AAAHC embraces changes in healthcare by adapting its accreditation programs. In 2015, AAAHC expanded its mission by acquiring HFAP, becoming the largest accreditor of employer health networks, and gaining recognition to accredit health plans. AAAHC updated its standards to reflect changing healthcare needs and established interpretative guidelines to improve communication. AAAHC surveyors demonstrate compassion through volunteer medical missions abroad. The new AAAHC CEO believes excellence is a journey and aims to make each client's accreditation experience phenomenal through collaborative learning.
Realizing the Promise of Patient-Reported Outcomes MeasuresHealth Catalyst
Dr. Rachel Clark Sisodia, a champion of the system-wide adoption of Patient Reported Outcomes Measures at Partners HealthcCare, will share her experience and perspective on the relevance and necessity of Patient-Reported Outcomes Measures (PROMs). In this webinar, Dr. Sisodia will highlight how the PROMs ideas have been put into practice at Partners HealthCare.
Join us and learn:
Strategies and tactics for overcoming potential barriers to collecting and effectively using PROMs.
Through specific examples, how to demonstrate that PROMs can help deliver faster, more personalized care for individual patients.
How to collect and use advanced analytics to leverage aggregate PROMs data to inform clinical patient and provider decisions.
How to use outcomes metrics for quality improvement and comparative effectiveness.
The document summarizes an upcoming conference for physician advisors, case managers, and medical directors. It provides details on registration, locations, speakers, and sessions covering topics like defining the physician advisor role, improving clinical documentation, navigating payer challenges, and leveraging case management. Attendees can earn up to 12 continuing education credits. The conference is organized by the National Association of Physician Advisors and will take place from March 16-17, 2015 in Orlando, Florida.
In January 2013, Catholic Health Initiatives began a multi-phase journey to develop a population health management solution across all of its regions. This presentation will describe the strategies the health system pursued for: creating a clinically integrated network as a first step in managing the health of populations and integrating care across the patient experience; aligning hospitals and physician groups to create successful clinical models; creating a data platform to share clinical measures and benchmarks; and ultimately becoming a risk-bearing shared savings ACO. Participants will hear real-world examples of best practices for how to meet FTC regulations, create an effective governance structure to manage performance, and align financial incentives. Learn how one of the nation's largest hospital systems developed a system-wide population health management solution in order to achieve the necessary transformation from fee-for-service to fee-for-value.
Healthcare’s Challenging Trio: Quality, Safety, and Complexity Health Catalyst
Dr. John Haughom expands upon the challenges with patient safety and quality in today’s modern healthcare system. First brought to light in the Institute of Medicine’s (IOM) publication of “To Err is Human: Building a Safer Health System”, the situation has only grown more complex since that seminal report. With the total cost of preventable adverse events at as much as $29 billion, preventable readmissions at $17 billion, and preventable medication errors at $16.4 billion, these are all examples of terrible medical waste that must be eliminated.
Creating Data-driven Strategies to Improve Hospital Outcomes: A Case Manager'...Conifer Health Solutions
The document discusses strategies for hospitals to create data-driven case management programs. It outlines a framework for hospitals to assess data needs, design analytics reporting, and use data to improve outcomes. The framework includes 4 steps: 1) assessing information needs, 2) designing future reporting structures, 3) sustaining data management and auditing, and 4) developing analytics and reporting capabilities. Key goals are providing the right data to stakeholders, enhancing decision-making, and using metrics to influence performance.
Partnering for Population Health: Strategies to Promote Collaboration Among t...Conifer Health Solutions
A patient-centered approach to care delivery will bring the best health outcomes for individuals, as well as the community. While it is clear that effective population health management is integral to better health, providers can no longer be the sole proprietors of data and information. Improving a population’s health will depend on strong alliances with community stakeholders that generally have not experienced a strong history of collaboration. In the new healthcare landscape, providers, payers and employers must partner to reduce cost, boost quality and improve the health of their shared populations. These new partnerships may start with a few glitches. However a strategic plan, clear objectives and an engaged, informed patient will smooth the path to improved outcomes.
