This document discusses the economic and wider benefits of using Hospedia's Emergency Patient Flow Manager (EPFM) software in hospitals. It summarizes a report by Deloitte that found EPFM can deliver over £1.3 million in annual financial savings to a typical hospital by reducing length of stay, freeing up staff time, and lowering surgery cancellations. EPFM also improves patient experience, enhances staff safety, helps meet A&E targets, and provides operational insights through comprehensive data collection. The document outlines how EPFM works and Hospedia's implementation process and support. It provides examples of EPFM in use at various NHS hospitals.
Hospedia's Clinical Access service provides clinical staff with access to hospital applications directly from bedside terminals. An analysis by Deloitte found that the service can deliver annual quantitative benefits of £395k per hospital by reducing paperwork and improving efficiency. It also provides qualitative benefits like supporting patient engagement and government initiatives to digitize healthcare records. Hospedia's always-on bedside terminals integrate securely with hospital networks and applications, allowing clinical staff to access records and order tests at the point of care without using additional mobile devices.
IPFM is a software system that supports patient flow and bed management in hospitals. It integrates with existing IT systems to electronically track patient status and share updates in real time. An analysis by Deloitte found that IPFM can deliver over £4.5 million in annual cost savings to hospitals through reduced length of stay, improved efficiency, and decreased infection rates. It also provides over £800,000 in annual benefits to patients through improved health outcomes. In addition to financial benefits, IPFM supports better patient experiences and helps hospitals meet government initiatives around patient safety and data collection.
GE Healthcare_UHCW Opera Case Study_FINALv2Darren Ransley
The Centricity Opera system implemented at University Hospitals Coventry and Warwickshire NHS Trust (UHCW) has led to improved operating theatre efficiency and significant financial savings. It allows monitoring of 32 operating theatres in real-time, helping to reduce unused theatre time and save over £3/4 million per year. The system also supports full traceability of materials, resulting in additional annual revenue of over £1 million. UHCW has achieved a 96% utilization rate of elective theatre capacity through improved scheduling and cancellation reductions enabled by the Centricity Opera system.
The document discusses the role of Clinical Engineering Technologists at the Medical Equipment Service Unit (MESU) at Queen's Medical Centre NHS Trust in Nottingham. MESU employs 27 qualified Clinical Engineering Technologists who are responsible for managing over 20,000 medical devices valued at £25.5 million. The Technologists provide core services like medical device management, equipment library services, user training, and maintenance to ensure medical devices are functioning properly, used safely and effectively to support patient care. Some of the key work of Technologists includes evaluating new devices, managing devices throughout their lifecycle including safety testing, maintenance and repairs, incident investigations when devices malfunction, and calibration checks to ensure medical devices deliver accurate outputs and measurements.
Costing for Hospitals - How to arrive at service level cost ?Manivannan S
Costing hospital Services poses serious challenges in identifying the basis of allocation of costs and the allocation itself. This PPT gives you the entire methodology
This document discusses value stream management in healthcare. It provides an overview of value stream mapping, including creating current state maps to identify waste and future state maps to design improved processes. Key aspects covered include selecting value streams, mapping process and information flows, setting metrics, and developing implementation plans. Maintaining value stream management through a manager, visual controls, and continuous improvement is emphasized.
The document provides a case study report on Alexandra Hospital and how they have leveraged experience design to transform healthcare services and provide quality and affordable care. It discusses how the hospital implemented an enterprise system by integrating different departments and technologies like the Clinical Digital Dashboard and Bed Management System. The integration allowed for real-time sharing of patient information and bed availability across departments, improving workflow and reducing waiting times. The implementation involved selecting appropriate package software, addressing critical success factors like user inclusion and identifying key performance metrics to measure benefits. The successful transformation demonstrates how technology can be used to improve healthcare processes and the patient experience.
The document discusses potential solutions to reduce the time required for NextUp Care's pilot studies at hospitals. Currently, pilot studies take 4-6 months to complete due to a lack of dedicated labor from hospital volunteers and poor quality of data. Proposed solutions include using volunteers from local schools with incentives, conducting a data assessment of hospitals' records, and partnering with Telus Health to access their electronic health records system. The recommendation is to perform a data assessment to evaluate hospitals' current data quality and requirements for cleaning before a pilot study.
Hospedia's Clinical Access service provides clinical staff with access to hospital applications directly from bedside terminals. An analysis by Deloitte found that the service can deliver annual quantitative benefits of £395k per hospital by reducing paperwork and improving efficiency. It also provides qualitative benefits like supporting patient engagement and government initiatives to digitize healthcare records. Hospedia's always-on bedside terminals integrate securely with hospital networks and applications, allowing clinical staff to access records and order tests at the point of care without using additional mobile devices.
