archive-org.com » ORG » W » WHYNOTTHEBEST.ORG

Total: 322

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • Why Not The Best
    Commentary Transparency and Public Reporting Are Essential for a Safe Health Care System Lucian L Leape M D asks What will it take to motivate hospitals to do what we know works to make health care safer Of the three major approaches to improving patient safety regulation accreditation financial incentives and public reporting the most promising is public reporting of performance information and feedback to providers Transparency is an idea

    Original URL path: http://www.whynotthebest.org/contents/index/4 (2016-04-30)
    Open archived version from archive


  • Why Not The Best
    further information about the public hospital selection process and cross cutting lessons about their improvement efforts please see our introduction to the public hospital case study series View Case Study Memorial Hermann Memorial City Medical Center Excellence in Heart Attack Care Reduces Readmissions Memorial Hermann Memorial City Medical Center in Houston Texas achieved superior readmission rates in two of the three clinical areas reported to the Centers for Medicare and Medicaid Services Its readmission rate for patients with acute myocardial infarction and pneumonia surpassed the best 10 percent of hospitals in the country for the selection period Its readmission rate for heart failure was not as strong outperforming the national average only by a narrow margin View Case Study Mercy Medical Center Reducing Readmissions Through Clinical Excellence Palliative Care and Collaboration Mercy Medical Center in Cedar Rapids Iowa had readmission rates in the lowest 3 percent among U S hospitals in all three clinical areas heart attack heart failure and pneumonia reported to the Centers for Medicare and Medicaid Services for the selection period View Case Study Munson Medical Center Constant Focus on Patient Satisfaction Munson Medical Center is a 391 bed nonprofit hospital located in Traverse City Michigan By focusing on patient satisfaction and engaging frontline staff in improving care it has become one of the better large hospitals in the United States in terms of overall patient satisfaction as measured by Hospital Consumer Assessment of Healthcare Providers and Systems HCAHPS survey The following strategies appear to contribute to the hospital s success ongoing measurement and feedback high nurse to patient ratios greater nurse authority under the shared governance model acuity adaptable patient rooms mandated quiet time and staff relaxation rooms and shift to shift bedside reports View Case Study Norman Regional Health System A City Owned Public Trust Dedicated to Improving Performance This case study focuses on Norman Regional Health System s achievement in providing recommended treatment on process of care or core measures Nearly a decade ago Norman s Board chair and a top physician administrator became champions for quality improvement motivated by the fact that Norman had achieved just average scores on quality measures Organizational cultural and system changes at Norman Regional including the development of order sets and care plans performance data transparency concurrent review for certain patient groups as well as a pharmacist driven intervention have led to sustained progress For further information about the public hospital selection process and cross cutting lessons about their improvement efforts please see our introduction to the public hospital case study series View Case Study North Mississippi Medical Center Improving Efficiency Through Hospital System and Community Wide Practices North Mississippi Medical Center NMMC in Tupelo Mississippi was designated a Highest Value Hospital in 2008 for achieving a top efficiency score reflecting both the quality of care and resource use from the Leapfrog Group for coronary artery bypass graft percutaneous coronary interventions and pneumonia care Leaders at NMMC believe that by focusing on serving patients empowering staff and improving

    Original URL path: http://www.whynotthebest.org/contents/index/page:2 (2016-04-30)
    Open archived version from archive

  • Why Not The Best
    high costs and mediocre quality are complex and intertwined with the organization and financing of health services There are however changes under way within leading organizations that suggest significant improvements in quality and value can be achieved In 2008 the Leapfrog Group s Hospital Recognition Program began identifying hospitals that have made big leaps in health care safety quality and customer value Thirteen hospitals out of nearly 1 300 who

    Original URL path: http://www.whynotthebest.org/contents/view/245 (2016-04-30)
    Open archived version from archive

  • Why Not The Best
    to Use This Site Case Studies Brigham and Women s Hospital Moving the Needle Takes People Processes and Leadership Brigham and Women s Hospital is a 777 bed nonprofit teaching hospital located in Boston Massachusetts Scores on the Hospital Consumer Assessment of Healthcare Providers and Systems HCAHPS survey show that it is a leading hospital nationally on measures of patient satisfaction Since 2002 the hospital has followed three strategies to improve patient satisfaction allocating significant new funding for quality measurement and process improvement work including establishing a Center for Clinical Excellence developing a management information system for hospital leaders that tracks patient and family experiences along with other hospital performance indicators and seeking to enhance patients experiences by working with frontline staff including implementing new recruitment training management and improvement strategies Download Case Study PDF Download Summary Table Figure 1 Balanced Scorecard Strategy Map Performance Improvement Strategies Center for Clinical Excellence with 30 full time employees to conduct analysis and planning as well as provide support to performance improvement and patient safety improvement work Communication Training through which nurses and other frontline staff learn how to interact with patients and their families and show respect including using appropriate language and

    Original URL path: http://www.whynotthebest.org/contents/view/65 (2016-04-30)
    Open archived version from archive

  • Why Not The Best
    saved reports Log In Register Reports Map Improvement Tools Resources Methodology About Case Studies Improvement Tools Related Publications Commentaries How to Use This Site Case Studies Bronson Methodist Hospital Reducing Central Line Bloodstream Infections in Critical Care Units and Beyond This private hospital has a designated team known as the Vascular Access Specialist Team comprising about 10 registered nurses who have a minimum of two years of nursing experience and

    Original URL path: http://www.whynotthebest.org/contents/view/252 (2016-04-30)
    Open archived version from archive

  • Why Not The Best
    Carolinas Medical Center was established by the Charlotte Mecklenberg County Public Authority in 1939 to meet the health care needs of Mecklenberg County residents and opened its first hospital in 1940 Keeping pace with population growth multiple facilities now continue the original mission to care for all who come High scores on process of care or core measures distinguish the Carolinas Medical Center network hospitals as a group and Carolinas Medical Center University as the top performer among them The network relies on multidisciplinary teams who are accountable to leadership for meeting goals reviews and publicizes performance indicators across hospitals in its network and redesigns care processes so that standards can be achieved as a matter of routine Download Case Study PDF Performance Improvement Strategies The health system established annual Quality Assemblies to set priorities and align the quality and safety agendas of the hospitals The goal of the meetings is to gather input from all levels of staff across the many care settings ensuring that people directly involved in patient care help frame the agenda System wide Quality and Safety Operations Councils comprised of quality leaders in each hospital meet via conference call once a month to discuss quality

    Original URL path: http://www.whynotthebest.org/contents/view/177 (2016-04-30)
    Open archived version from archive

  • Why Not The Best
    largest health care safety net provider has a national reputation as a high performance organization Members of The Commonwealth Fund Commission on a High Performance Health System observed Denver Health during a site visit in March 2006 to assess its operation and determine whether it might serve as a model for other public and private health care systems around the country The Commission concluded that Denver Health is indeed a

    Original URL path: http://www.whynotthebest.org/contents/view/111 (2016-04-30)
    Open archived version from archive

  • Why Not The Best
    Assessment of Healthcare Providers and Systems HCAHPS survey show that it is a leading hospital nationally on measures of patient satisfaction Duke University Hospital leaders say that ensuring patient satisfaction requires both organizational and tactical strategies Particular strategies include commitment to improving customer service and work culture and to leadership training use of a Balanced Scorecard management tool use of Six Sigma improvement methodology to address underperformance and recognition of

    Original URL path: http://www.whynotthebest.org/contents/view/42 (2016-04-30)
    Open archived version from archive



  •