Realizing the Promise of Patient-Reported Outcomes MeasuresHealth Catalyst
Dr. Rachel Clark Sisodia, a champion of the system-wide adoption of Patient Reported Outcomes Measures at Partners HealthcCare, will share her experience and perspective on the relevance and necessity of Patient-Reported Outcomes Measures (PROMs). In this webinar, Dr. Sisodia will highlight how the PROMs ideas have been put into practice at Partners HealthCare.
Join us and learn:
Strategies and tactics for overcoming potential barriers to collecting and effectively using PROMs.
Through specific examples, how to demonstrate that PROMs can help deliver faster, more personalized care for individual patients.
How to collect and use advanced analytics to leverage aggregate PROMs data to inform clinical patient and provider decisions.
How to use outcomes metrics for quality improvement and comparative effectiveness.
The document summarizes an upcoming conference for physician advisors, case managers, and medical directors. It provides details on registration, locations, speakers, and sessions covering topics like defining the physician advisor role, improving clinical documentation, navigating payer challenges, and leveraging case management. Attendees can earn up to 12 continuing education credits. The conference is organized by the National Association of Physician Advisors and will take place from March 16-17, 2015 in Orlando, Florida.
In January 2013, Catholic Health Initiatives began a multi-phase journey to develop a population health management solution across all of its regions. This presentation will describe the strategies the health system pursued for: creating a clinically integrated network as a first step in managing the health of populations and integrating care across the patient experience; aligning hospitals and physician groups to create successful clinical models; creating a data platform to share clinical measures and benchmarks; and ultimately becoming a risk-bearing shared savings ACO. Participants will hear real-world examples of best practices for how to meet FTC regulations, create an effective governance structure to manage performance, and align financial incentives. Learn how one of the nation's largest hospital systems developed a system-wide population health management solution in order to achieve the necessary transformation from fee-for-service to fee-for-value.
Healthcare’s Challenging Trio: Quality, Safety, and Complexity Health Catalyst
Dr. John Haughom expands upon the challenges with patient safety and quality in today’s modern healthcare system. First brought to light in the Institute of Medicine’s (IOM) publication of “To Err is Human: Building a Safer Health System”, the situation has only grown more complex since that seminal report. With the total cost of preventable adverse events at as much as $29 billion, preventable readmissions at $17 billion, and preventable medication errors at $16.4 billion, these are all examples of terrible medical waste that must be eliminated.
Creating Data-driven Strategies to Improve Hospital Outcomes: A Case Manager'...Conifer Health Solutions
The document discusses strategies for hospitals to create data-driven case management programs. It outlines a framework for hospitals to assess data needs, design analytics reporting, and use data to improve outcomes. The framework includes 4 steps: 1) assessing information needs, 2) designing future reporting structures, 3) sustaining data management and auditing, and 4) developing analytics and reporting capabilities. Key goals are providing the right data to stakeholders, enhancing decision-making, and using metrics to influence performance.
Partnering for Population Health: Strategies to Promote Collaboration Among t...Conifer Health Solutions
A patient-centered approach to care delivery will bring the best health outcomes for individuals, as well as the community. While it is clear that effective population health management is integral to better health, providers can no longer be the sole proprietors of data and information. Improving a population’s health will depend on strong alliances with community stakeholders that generally have not experienced a strong history of collaboration. In the new healthcare landscape, providers, payers and employers must partner to reduce cost, boost quality and improve the health of their shared populations. These new partnerships may start with a few glitches. However a strategic plan, clear objectives and an engaged, informed patient will smooth the path to improved outcomes.
Mastering MACRA: A Beginner’s Guide to New Reimbursement ModelsCureMD
MACRA is 2 years of work, signed into law in April 2015
Extends the Children’s Health Insurance Program (CHIP) for two more years
Requires Medicare to move away from SSN based Medicare ID numbers
Includes new funding for development and testing of performance measures
Enables new programs and requirements for data sharing
Establishes new federal advisory groups.
(Click the download button for a high-resolution view)
The webcast focuses on what Executives need to know as the Open Payments Program is fully implemented focusing on the broader implications of how to prepare for healthcare professional transparency.
The document discusses the Triple Aim initiative in the Edmonton Zone. The Triple Aim is a collaborative with the Institute for Healthcare Improvement that aims to 1) improve population health, 2) improve care experiences, and 3) reduce costs. It focuses on understanding and meeting the needs of those in the top 5% of healthcare costs, including those experiencing homelessness or other social determinants of health issues. Challenges include transitions of care between providers and systems not sharing information well. The initiative uses case management and integrated services to improve outcomes while reducing costs over time for those engaged in the program. Learning includes the importance of permanent supportive housing and other community services for reducing acute care utilization and costs.
Proven Steps to Accelerate Star and HEDIS Performance 091714Deb DiCicco
This document summarizes a presentation on improving Star and HEDIS performance measures. It discusses the importance of provider collaboration and focusing on the whole patient. It also outlines how in-home testing can help close gaps in measures by making it more convenient for patients. Specific strategies discussed include distributing test kits to patients, notifying providers and patients of abnormal results, and using Star data to guide care improvement efforts.
This document summarizes the accomplishments of Health Care Management Services, Inc. in 2014. It discusses their mission to provide collaborative services and solutions to help member healthcare organizations meet challenges. It outlines over $124 million in bottom line improvements for members from initiatives in areas like quality improvement, cost management, group purchasing, and national supply chain offerings. These savings came from programs providing expertise, analytics, contracting, and performance improvement resources to members.
MACRA consolidated several existing Medicare quality programs and introduced new payment models. It established two tracks for physician payment and quality programs starting in 2017 - MIPS and Advanced APMs. MIPS consolidated existing programs into four categories and allows physicians to gradually increase their participation over multiple years. Advanced APMs provide incentives for participation in alternative payment models and include models like Accountable Care Organizations. MACRA aims to reform Medicare payments to physicians and transition to value-based models.
On May 23, Conifer Health Solutions hosted a lecture at the ACHE Fellows Seminar in San Antonio, TX. The lecture, “Planning for Success with Clinical Integration,” focused on the steps associated with building a clinically integrated network; the power of strategic alignment with partners in the care community; and sustainable governance and incentive structures for the clinically integrated network.
The document outlines a seven-step approach to building a clinically integrated network (CIN). The steps include: 1) gathering interested stakeholders; 2) creating a value proposition; 3) developing governance and participation agreements; 4) selecting quality measures; 5) recruiting physicians; 6) measuring and improving programs; and 7) engaging payers. The goal is to improve access, health outcomes, and value through clinical integration and care coordination across providers.
Since the launch of the Marketplaces and Medicaid expansion, one out of every 20 Americans has been added to the Medicaid roll. More than 51 million Americans receive physical health benefits from a private Medicaid health plan (or 70% of all beneficiaries) and as of Q3 2015, 41 states had some form of private managed Medicaid. Along with the rapid expansion of Medicaid, comes the push for managed care plans to adopt value-based care approaches that tie provider reimbursement to quality measures and better outcomes. This presentation gives physicians crucial details about Medicaid and CHIP Managed Care Proposed Rule CMS 2390-P, and the five factors for value-based payment success in the era of Managed Medicaid.”
Achieving Asset Optimization: A Strategic Approach To Aligning Assets With Mi...Huron Consulting Group
This document provides an overview of a presentation on achieving asset optimization for healthcare organizations. The presentation aims to help participants strategically align program and facility assets with their mission and market needs. It defines asset optimization and rationalization and outlines a four-step process for planning and executing asset optimization. The steps include understanding the changing market, how current assets meet market needs, identifying gaps, and overcoming obstacles. The presentation also discusses governance imperatives and provides examples of successful and unsuccessful asset optimization efforts.