IPFM is a software system that supports patient flow and bed management in hospitals. It integrates with existing IT systems to electronically track patient status and share updates in real time. An analysis by Deloitte found that IPFM can deliver over £4.5 million in annual cost savings to hospitals through reduced length of stay, improved efficiency, and decreased infection rates. It also provides over £800,000 in annual benefits to patients through improved health outcomes. In addition to financial benefits, IPFM supports better patient experiences and helps hospitals meet government initiatives around patient safety and data collection.
GE Healthcare_UHCW Opera Case Study_FINALv2Darren Ransley
The Centricity Opera system implemented at University Hospitals Coventry and Warwickshire NHS Trust (UHCW) has led to improved operating theatre efficiency and significant financial savings. It allows monitoring of 32 operating theatres in real-time, helping to reduce unused theatre time and save over £3/4 million per year. The system also supports full traceability of materials, resulting in additional annual revenue of over £1 million. UHCW has achieved a 96% utilization rate of elective theatre capacity through improved scheduling and cancellation reductions enabled by the Centricity Opera system.
The document discusses the role of Clinical Engineering Technologists at the Medical Equipment Service Unit (MESU) at Queen's Medical Centre NHS Trust in Nottingham. MESU employs 27 qualified Clinical Engineering Technologists who are responsible for managing over 20,000 medical devices valued at £25.5 million. The Technologists provide core services like medical device management, equipment library services, user training, and maintenance to ensure medical devices are functioning properly, used safely and effectively to support patient care. Some of the key work of Technologists includes evaluating new devices, managing devices throughout their lifecycle including safety testing, maintenance and repairs, incident investigations when devices malfunction, and calibration checks to ensure medical devices deliver accurate outputs and measurements.
Costing for Hospitals - How to arrive at service level cost ?Manivannan S
Costing hospital Services poses serious challenges in identifying the basis of allocation of costs and the allocation itself. This PPT gives you the entire methodology
This document discusses value stream management in healthcare. It provides an overview of value stream mapping, including creating current state maps to identify waste and future state maps to design improved processes. Key aspects covered include selecting value streams, mapping process and information flows, setting metrics, and developing implementation plans. Maintaining value stream management through a manager, visual controls, and continuous improvement is emphasized.
The document provides a case study report on Alexandra Hospital and how they have leveraged experience design to transform healthcare services and provide quality and affordable care. It discusses how the hospital implemented an enterprise system by integrating different departments and technologies like the Clinical Digital Dashboard and Bed Management System. The integration allowed for real-time sharing of patient information and bed availability across departments, improving workflow and reducing waiting times. The implementation involved selecting appropriate package software, addressing critical success factors like user inclusion and identifying key performance metrics to measure benefits. The successful transformation demonstrates how technology can be used to improve healthcare processes and the patient experience.
The document discusses potential solutions to reduce the time required for NextUp Care's pilot studies at hospitals. Currently, pilot studies take 4-6 months to complete due to a lack of dedicated labor from hospital volunteers and poor quality of data. Proposed solutions include using volunteers from local schools with incentives, conducting a data assessment of hospitals' records, and partnering with Telus Health to access their electronic health records system. The recommendation is to perform a data assessment to evaluate hospitals' current data quality and requirements for cleaning before a pilot study.
Meditech - Healthcare Information System - Sunil Nair Health Informatics Dalh...Sunil Nair
Meditech is a healthcare IT company that provides an integrated software system for healthcare organizations. Their system handles various functions like patient management, clinical documentation, financial management, and more. It allows for things like computerized physician order entry, management of clinical and financial data, budgeting and cost analysis. The system aims to facilitate information sharing across different departments and providers. It collects data in a centralized data repository for reporting and decision making. Meditech competes with other large healthcare IT vendors and their system is used widely, though full integration across the healthcare system has yet to be achieved.
This document discusses key measures and analytics for improving outcomes in orthopedics. It recommends measuring alignment of surgeons and hospitals, clinical and operational outcomes, as well as change management capabilities. The document outlines various stakeholders' influences on healthcare costs and quality, including regulations, payers, and consumerism. It provides examples of measures tracked by CMS and other organizations, and recommends a balanced framework across patient demographics, financial impact, quality/outcomes, operational efficiency, and patient satisfaction. The document emphasizes using consistent, substantiated data to engage physicians and staff in achieving long-term success through continuous process improvements.
