in time and generally avoid surprises If you take the test have your loved ones take it your fellow employees take it and then sort out the results you will know who you are working

    Original URL path: http://www.hospitalimpact.org/index.php/leadership?blog=6&page=1&disp=posts&paged=2 (2016-02-10)
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  • hospital impact
    the way of our recovery and long term viability 12 months from now We always love talking about downstream revenue right Make sure we consider the downstream impacts of the cuts we re making now An example of this I recently heard cited from health care intelligence company Sg2 reads as follows the FTE saved in the lab that delays clinical care decisions and increases length of stay does not help your cause To take it even further this market is a golden opportunity for some It s not popular to talk like this as many folks are struggling to make ends meet However quietly and confidently the savviest of individuals and organizations are doubling down in the most promising and strategic areas They see compelling needs and fill them in compelling ways Let s not forget that the likes of FedEx Microsoft GE HP CNN and many others were all started during a recession While we won t be starting up new companies or will we what opportunities exist for your hospital today 27 comments Please enable JavaScript to view the comments powered by Disqus Example of Healthcare Woes in Japan February 24th 2009 by Christopher Cornue This story has been around for a few weeks but in case you haven t seen it take a look at this incredible story with horrifying examples included Let s keep these examples in mind when we re talking about our own issues stateside 48 comments Please enable JavaScript to view the comments powered by Disqus Right brained cost cutting February 9th 2009 by Nick Jacobs Last week it was my privilege to spend a few hours with an entrepreneur who compiled every quality indicator published by all 20 organizations that list themselves as having a mission that is directed toward healthcare quality I can t remember if there were 20 or 30 000 of them but it was a boatload The entrepreneur then had a software expert create grids and graphs and quantitative tables in relational databases that would compile all of the related indicators cross reference them and pull them together into the appropriate job descriptions This system was constructed to enable employers to objectively quantify these job descriptions and thus to evaluate the employees in a more appropriate efficient and comprehensive manner All of this would lead to higher quality care reduce costs normally created from employee turnover and lead to a better workplace and better patient care More After my meeting with the aforementioned entrepreneur I explained that we too had cut costs produced higher quality and moved organizations forward exponentially but that we had done that without using any of the quantitative grids listed above We did it by being nice but firm We did it by creating a culture of caring The two of us are currently meeting to determine how these two similar left and right brained ideas can be merged Regardless of that outcome it is clear that the way to reduce costs in

    Original URL path: http://www.hospitalimpact.org/index.php?blog=9&p=0&more=1&c=1&tb=1&pb=1 (2016-02-10)
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  • hospital impact - What can we learn from Mickey Mouse?
    that bring out the best behaviors in workers and provide the best emotional experience for patients And for the record I want to state that this was one of the best business books I ve ever read I probably had 3 or 4 mini A ha s in each of the 10 chapters so I definitely would recommend you purchasing a copy for yourself Some of the concepts will definitely challenge your current thinking After you re done I bet you ll think of several people in your organization to pass it along to I wanted to share with you the eight biggest A ha s that I took away I ll dig deeper into each in the coming days Here are the 8 big impact ideas from If Disney Ran Your Hospital 1 Perceptions Reality 2 Courtesy Efficiency 3 Patient Loyalty Patient Satisfaction 4 Experience Service Product 5 Intrinsic Motivation Extrinsic Motivation 6 Habit Imagination Willpower Compliance 7 Dissatisfaction Complacency 8 Doing Knowing 35 comments 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