This document discusses physician engagement strategies for hospitals. It begins by defining physician engagement and its importance in today's value-based healthcare system where strategies revolve around physicians. Various physician arrangement models are presented along with their degree of control and risk for the hospital. Tracking metrics for physician engagement like volume, revenue, and quality are suggested. The importance of understanding physician perspectives and culture is emphasized. Successful engagement requires functional changes like new technology as well as emotional changes like making physicians feel valued, supported and involved in decision making. Tactics discussed include dedicated physician relations resources, communication, and helping physicians with their needs rather than focusing on sales.
4. walsteijn.edifecs enabling value based healthcare 2015 04 09 v3Matthijs van Hagen
1) The document discusses the shift in healthcare from fee-for-service to fee-for-value and value-based care. It outlines challenges around information exchange, process automation, and community collaboration that are key to scaling partnerships under value-based models.
2) Edifecs is introduced as a partnership platform that can address these challenges through integrated data, automated workflows, and shared intelligence across organizations.
3) The platform is depicted as enabling various components of value-based care including population health monitoring, intervention programs, and payment calculations.
Healthcare organizations are shifting to value-based payment models that focus on improving quality while controlling costs. Many organizations are struggling to determine where to focus their resources to drive improvements. Participants at a recent conference discussed that larger organizations with more resources have generally made more progress in developing the competencies needed for value-based care. Executives said organizations need to collaborate across silos to develop these competencies and succeed under new payment models.
Discovering a Common Purpose: Creating Physician EngagementHealth Catalyst
Join Dr. Bryan Oshiro, MD Chief Medical Officer, Health Catalyst , as he shares key best practices in getting physician engagement including identifying and empowering physician leaders in key functional teams, compensating for leadership roles, educating and developing a common purpose, triad teamwork approaches, giving quick, easy, and responsive access to the right data to identify problems and make recommendations, and supporting and empowering physician-led recommendations.
Attendees will learn:
The importance of physician engagement in quality improvement (the “why”)
To describe the challenges and barriers to truly have physicians lead quality improvement (“the what”)
To identify strategies to enhance physician engagement (the “how”)
Creating Physician engagement is a journey. It is a partnership that requires putting the patient first to provide the best care possible.
Please join Dr. Oshiro as he shares his experiences spanning three decades of quality improvement and clinical practice, from Loma Linda University Medical School to Intermountain Healthcare, for what will be an engaging and enlightening session.
MACRA consolidates existing Medicare quality programs and establishes two pathways for physicians: MIPS and APMs. MIPS assesses performance in four categories (quality, cost, improvement activities, advancing care information) and adjusts payments up or down based on a composite score. It allows physicians to ease into reporting over multiple years. APMs provide an alternative for physicians meeting thresholds in qualifying models, exempting them from MIPS and providing bonus payments through 2024. MACRA aims to shift Medicare payments from volume to value over time through 2026.
HCS 588 Executive Summary Davis Health care Week 6Julie Bentley
Davis Health Care is requesting $1.5 million in funding over 3 years to implement a quality improvement initiative focusing on staff development and team improvement. The initiative aims to improve patient satisfaction scores to 10 out of 10 and ready staff satisfaction scores also to 10 out of 10. It will start as a pilot at one of Davis Health Care's six hospitals in Hebron, Kentucky. The funding would support software, consulting services, training for over 2,000 employees, and new quality improvement positions. The goals are to see benefits within 1-3 years and maintain high satisfaction scores through 2018.
Tiffany L. Beaver has over 15 years of experience in healthcare project management, business development, and sales. She currently serves as an IS Project Manager for Meaningful Use at Community Health Network, where she has helped register over 300 eligible providers, earning the organization over $1.4 million in incentive payments. Previously, she held senior sales and leadership roles at GlaxoSmithKline and other healthcare companies. She has a proven track record of developing strategies to maximize revenue and market share growth.
Why is physician engagement strategically important? How can you design a strategy that is laser-focused on increasing clinical demand by ensuring your medical staff is aligned?
This presentation highlights key data, a framework for focusing your efforts with an aim statement and developing a programmatic approach to physician engagement.
Achieving population health management through more coordinated care is becoming essential as healthcare organizations move away from fee-for-service models and begin operating in the new value-based care environment. One path to succeeding in this new environment and achieving more coordinated care is through formation of a clinically integrated network.
Yale New Haven Health System (YNHHS), a nonprofit academic medical center, is following a seven-phase plan to achieve a regional, clinically integrated network with the ultimate goal of population health management.
On March 16, 2016, President of Value-Based Care, Megan North and Amanda Skinner, Executive Director of Clinical Integration and Population Health for Yale New Haven Health System (YNHHS), co-presented at the 2016 American College of Healthcare Executives’ Annual Congress on Healthcare Leadership (ACHE Congress). North and Skinner shared “A Step-by-Step Approach to A Clinically Integrated Network,” to provide insights into each step of the clinical integration road map.
The Accreditation Association for Ambulatory Health Care named Breian Meakens as its new Chief Operating Officer. It also named Michael Janniere as Senior Vice President and Chief People Officer. Additionally, Tess Poland was appointed Vice President for Ambulatory Operations. The article also discusses leadership changes at various hospitals and in the pharmaceutical industry.
Social Media Plan For The Boho TravellerSydney Zaruba
The Boho Traveller is expanding its social media presence on Facebook, Twitter, and Instagram. The objectives are to increase followers on these channels and engage them to drive more traffic to the website. Strategies include creating high-quality content to engage followers on Facebook and using hashtags like #TravelTuesdays on Instagram to encourage user-generated content. The social media roles, policy, and response plan are outlined to properly manage the accounts. Progress will be measured by tracking metrics like follower counts and engagement on a monthly basis.
Este documento presenta cuatro actividades de aprendizaje para completar textos con información personal e intercambiar datos sobre nacionalidades, países y objetos en singular y plural. Los estudiantes deben completar los textos con nombres, edades, nacionalidades, lugares de origen y objetos. Una vez terminadas las actividades, deben enviar el archivo al instructor a través de la plataforma de aprendizaje.
Mastering MACRA: A Beginner’s Guide to New Reimbursement ModelsCureMD
MACRA is 2 years of work, signed into law in April 2015
Extends the Children’s Health Insurance Program (CHIP) for two more years
Requires Medicare to move away from SSN based Medicare ID numbers
Includes new funding for development and testing of performance measures
Enables new programs and requirements for data sharing
Establishes new federal advisory groups.
(Click the download button for a high-resolution view)
The webcast focuses on what Executives need to know as the Open Payments Program is fully implemented focusing on the broader implications of how to prepare for healthcare professional transparency.
The document discusses the Triple Aim initiative in the Edmonton Zone. The Triple Aim is a collaborative with the Institute for Healthcare Improvement that aims to 1) improve population health, 2) improve care experiences, and 3) reduce costs. It focuses on understanding and meeting the needs of those in the top 5% of healthcare costs, including those experiencing homelessness or other social determinants of health issues. Challenges include transitions of care between providers and systems not sharing information well. The initiative uses case management and integrated services to improve outcomes while reducing costs over time for those engaged in the program. Learning includes the importance of permanent supportive housing and other community services for reducing acute care utilization and costs.
Proven Steps to Accelerate Star and HEDIS Performance 091714Deb DiCicco
This document summarizes a presentation on improving Star and HEDIS performance measures. It discusses the importance of provider collaboration and focusing on the whole patient. It also outlines how in-home testing can help close gaps in measures by making it more convenient for patients. Specific strategies discussed include distributing test kits to patients, notifying providers and patients of abnormal results, and using Star data to guide care improvement efforts.
This document summarizes the accomplishments of Health Care Management Services, Inc. in 2014. It discusses their mission to provide collaborative services and solutions to help member healthcare organizations meet challenges. It outlines over $124 million in bottom line improvements for members from initiatives in areas like quality improvement, cost management, group purchasing, and national supply chain offerings. These savings came from programs providing expertise, analytics, contracting, and performance improvement resources to members.