Medical coding best-practices_for_emergency_departments (1)Manish Jain
In this paper, you will learn about the unique medical coding and billing challenges posed by emergency departments and the coding best practices to ensure optimal reimbursements.
I have discussed certain aspects of costing in relation to achieving surplus for a hospital. The presentation gives you an idea in to how to look activities of a hospital and save costs.
Case Study on Analysis of Efficiency Level of Casualty Management at BGS Glob...Rijo Stephen Cletus
Submitted in partial fulfillment of the requirement for the award of the
Post Graduate Diploma
In
HOSPITAL AND HEALTHCARE MANAGEMENT
To
Visvesvaraya Technological University, Belgaum,
By
Rijo Stephen Cletus
Dialysis Centers: Automating and optimizing the workforce scheduling of patie...Einstein II
Workforce scheduling of patient care staff that include Registered
Nurses, licensed practical nurses and patient care technicians, who
provide dialysis treatments to patients is critical and complex for dialysis
centres. The recent reforms and regulatory pressures in the industry don’t
seem to help either. These regulatory reforms are forcing dialysis centres
to revisit their margins and costs in an unprecedented manner.
This document provides a summary of a student's summer training project on studying and implementing a mobile app for a dialysis center. It includes an acknowledgements section thanking those involved in the project. The executive summary outlines that the objectives were to conduct a pre-survey on mobile app features, study the implementation process, and create an implementation plan. Key findings from the pre-survey showed that most patients use smartphones and want features like appointment booking, accessing lab reports, and health resources. The project involved comparing apps, creating an implementation plan, and addressing issues and challenges to deployment.
Healthcare Delivery Reimagined: Patient Flow and Care Coordination AnalyticsAdrish Sannyasi
Come to learn how Splunk’s data analytics platform could be utilized to solve many high impact business problems in healthcare delivery systems to reduce cost, improve patient outcome and safety, and enhance care coordination experience. Analyze observed behavior from healthcare event data and metadata to discover patterns, monitor compliance, and optimize the workflow. Furthermore 80% of healthcare data is unstructured (clinical free text and documentation), or semi-structured and many new data sources are such as tele health, mobile health, sensors, and devices are getting integrated in many healthcare systems specifically in the area of chronic disease management. So, one need analytics software that can harvest, interpret, enrich, normalize, and model diverse structured and unstructured data and analytics approaches that embrace the “data turmoil” by relying less on standardized data items and more on the capability to process data in any format.
This document provides an overview of medical billing services. It discusses how medical billing can help doctors by handling insurance paperwork and administrative tasks, allowing them to spend more time with patients. The company claims to have 40 years of healthcare experience and can handle all aspects of the revenue cycle management process from credentialing to billing to collections. They work with multiple EHR systems and specialties. Key benefits include increasing net collections, reducing days in accounts receivable, and improving the billing process overall. Risks and mitigation strategies are also outlined, as well as the transition process and importance of quality assurance.
This document discusses a quality improvement project aimed at reducing emergency room wait times. A team of 3 nurses will lead the project. They plan to research current best practices for minimizing wait times and improving the patient experience in the ER. Options may include adjustments to staffing, facility layout, or patient flow. The team will evaluate several proposals before testing a new approach. Their goals are to enhance patient satisfaction, safety, and hospital reimbursement by addressing long wait times in the ER.
A Hospital is a highly challenging work place. There are numerous bottlenecks that deteriorates the productivity & efficiency of the Healthcare services delivered.
Brand reputation of a Hospital depends on how quick they resolve the issues raised without compensating the quality and patient satisfaction. Spontaneity to untangle any situation is possible only with a strong “Hospital Operations team”. Operations management team is responsible for managing all operational process of the Hospital which includes all clinical & non-clinical departments to have a smooth working environment.
CMS Core Measures Compliance: Best Practices for Data Collection, Analysis and Reporting
For many hospitals, the primary challenge with the core measure program is not achieving quality standards, but complying with the complex, time-consuming reporting process and staying current with constantly changing regulations.
A good hospital information system (HIS) can comprehensively manage administrative, financial, and clinical aspects of a hospital to improve patient care quality and reduce costs. Key functions of a HIS include registration, billing, laboratory, pharmacy management, and generating discharge summaries. It is important for a HIS to have user-friendly interfaces, modular design, integration with other systems like PACS, and customizable billing modules that integrate with insurance plans to accurately calculate patient costs. Inventory management is another important feature that helps hospitals efficiently purchase, receive, store, and track medical supplies and medications.