    Original URL path: http://www.hospitalimpact.org/index.php?blog=6&title=what_if_disney_ran_your_hospital&more=1&c=1&tb=1&pb=1 (2016-02-10)
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  • hospital impact
    agreements Strategic vendor relationships can be strengthened even more during times like these Other vendor relationships can potentially be leveraged for further cost savings 6 Invest to save There are many opportunities out there that take some money to save even more For example it is quickly becoming a best practice for Fortune 500 companies to employ health coaches Studies seem to indicate a vastly positive ROI as the employees improve their health and reduce healthcare costs Couldn t hospitals do the same Or maybe it s time to automate processes that currently are manual These are just some ideas to get the ball rolling Of course any time we talk about cost cutting we have to be extremely careful that quality is not impacted Also cutting the wrong things could produce long term issues even though we get a short term fix Most importantly cost cutting impacts real people s lives and livelihoods Be careful out there it s a jungle Most good hospitals will already have turned over most of these rocks and cut out the obvious fat This next wave of cuts will take some real creativity What cost cutting measures is your hospital going after I would love to get some sort of Top 100 ideas to cut costs at your hospital list together Send some ideas in and we can learn from one another 7 comments Please enable JavaScript to view the comments powered by Disqus Predictions for Healthcare in 2009 January 6th 2009 by Tony Chen 2006 was the year of consumer driven health care Two years ago was the year of retail clinics Last year was the year of health IT with Google and Microsoft making big splash entries So what will 2009 bring Here are some predictions sure to go wrong 1 The number of uninsured and underinsured will increase dramatically Think about it Unemployment was once close to 5 percent At some point in 2009 it could get up to 10 percent Add to that the many businesses that will be cutting healthcare coverage for the sake of business survival as well as the folks who will decide to forego buying individual health insurance to make ends meet More 2 Strong hospitals get stronger weak hospitals get weaker and or die For better or worse this dynamic seems to be happening in every industry and hospitals are no different Well managed well capitalized hospitals will see strategic opportunities in this market to acquire other hospitals acquire land obtain cheaper debt and strengthen their positioning Weaker hospitals will be acquired and or see already precarious financials go further south All of those big hospital chains will also shed underperforming hospitals and look for turnaround targets making for an interesting M A market in 2009 Just think about the banking industry Five years from now my guess is the likes of U S Bank and JPMorgan Chase will be huge winners Who will be the winners in your hospital market 3 Hospitals will diversify further down the health care continuum In the new era reimbursement will reward coordination of care and cost avoidance That means hospitals will become increasingly responsible for a patient s health not just their health care In fact I sometimes wonder if this is our industry s dirty little secret like credit default swaps for the financial industry Okay that s not a fair analogy but it still makes me wonder I think hospitals that are proactive in offering wellness and health management services will eventually be best positioned for the future 4 Hospitals will focus yet again on physician integration As a corollary to the previous point coordination between hospitals and physicians has never been more important because bundled reimbursement is headed that way 5 Legitimate health 2 0 companies will emerge as a new kind of competitor Follow Matthew Holt s The Health Care Blog for more on health 2 0 Social media and artificial intelligent technologies are developing very quickly and becoming more cheap to develop I predict we ll see some really compelling and intriguing healthcare applications to those technologies in 2009 The main thrust of them will be better connecting patients with the information providers other patients and resources they need most 6 The Obama Factor It still remains to be seen whether Obama will try to take advantage of his honeymoon period to address healthcare or if healthcare falls too far down the list as economic and political crises are aplenty right now Either way a compelling pitch can be made Without addressing health care we are tying the hands of American businesses Exhibit A American automobile companies 1 800 of healthcare cost in every Ford versus 200 for a Toyota If the American business big and small is the engine of growth for the American economy fixing healthcare is like finally changing the oil My guess is if anything changes it will be more symbolic in nature 7 New and old competitors continue to innovate Specialized services will continue to be niched out into focused factories off site cancer centers wound care centers surgery centers and wellness centers Retail clinics while not popping up as quickly as we once thought still number 1 000 While 97 to 99 percent of the American population has yet to visit a retail clinic let s not forget that 1 000 clinics is a drop in the bucket compared to the number of physician offices Specifically Walgreens seems to be repositioning itself deeper into healthcare services anyone else see all the huge acquisitions they ve made recently with worksite clinics What else do you see 122 comments Please enable JavaScript to view the comments powered by Disqus Managment Lessons from Mayo Act Small November 13th 2008 by Tony Chen One of the key perspectives I ve learning about as I read through Management Lessons from Mayo Clinic is to act like a small organization even when you re a large one This is quite a task

    Original URL path: http://www.hospitalimpact.org/index.php?blog=6&p=0&more=1&c=1&tb=1&pb=1 (2016-02-10)
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