MACRA consolidated several existing Medicare quality programs and introduced new payment models. It established two tracks for physician payment and quality programs starting in 2017 - MIPS and Advanced APMs. MIPS consolidated existing programs into four categories and allows physicians to gradually increase their participation over multiple years. Advanced APMs provide incentives for participation in alternative payment models and include models like Accountable Care Organizations. MACRA aims to reform Medicare payments to physicians and transition to value-based models.
On May 23, Conifer Health Solutions hosted a lecture at the ACHE Fellows Seminar in San Antonio, TX. The lecture, “Planning for Success with Clinical Integration,” focused on the steps associated with building a clinically integrated network; the power of strategic alignment with partners in the care community; and sustainable governance and incentive structures for the clinically integrated network.
The document outlines a seven-step approach to building a clinically integrated network (CIN). The steps include: 1) gathering interested stakeholders; 2) creating a value proposition; 3) developing governance and participation agreements; 4) selecting quality measures; 5) recruiting physicians; 6) measuring and improving programs; and 7) engaging payers. The goal is to improve access, health outcomes, and value through clinical integration and care coordination across providers.
Since the launch of the Marketplaces and Medicaid expansion, one out of every 20 Americans has been added to the Medicaid roll. More than 51 million Americans receive physical health benefits from a private Medicaid health plan (or 70% of all beneficiaries) and as of Q3 2015, 41 states had some form of private managed Medicaid. Along with the rapid expansion of Medicaid, comes the push for managed care plans to adopt value-based care approaches that tie provider reimbursement to quality measures and better outcomes. This presentation gives physicians crucial details about Medicaid and CHIP Managed Care Proposed Rule CMS 2390-P, and the five factors for value-based payment success in the era of Managed Medicaid.”
Achieving Asset Optimization: A Strategic Approach To Aligning Assets With Mi...Huron Consulting Group
This document provides an overview of a presentation on achieving asset optimization for healthcare organizations. The presentation aims to help participants strategically align program and facility assets with their mission and market needs. It defines asset optimization and rationalization and outlines a four-step process for planning and executing asset optimization. The steps include understanding the changing market, how current assets meet market needs, identifying gaps, and overcoming obstacles. The presentation also discusses governance imperatives and provides examples of successful and unsuccessful asset optimization efforts.
This document discusses physician engagement strategies for hospitals. It begins by defining physician engagement and its importance in today's value-based healthcare system where strategies revolve around physicians. Various physician arrangement models are presented along with their degree of control and risk for the hospital. Tracking metrics for physician engagement like volume, revenue, and quality are suggested. The importance of understanding physician perspectives and culture is emphasized. Successful engagement requires functional changes like new technology as well as emotional changes like making physicians feel valued, supported and involved in decision making. Tactics discussed include dedicated physician relations resources, communication, and helping physicians with their needs rather than focusing on sales.
4. walsteijn.edifecs enabling value based healthcare 2015 04 09 v3Matthijs van Hagen
1) The document discusses the shift in healthcare from fee-for-service to fee-for-value and value-based care. It outlines challenges around information exchange, process automation, and community collaboration that are key to scaling partnerships under value-based models.
2) Edifecs is introduced as a partnership platform that can address these challenges through integrated data, automated workflows, and shared intelligence across organizations.
3) The platform is depicted as enabling various components of value-based care including population health monitoring, intervention programs, and payment calculations.
Healthcare organizations are shifting to value-based payment models that focus on improving quality while controlling costs. Many organizations are struggling to determine where to focus their resources to drive improvements. Participants at a recent conference discussed that larger organizations with more resources have generally made more progress in developing the competencies needed for value-based care. Executives said organizations need to collaborate across silos to develop these competencies and succeed under new payment models.
Discovering a Common Purpose: Creating Physician EngagementHealth Catalyst
Join Dr. Bryan Oshiro, MD Chief Medical Officer, Health Catalyst , as he shares key best practices in getting physician engagement including identifying and empowering physician leaders in key functional teams, compensating for leadership roles, educating and developing a common purpose, triad teamwork approaches, giving quick, easy, and responsive access to the right data to identify problems and make recommendations, and supporting and empowering physician-led recommendations.
Attendees will learn:
The importance of physician engagement in quality improvement (the “why”)
To describe the challenges and barriers to truly have physicians lead quality improvement (“the what”)
To identify strategies to enhance physician engagement (the “how”)
Creating Physician engagement is a journey. It is a partnership that requires putting the patient first to provide the best care possible.
Please join Dr. Oshiro as he shares his experiences spanning three decades of quality improvement and clinical practice, from Loma Linda University Medical School to Intermountain Healthcare, for what will be an engaging and enlightening session.
MACRA consolidates existing Medicare quality programs and establishes two pathways for physicians: MIPS and APMs. MIPS assesses performance in four categories (quality, cost, improvement activities, advancing care information) and adjusts payments up or down based on a composite score. It allows physicians to ease into reporting over multiple years. APMs provide an alternative for physicians meeting thresholds in qualifying models, exempting them from MIPS and providing bonus payments through 2024. MACRA aims to shift Medicare payments from volume to value over time through 2026.
HCS 588 Executive Summary Davis Health care Week 6Julie Bentley
Davis Health Care is requesting $1.5 million in funding over 3 years to implement a quality improvement initiative focusing on staff development and team improvement. The initiative aims to improve patient satisfaction scores to 10 out of 10 and ready staff satisfaction scores also to 10 out of 10. It will start as a pilot at one of Davis Health Care's six hospitals in Hebron, Kentucky. The funding would support software, consulting services, training for over 2,000 employees, and new quality improvement positions. The goals are to see benefits within 1-3 years and maintain high satisfaction scores through 2018.
Tiffany L. Beaver has over 15 years of experience in healthcare project management, business development, and sales. She currently serves as an IS Project Manager for Meaningful Use at Community Health Network, where she has helped register over 300 eligible providers, earning the organization over $1.4 million in incentive payments. Previously, she held senior sales and leadership roles at GlaxoSmithKline and other healthcare companies. She has a proven track record of developing strategies to maximize revenue and market share growth.
Why is physician engagement strategically important? How can you design a strategy that is laser-focused on increasing clinical demand by ensuring your medical staff is aligned?
This presentation highlights key data, a framework for focusing your efforts with an aim statement and developing a programmatic approach to physician engagement.
Achieving population health management through more coordinated care is becoming essential as healthcare organizations move away from fee-for-service models and begin operating in the new value-based care environment. One path to succeeding in this new environment and achieving more coordinated care is through formation of a clinically integrated network.
Yale New Haven Health System (YNHHS), a nonprofit academic medical center, is following a seven-phase plan to achieve a regional, clinically integrated network with the ultimate goal of population health management.
On March 16, 2016, President of Value-Based Care, Megan North and Amanda Skinner, Executive Director of Clinical Integration and Population Health for Yale New Haven Health System (YNHHS), co-presented at the 2016 American College of Healthcare Executives’ Annual Congress on Healthcare Leadership (ACHE Congress). North and Skinner shared “A Step-by-Step Approach to A Clinically Integrated Network,” to provide insights into each step of the clinical integration road map.
The Accreditation Association for Ambulatory Health Care named Breian Meakens as its new Chief Operating Officer. It also named Michael Janniere as Senior Vice President and Chief People Officer. Additionally, Tess Poland was appointed Vice President for Ambulatory Operations. The article also discusses leadership changes at various hospitals and in the pharmaceutical industry.
Social Media Plan For The Boho TravellerSydney Zaruba
The Boho Traveller is expanding its social media presence on Facebook, Twitter, and Instagram. The objectives are to increase followers on these channels and engage them to drive more traffic to the website. Strategies include creating high-quality content to engage followers on Facebook and using hashtags like #TravelTuesdays on Instagram to encourage user-generated content. The social media roles, policy, and response plan are outlined to properly manage the accounts. Progress will be measured by tracking metrics like follower counts and engagement on a monthly basis.