Lean Six Sigma for Health Care SchedulingWilliam Reau
This document discusses how healthcare organizations can use Lean principles to improve staff scheduling processes and reduce costs while increasing value. It recommends conducting a readiness assessment to ensure the necessary infrastructure is in place before beginning. The key components of scheduling a workforce that will be analyzed are the scheduling process, scheduling practices, and scheduling technology. Analyzing these areas can help identify gaps and opportunities for improvement.
Creating Data-driven Strategies to Improve Hospital Outcomes_Oct 16th 2014Lana Cabral
The document discusses strategies for using data to improve hospital outcomes through case management. It provides objectives for a training which include connecting case management efforts to key metrics, establishing frameworks for evaluating processes and outcomes, and developing governance around high-quality data and accountability. The document also outlines characteristics of leading and challenged case management programs, categories and examples of data to monitor, and components of an analytics framework including assessing information needs, designing future states, building tools, and generating reports and dashboards.
The document summarizes the evolution and operational styles of Sri Jayadeva Institute of Cardiovascular Sciences and Research (SJICSR) and Narayana Health (NH). SJICSR started in 1979 with 20 beds and has expanded to 640 beds, performing the highest number of cardiac procedures in India. NH was founded in 2001 and has grown to 5,600 beds across 16 cities, performing over 100,000 cardiac surgeries. Both institutions are committed to providing affordable healthcare. They utilize similar operational styles around vendor management, software use, and utilization of equipment to reduce costs. NH also has unique styles like salary structures and medical team approaches.
Development of Financial Performance Benchmark Of MOPH’s hospitals in ThailandUtoomporn Wongsin
This document outlines a study to establish financial performance benchmarks for hospitals in Thailand. The study analyzed financial statements and key ratios of 821 hospitals to identify benchmarks for expenses, revenues, and metrics like EBITDA, cash ratio, average collection period, average payment period, and service cost. The benchmarks will allow hospital managers and oversight agencies to evaluate financial performance and identify issues. While the model is still being developed, establishing these benchmarks provides a baseline for financial management and planning. Further refining the methodology is recommended to account for variations within hospital types.
Microsoft in Healthcare Analytics Georgia HIMSS Perficient, Inc.
This document discusses Microsoft's partnership with Perficient and how they help healthcare organizations with business intelligence and analytics using the Microsoft stack. It provides examples of two customer engagements: Meriter Health Systems implemented a cost containment dashboard and integrated clinical and financial systems using Microsoft technologies. DuPage Medical Group leveraged their existing SQL Server infrastructure to encourage self-service reporting and provide advanced analytics capabilities. The document concludes with Perficient's expertise in BI strategies, design, architecture, implementation, education and various disciplines like data integration and warehousing, reporting and analytics.
This white paper discusses the economic and qualitative benefits of using Hospedia's real-time patient feedback service in hospitals. An analysis by Deloitte found that the service can generate estimated annual savings of £250,000 for a typical 500-bed hospital from improved patient experience scores, reduced infection rates, and other benefits. The real-time feedback also allows hospitals to quickly identify and address issues, improving responsiveness. Hospedia's system utilizes existing bedside devices, avoiding additional hardware costs compared to alternatives. It provides hospitals with a robust and unbiased evidence base to support service improvements through high response rates and a representative respondent profile.
This document summarizes an analysis by Deloitte of the economic and patient benefits of implementing Hospedia's electronic meal ordering system in hospitals. The analysis found that electronic meal ordering can save hospitals around £147,000 per year through reduced food waste, lower labor costs, and shorter patient lengths of stay. It can also improve patient outcomes valued at £660,000 per year by increasing food consumption and nutrition. Hospitals that have implemented the system, like Royal Bournemouth Hospital, have seen benefits such as improved efficiency, reduced food waste, increased patient choice and satisfaction, and better staff relations between clinical and catering departments.
Meditech - Healthcare Information System - Sunil Nair Health Informatics Dalh...Sunil Nair
Meditech is a healthcare IT company that provides an integrated software system for healthcare organizations. Their system handles various functions like patient management, clinical documentation, financial management, and more. It allows for things like computerized physician order entry, management of clinical and financial data, budgeting and cost analysis. The system aims to facilitate information sharing across different departments and providers. It collects data in a centralized data repository for reporting and decision making. Meditech competes with other large healthcare IT vendors and their system is used widely, though full integration across the healthcare system has yet to be achieved.
