Hospital Impact has been ranked one of the top 50 healthcare blogs by Wikio.
Blogs we like:
by Joe Randolph
The Innovation Institute brings multiple health systems and like-minded partners together to collaborate on big-picture care delivery issues. "Prevention" is at the top of every list. It is also something all health systems can get in front of through innovation.
These are the key areas that we tackle through the integration of innovation strategies:
Prevention of costly procedures and medications. Working with health systems to find alternatives to curtail expensive surgeries and medications can have a huge impact. A good example of this is the treatment of appendicitis. A study published recently in JAMA found that antibiotics may be a strong alternative to surgery in uncomplicated cases. Research that questions treatments and surgeries like this that have been commonplace for more than 100 years can result in disruption and lower costs.
Do you recall why you went into a leadership role? In my last job, I worked with Don Clement, M.D., former president of the medical staff at St. Joseph Medical Center in Kansas City, Missouri, who shared this on leadership:
"Summertime and the Fourth of July, outdoor BBQs, walking through the neighborhood, soaking up the sunshine. As we look forward to celebrating the anniversary of the founding of this great country on the Fourth, perhaps we should spend some time looking back and consider the one ingredient necessary for this monumental historical accomplishment. Recognizing the importance of fundamental leadership and its principles will help us appreciate how we can employ those same principles every day.
The decision to establish the independence of those 13 disparate colonies and embark on the creation of this nascent country rested on the leadership of many different individuals. Throughout the countryside and in the many small communities, the ability to impart the sense of vision and implement this move toward independence required a concerted effort with leadership at all levels. While that trait was integral to our nation's foundation, it is directly translatable to all of us throughout the workplace, particularly in our medical center.
by Kevin Shrake and John Gies
The famous New York Yankees catcher Yogi Berra, known for his "Yogi-isms," would say, "It's deja vu all over again!" On Oct. 1, 2015, the Centers for Medicare & Medicaid Services is planning to switch over to the ICD-10 coding system. Despite all of the false starts, it appears it will happen this time. The three most prevalent fallacies of unprepared organizations are:
1. It won't happen
2. The training they did last year is up-to-date and they are ready
3. That it really isn't a big deal
Top-performing organizations are taking steps to be prepared. They realize that when this new level of complexity and specificity comes into play, disruption is bound to follow. More than 100 groups voiced concern earlier this year that this disruption could cost providers millions of dollars. What can you do to protect your organization? Here is a best-practice checklist to consider:
by Barry Ronan
Last week, I read the FierceHealthcare article, "5 traits of the ideal healthcare CEO." I am here to tell you that the article, which was based on a recent Hospitals and Health Networks article, was right on the money. As CEO of the Western Maryland Health System in Cumberland, Maryland, I am beginning my fifth year under value-based care delivery, and I have certainly had to adjust my approach to managing under a new care delivery model.
Taking the five traits one by one, I offer the following insights based on my experience:
Embrace Change: The change has been amazing in that I, along with my management team, our staff and our physicians, have had to virtually re-learn every aspect of care delivery under a global budget. We are partnering with everyone, even those who were previously our competitors, and we try to keep the patient at the center of everything that we do.
I have been involved in a few conversations of late in which people--patients and healthcare providers alike--still see experience as a reactive or passive engagement. They have expressed concerns that the idea is becoming just another silo in an already over-segmented healthcare world. This is not surprising, for as humans we look for means to control or understand what is new, big and even boundless in many ways, and we are also apt to react to situations more often than plan. But I believe we overlook a significant opportunity in doing this.
This perspective is elevated for me as I anticipate an upcoming patient and family experience myself. With the pending arrival of our new child in the short days ahead, I am already thinking about the baby and my wife's care. Will they be cared for and will they be safe? How will we be treated, and how responsive will they be to our needs? What will they communicate, and how with they do it? What have they done to help us in advance of our encounter, and what will follow?
:: Next Page >>
Compare Top Solutions in: