1vacancy cost
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The document discusses the potential costs of a vacancy in a cath lab leadership position. It estimates costs of: - Hiring an interim director at $150,000 for 6 months - Overtime costs for staff of $27,000 - Recruitment and hiring costs for a new RN of $37,000 - Supply costs of $4,000 due to lower margins The total estimated cost is over $218,000. It also notes potential additional costs like loss of development programs, unfilled positions, loss of cardiologists, and stalled initiatives if the vacancy lasts longer than estimated.
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This document discusses the need for innovation in healthcare, particularly for the elderly population and their caregivers. It introduces the InfoSAGE project, which aims to create a "living laboratory" to study how technology can improve communication, coordination and collaboration between elderly patients and their families. InfoSAGE will connect various sources of health information and services through identity and content coordination to address the challenges of aging and caregiving. The goal is to develop tools that help address problems around care coordination, respecting patient preferences and reducing caregiver burnout, as electronic health records currently do not adequately meet the needs of elderly patients and their families.
[Hongsermeier] clinical decision support services amdis final
1) Clinical Decision Support Services (CDSS) allow externalization of clinical knowledge and decision support logic from electronic health records (EHRs) to specialized CDSS providers.
2) The Clinical Decision Support Consortium (CDSC) is working on standards for knowledge management, specification, and sharing of CDS content and services.
3) Opportunities exist for EHR vendors to leverage external CDSS as curating all needed clinical knowledge internally is challenging, and most EHR CDS cannot support advanced inferencing required for personalized medicine. Challenges include ensuring appropriate implementation and use of external CDSS within EHR workflows.
[Teich] amdis
This document discusses delivering clinical knowledge and guidance directly into healthcare workflows through clinical decision support (CDS). CDS aims to provide clinicians and patients with intelligently filtered, situation-specific information to enhance patient care. The goal is to repurpose existing clinical content from various sources and deliver the most precise and useful information for each workflow and information need. Physician information needs were analyzed from query data to develop an ontology of needs. Content is curated, indexed as discrete facts, and tailored for specific situations by matching it to patient data, workflows, and information needs. Knowledge delivery aims to integrate actionable tools and options directly into clinical systems like EHRs.
Hamann big institution to community care
The document summarizes a presentation on providing collaborative and coordinated care for patients with complex illnesses. Some key points:
- To achieve the goals of improved health outcomes, quality of care, and reduced costs ("Triple Aim"), the healthcare system needs to focus on caring for patients with complex chronic conditions who account for a large portion of costs.
- Successful models involve interdisciplinary, team-based care coordinated across care settings. CareMore, a Medicare Advantage plan, achieves better outcomes and lower costs through intensive management of frail patients using nurse practitioners, protocols, home monitoring, and an electronic health record.
- Clinical IT can support collaborative care by enabling documentation, care planning, decision support, and information
Hongsermeier app store for health
This document discusses challenges with using electronic health records (EHRs) to support clinical knowledge management (KM) and continuous learning. It outlines several investments made by Lahey Health to address these challenges, including using an external collaboration platform to manage clinical decision support (CDS) content outside of the EHR. The document argues that EHRs are not designed for collaboration or learning, and that clinical KM 3.0 approaches are needed to help health systems and users continuously self-improve.
Mandl app store for health
The document is from the Intelligent Health Lab and discusses several topics:
1. The Lab's director and its affiliation with Harvard.
2. The potential for an "App Store for Health" where innovators can create and distribute apps across EMR systems, similar to app stores for smartphones.
3. The vision of a "Learning Health System" where evidence is continuously generated from patient data to improve outcomes over time.
Kibbe expect direct health information exchange in the context of state 2 mea...
This document provides an introduction to Direct exchange for those engaged in Stage 2 Meaningful Use programs. It discusses how Direct exchange relates to Stage 2 MU objectives and the role of DirectTrust in supporting Direct exchange adoption. Direct exchange allows EHR users using different vendors to securely send and receive messages and attachments. It is one way providers can meet Stage 2 MU requirements for transmitting care summaries during transitions of care and allowing patients to view, download and transmit health information. The document describes how Direct exchange works, involving Health Information Service Providers, Certificate Authorities, Registration Authorities, and X.509 certificates to enable secure exchange between organizations and individuals.
Crotty engaging patients in new ways from open notes to social media
The document discusses new ways to engage patients through open notes and social media. It describes initial findings from the OpenNotes project that showed patients found value in reading clinical notes. It also outlines how patients use social media to find health information and connect with others. The document argues that healthcare providers can leverage these technologies and concepts to reduce information asymmetry, educate patients, and learn from them to provide more engaging and effective care.
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1vacancy cost
- 1. Cath Lab Vacancy Cost Assumptions based on projection of 6 mos vacancy What can happen with Lack of Leadership Or:
- 2. Consider this Cath Lab Scenario • Staff production has been high with low turnover • Expenses to Revenues has been very positive • Physician and Patient satisfaction has been positive • New strategic initiatives are well underway……. THEN The KEY DRIVER of the positive outcomes, THE LEADER IN THE CATH LAB…decides to make a move….. WHAT CAN IT COST????????......here’s a possible scenario….
- 3. Assumes per diem salary housing costs of $25,000 each month source: survey of current interim directors
- 4. Assumes 8 hours per week total staff overtime based on: Staff Overtime 1 .5 x hourly rate Source: http://www.springboardstaffing.com/cath_lab_survey.php
- 6. Assumption that due to lack of high-level leadership: 10% loss of margins. To arrive at the cost: a. Avg Cath Lab Vol 40 cases/week. Margin per case: $1400 (Loss of 10% per week )
- 7. Interim Director $150K Staff O/T Costs $27K Recruit for RN $37K Supply Loss $4K Total Costs May Reach: Other possible loss includes: 1.Regression of career development program 2. Positions that go unfilled 3. Defection of Cardiologist based on vacancy 4. Positive programs and initiatives go unfinished
- 8. Solutions? Result – Program starts to sink at faster rate Result –Possible inefficiencies which increase vacancy time and expenses Result—Uncover talent base quicker, reducing overall expenses and other losses