This document discusses key measures and analytics for improving outcomes in orthopedics. It recommends measuring alignment of surgeons and hospitals, clinical and operational outcomes, as well as change management capabilities. The document outlines various stakeholders' influences on healthcare costs and quality, including regulations, payers, and consumerism. It provides examples of measures tracked by CMS and other organizations, and recommends a balanced framework across patient demographics, financial impact, quality/outcomes, operational efficiency, and patient satisfaction. The document emphasizes using consistent, substantiated data to engage physicians and staff in achieving long-term success through continuous process improvements.
Medical coding best-practices_for_emergency_departments (1)Manish Jain
In this paper, you will learn about the unique medical coding and billing challenges posed by emergency departments and the coding best practices to ensure optimal reimbursements.
I have discussed certain aspects of costing in relation to achieving surplus for a hospital. The presentation gives you an idea in to how to look activities of a hospital and save costs.
Case Study on Analysis of Efficiency Level of Casualty Management at BGS Glob...Rijo Stephen Cletus
Submitted in partial fulfillment of the requirement for the award of the
Post Graduate Diploma
In
HOSPITAL AND HEALTHCARE MANAGEMENT
To
Visvesvaraya Technological University, Belgaum,
By
Rijo Stephen Cletus
Dialysis Centers: Automating and optimizing the workforce scheduling of patie...Einstein II
Workforce scheduling of patient care staff that include Registered
Nurses, licensed practical nurses and patient care technicians, who
provide dialysis treatments to patients is critical and complex for dialysis
centres. The recent reforms and regulatory pressures in the industry don’t
seem to help either. These regulatory reforms are forcing dialysis centres
to revisit their margins and costs in an unprecedented manner.
This document provides a summary of a student's summer training project on studying and implementing a mobile app for a dialysis center. It includes an acknowledgements section thanking those involved in the project. The executive summary outlines that the objectives were to conduct a pre-survey on mobile app features, study the implementation process, and create an implementation plan. Key findings from the pre-survey showed that most patients use smartphones and want features like appointment booking, accessing lab reports, and health resources. The project involved comparing apps, creating an implementation plan, and addressing issues and challenges to deployment.
Healthcare Delivery Reimagined: Patient Flow and Care Coordination AnalyticsAdrish Sannyasi
Come to learn how Splunk’s data analytics platform could be utilized to solve many high impact business problems in healthcare delivery systems to reduce cost, improve patient outcome and safety, and enhance care coordination experience. Analyze observed behavior from healthcare event data and metadata to discover patterns, monitor compliance, and optimize the workflow. Furthermore 80% of healthcare data is unstructured (clinical free text and documentation), or semi-structured and many new data sources are such as tele health, mobile health, sensors, and devices are getting integrated in many healthcare systems specifically in the area of chronic disease management. So, one need analytics software that can harvest, interpret, enrich, normalize, and model diverse structured and unstructured data and analytics approaches that embrace the “data turmoil” by relying less on standardized data items and more on the capability to process data in any format.
This document provides an overview of medical billing services. It discusses how medical billing can help doctors by handling insurance paperwork and administrative tasks, allowing them to spend more time with patients. The company claims to have 40 years of healthcare experience and can handle all aspects of the revenue cycle management process from credentialing to billing to collections. They work with multiple EHR systems and specialties. Key benefits include increasing net collections, reducing days in accounts receivable, and improving the billing process overall. Risks and mitigation strategies are also outlined, as well as the transition process and importance of quality assurance.
This document discusses a quality improvement project aimed at reducing emergency room wait times. A team of 3 nurses will lead the project. They plan to research current best practices for minimizing wait times and improving the patient experience in the ER. Options may include adjustments to staffing, facility layout, or patient flow. The team will evaluate several proposals before testing a new approach. Their goals are to enhance patient satisfaction, safety, and hospital reimbursement by addressing long wait times in the ER.
A Hospital is a highly challenging work place. There are numerous bottlenecks that deteriorates the productivity & efficiency of the Healthcare services delivered.
Brand reputation of a Hospital depends on how quick they resolve the issues raised without compensating the quality and patient satisfaction. Spontaneity to untangle any situation is possible only with a strong “Hospital Operations team”. Operations management team is responsible for managing all operational process of the Hospital which includes all clinical & non-clinical departments to have a smooth working environment.
CMS Core Measures Compliance: Best Practices for Data Collection, Analysis and Reporting
For many hospitals, the primary challenge with the core measure program is not achieving quality standards, but complying with the complex, time-consuming reporting process and staying current with constantly changing regulations.
A good hospital information system (HIS) can comprehensively manage administrative, financial, and clinical aspects of a hospital to improve patient care quality and reduce costs. Key functions of a HIS include registration, billing, laboratory, pharmacy management, and generating discharge summaries. It is important for a HIS to have user-friendly interfaces, modular design, integration with other systems like PACS, and customizable billing modules that integrate with insurance plans to accurately calculate patient costs. Inventory management is another important feature that helps hospitals efficiently purchase, receive, store, and track medical supplies and medications.
Lean Six Sigma for Health Care SchedulingWilliam Reau
This document discusses how healthcare organizations can use Lean principles to improve staff scheduling processes and reduce costs while increasing value. It recommends conducting a readiness assessment to ensure the necessary infrastructure is in place before beginning. The key components of scheduling a workforce that will be analyzed are the scheduling process, scheduling practices, and scheduling technology. Analyzing these areas can help identify gaps and opportunities for improvement.
Creating Data-driven Strategies to Improve Hospital Outcomes_Oct 16th 2014Lana Cabral
The document discusses strategies for using data to improve hospital outcomes through case management. It provides objectives for a training which include connecting case management efforts to key metrics, establishing frameworks for evaluating processes and outcomes, and developing governance around high-quality data and accountability. The document also outlines characteristics of leading and challenged case management programs, categories and examples of data to monitor, and components of an analytics framework including assessing information needs, designing future states, building tools, and generating reports and dashboards.
The document summarizes the evolution and operational styles of Sri Jayadeva Institute of Cardiovascular Sciences and Research (SJICSR) and Narayana Health (NH). SJICSR started in 1979 with 20 beds and has expanded to 640 beds, performing the highest number of cardiac procedures in India. NH was founded in 2001 and has grown to 5,600 beds across 16 cities, performing over 100,000 cardiac surgeries. Both institutions are committed to providing affordable healthcare. They utilize similar operational styles around vendor management, software use, and utilization of equipment to reduce costs. NH also has unique styles like salary structures and medical team approaches.
Development of Financial Performance Benchmark Of MOPH’s hospitals in ThailandUtoomporn Wongsin
This document outlines a study to establish financial performance benchmarks for hospitals in Thailand. The study analyzed financial statements and key ratios of 821 hospitals to identify benchmarks for expenses, revenues, and metrics like EBITDA, cash ratio, average collection period, average payment period, and service cost. The benchmarks will allow hospital managers and oversight agencies to evaluate financial performance and identify issues. While the model is still being developed, establishing these benchmarks provides a baseline for financial management and planning. Further refining the methodology is recommended to account for variations within hospital types.
Microsoft in Healthcare Analytics Georgia HIMSS Perficient, Inc.
This document discusses Microsoft's partnership with Perficient and how they help healthcare organizations with business intelligence and analytics using the Microsoft stack. It provides examples of two customer engagements: Meriter Health Systems implemented a cost containment dashboard and integrated clinical and financial systems using Microsoft technologies. DuPage Medical Group leveraged their existing SQL Server infrastructure to encourage self-service reporting and provide advanced analytics capabilities. The document concludes with Perficient's expertise in BI strategies, design, architecture, implementation, education and various disciplines like data integration and warehousing, reporting and analytics.
This white paper discusses the economic and qualitative benefits of using Hospedia's real-time patient feedback service in hospitals. An analysis by Deloitte found that the service can generate estimated annual savings of £250,000 for a typical 500-bed hospital from improved patient experience scores, reduced infection rates, and other benefits. The real-time feedback also allows hospitals to quickly identify and address issues, improving responsiveness. Hospedia's system utilizes existing bedside devices, avoiding additional hardware costs compared to alternatives. It provides hospitals with a robust and unbiased evidence base to support service improvements through high response rates and a representative respondent profile.
This document summarizes an analysis by Deloitte of the economic and patient benefits of implementing Hospedia's electronic meal ordering system in hospitals. The analysis found that electronic meal ordering can save hospitals around £147,000 per year through reduced food waste, lower labor costs, and shorter patient lengths of stay. It can also improve patient outcomes valued at £660,000 per year by increasing food consumption and nutrition. Hospitals that have implemented the system, like Royal Bournemouth Hospital, have seen benefits such as improved efficiency, reduced food waste, increased patient choice and satisfaction, and better staff relations between clinical and catering departments.
Nursing Peer Review to Improve Quality and Reduce Costs 2014iCareQuality.us
A system engineering approach is used to reduce frontline nursing care variability by integrating peer review to enhance quality of care efforts on the frontline.
Real-time Clinical Communication and Care CoordinationiCareQuality.us
clinicalMessage is a communication platform that facilitates real-time collaboration across clinical teams through mobile devices. It transforms clinical communication compared to pagers by enabling streamlined processes using technology. Key capabilities include mobile communication, patient handoffs, closed-loop messaging, performance measurement, and supporting an expert learning community to continuously improve care.
Executive Healthcare Seminar - Belgium - Saudi Arabia - Belgian Embassy RiyadhJan Demey
Belgian and Saudi Healthcare executives met in the Belgian Embassy to discuss several topics in the evolving healthcare market and the Vision 2030 of the Kingdom of Saudi Arabia. The ambition to work together to make healthcare better is our joined ambition. This presentation brings the supporting ideas as discussed during the seminar.
GeneCIS Communicating the Patient JourneyDMF-Systems
GeneCIS is DMF Systems suite of Clinical Information Systems. GeneCIS communicates the patient journey from the referral right through to discharge. The suite consists of eReferrals, eScheduler, MediViewer, Clinical Summaries and eDischarge.
All of the solutions within the GeneCIS suite can be implemented on a modular basis to ensure you get exactly what you require. Each additional module can be bolted on seamlessly as required. This enables organisations to utilise scarce resources to meet pertinent needs and then grow from there as resources become available.
GeneCIS improves patient outcomes, significantly reduces costs and leads to superior use of scarce hospital resources.
All of the modules can be integrated with the hospital PAS to reduce data entry.
Integration services can also be utilised to revive legacy systems.
DMF Systems provides integrated clinical information systems called GeneCIS to improve clinical communication between healthcare professionals. GeneCIS includes modules for electronic referrals, scheduling, viewing test results, clinical summaries, and discharge summaries. These systems aim to enhance patient outcomes and care coordination. Future developments will include additional clinical decision support applications to aid doctors' decisions.
PatientSchedulingApp - Investor PresentationAndrew Grant
PatientSchedulingApp is seeking £600,000 in seed funding to develop a patient scheduling app to reduce NHS waiting times. The app will be piloted at the Royal Marsden hospital and aims to reduce waiting lists by 10% and cut appointment times. It will schedule patients efficiently using tablets and push notifications. Future developments include desktop/mobile apps and expanding the system to other hospital departments.
Executive Summary, Overview, and Financial Data for Investmentin t.docxSANSKAR20
Executive Summary, Overview, and Financial Data for Investment
in the Rural Urgent Care Center
I. Executive Summary
Urgent care is the delivery of ambulatory care in a facility dedicated to the delivery of unscheduled, walk-in care outside of a hospital emergency department. Development of the Rural Urgent Care (RUC) facility in Sylacauga, Alabama will facilitate access to care providers through extended service hours within closer geographic proximity to patients, families, and caregivers. The Director of Emergency Services will provide clinical monitoring to ensure quality service provisions. The RUC facility will act to alleviate demand for emergency department (ED) services by shifting lower acute patients to a less resource-intensive environment.
II. Program Overview: Market Opportunities and Utilization Patterns
The RUC will provide treatment to patients suffering from non-life-threatening conditions that require quick attention, including bone fractures, pneumonia and flu, and minor lacerations. Since the late 1980s and early 1990s, hospitals have looked to facilities such as RUCs as a means to reduce rates of inappropriate ED utilization by triaging non-emergent patients to less acute settings. The ED is not the most appropriate care setting for many patients. Non-urgent patients account for well over 10 percent of the average ED’s caseload, and semi-urgent cases account for another 20 percent (refer to Figure 1)
. At the other end of the acuity spectrum, most emergent patients would be better served in an inpatient unit, but many are forced to board in the ED because beds are unavailable.
Year4,8825,1265,3825,6525,934
Month407427449471495
Week9499104109114
Day1314151616
Visit volume will increase by 5% each year
Service AreaVisitsYear 1Year 2Year 3Year 4Year 5
Figure 1
Triaging patients to an appropriate site of care properly allocates resources to meet patient acuity and results in better clinical outcomes. RUC staffing and treatment approaches are fundamentally different from those in an ED; patients get more abbreviated and pointed clinical work-ups, which provides care more efficiently by clinicians who are oriented to less intense discovery and intervention.
The RUC will also address community needs for convenient, reliable access to care. Current alternatives to RUCs include the ED, which like other comparable U.S. and U.K. EDs, has long wait times and potentially stressful patient environments. Decreasing wait times is positively correlated with better outcomes.
Figure 2
Services
To meet the needs of the community and provide the appropriate level of care without unnecessary duplication of a resource-intensive emergency department, the RUC will provide basic emergent procedures, diagnoses, and treatments.
· Nursing triage
· Physician assessments
· Minor procedures
· Basic lab services
· Basic diagnostic imaging
· Vital signs
· IV therapy
· EKG
· Wound care
The potential to house ambulance services out ...
Insurance reimbursement in the oncology marketsmithjgrace
New payment models, especially for those providing oncology medical billing services, have been designed to improve the value and effectiveness of medical care. For this, the Centre of Medicare and Medicaid Innovation devised a new model called the 'Oncology Care Model.' "Under the Oncology Care Model (OCM), physician practices have entered into payment arrangements that include financial and performance accountability for episodes of care surrounding chemotherapy administration to cancer patients.
Learn how a shift in processes, leadership and culture to an integrated solution can put your hospital on track to achieve improved clinical outcomes, metrics and patient experiences, each of which can have a potentially dramatic financial impact.
Rob Duncombe was named the Working with Finance - Clinician of the Year for his work as director of pharmacy at The Christie NHS Foundation Trust. He has implemented two initiatives that have improved patient care while reducing costs. The first, a cyclical prescribing scheme for chemotherapy patients, introduced monthly check-in phone calls with pharmacists instead of 3-month prescriptions, reducing wastage by £50,000 in the first pilot. The second was outsourcing pharmacy dispensing, saving £1 million annually while maintaining services. Duncombe aims to share these initiatives to benefit patients and save costs across Greater Manchester.
Understanding Orthopedic Medical Billing.pdfCosentus
There are many branches of the healthcare sector. While there are many budding branches of the same, one such branch is orthopedics. In this ever-evolving sector, now, orthopedic practices stand at the forefront of ensuring the mobility and well-being of patients.
2023 — Focus on the Margin (Vitalware by Health Catalyst)Health Catalyst
This document discusses the importance of cost and charge management for hospital margin. It notes that the US spends the most on healthcare per capita but does not have lower mortality rates. Hospitals are facing financial challenges from rising costs and shrinking reimbursement as the industry shifts from fee-for-service to value-based models. Margin, or net operating income, is key to a hospital's financial survival. The document outlines cost management and charge capture as the two main levers for improving margin, and discusses common issues that can lead to lost charges and reimbursement if not properly managed.
The document discusses performance evaluation in healthcare. It defines performance evaluation as measuring organizational performance to improve quality of care. Hospitals evaluate performance to plan improvements, ensure efficient resource use, and assess health programs. Evaluation methods include regulatory inspections, consumer surveys, third-party assessments, statistical indicators, and internal assessments. Key performance indicators help facilities compare performance and identify areas for increased patient satisfaction and operational efficiency. The presentation provides examples of operational, financial, internal, public health, and quality of care metrics that are important for performance evaluation.
Provides an overview of the current revenue cycle management and its processes and offers a point-of-view on today’s RCM trends and areas of transformation.
The document discusses the UK medical device market and the NHS. It describes M3AT's attempts to develop and fast track innovative medical devices to NHS patients. Specifically, it discusses M3AT's development of Urocomfor, a new urine management system. Urocomfor provides benefits to patients by improving autonomy and dignity. It benefits nurses by freeing them from unnecessary tasks. For hospitals, it can reduce costs from infections and accidents while improving patient satisfaction. However, start-up companies like M3AT find it difficult to get innovative devices through the NHS supply chain process and contracts.
Centricity Practice Solution Bay Area Heart Center Case Study
3_White Paper EPFM
1. The Economic and Wider Benefits of ExtraMed
Emergency Patient Flow Manager from Hospedia
This White Paper draws on substantive analysis, performed by Deloitte, of the ExtraMed Emergency
Patient Flow Manager from Hospedia, alongside recent industry commentary, to assist hospitals in
creating an evidence base and business case for using the service to improve patient care while
supporting Cost Improvement Programmes (CIPs)
3
Based on economic
assessment by
The Economic impact of Hospedia
Emergency Patient Flow Manager
Contents
Executive Summary............................................................................................................................................. 3
Introducing the Need for Patient Flow Management in Emergency Care......................... 3
The Quantitative Benefits of Emergency Patient Flow Manager............................................. 5
The Qualitative Benefits of Emergency Patient Flow Manager................................................ 6
How Emergency Patient Flow Manager Works................................................................................... 7
Implementation - Process and Support from Hospedia............................................................... 8
How Emergency Patient Flow Manager is Being Used Today.................................................. 9
Conclusion................................................................................................................................................................. 11