Este documento presenta cuatro actividades de aprendizaje para completar textos con información personal e intercambiar datos sobre nacionalidades, países y objetos en singular y plural. Los estudiantes deben completar los textos con nombres, edades, nacionalidades, lugares de origen y objetos. Una vez terminadas las actividades, deben enviar el archivo al instructor a través de la plataforma de aprendizaje.
Diskusi Publik Spam 5 Oktober 2016- Presentasi RPM Pengiriman Surat Elektroni...direktoratkaminfo
Dokumen ini membahas tentang spam email dan peraturan terkait di Indonesia. Menurut data tahun 2007-2015, spam email menyumbang 54.1% dari total lalu lintas email global pada 2015. Peraturan Pemerintah tentang Sistem dan Transaksi Elektronik menyatakan bahwa setiap orang harus memperoleh izin penerima sebelum mengirim email kepada orang lain, dan spam email didefinisikan sebagai email yang dikirim tanpa izin penerima. Dokumen ini juga memb
Soumen Paul is an experienced civil engineer and project manager seeking a position in construction. He has over 5 years of experience in the UAE working on projects for Al Hasoun Arabian Group and Al Masriq Al Thahabi Decoration. His responsibilities have included supervising construction activities, managing projects, ensuring quality and safety, and leading teams. He holds a Bachelor's degree in Civil Engineering and professional certificates in AutoCAD and vocational training. References are provided.
This study examined the effectiveness and efficiency of early treatment versus late treatment for Class II malocclusions. The researchers conducted a randomized controlled trial comparing early treatment using headgear or functional appliances to a control group receiving no early treatment. Results showed that while early treatment produced small changes to jaw growth, this initial advantage was not sustained. There were no differences found between the groups in final skeletal or dental measurements, need for extractions, treatment time, or quality of dental occlusion after treatment. Therefore, the study concluded that early treatment was generally no more effective than conventional late treatment for most cases of Class II malocclusion.
O documento lista os descritores de leitura e escrita para o 1o ao 9o ano do ensino fundamental, descrevendo as habilidades esperadas para cada ano em cada área.
English-language infographic communicating the top-10 lessons in business reserach for the University of Ottawa Management Library, based on a CC information sheet by Annette Buckley of UC Irvines Libraries.
Tinkering and Tailoring- Use of medicines and rapid diagnostic tests for mala...Mikhael de Souza
1. The document discusses focus group discussions held with 53 private medicine providers in Cambodia to understand how they recognize, test for, and treat malaria.
2. The providers conceptualized their roles as either "selling" drugs to relieve symptoms or "treating" through examinations and testing to achieve a cure. Most saw themselves as sellers rather than treaters.
3. Medicines were often tailored to individual patients by mixing drugs and adjusting dosages to control side effects. Rapid diagnostic tests (RDTs) for malaria were used less and seen as less important than microscopy for confirming illness and guiding treatment.
The document discusses the importance of summarization techniques for extracting key information from lengthy documents. Automatic summarization systems aim to analyze documents, identify the most important concepts and ideas, and generate a short summary that retains the essential elements. However, accurately summarizing documents while avoiding irrelevant details remains a challenging task that current systems have not fully solved.
El documento describe un estudio sobre la modelización del proceso de adsorción de tres pesticidas (atrazina, cyromazina e imidacloprid) sobre dos carbones activados (F-400 y V-100) en presencia de materia orgánica natural del agua. Se utilizan isotermas de adsorción para obtener los parámetros de equilibrio de los pesticidas usando el modelo de Freundlich y los coeficientes de la materia orgánica natural a través de un compuesto ficticio usando la teoría de la solución adsorbida ideal
Social intranet is leading digital workplace transformation. The key issue to get business impact is to deploy the project with a holistic approach: strategy, structure and technology
Tarefa 1 cálculo I - André Freire Ramoseducafreire
This document contains information about a student named André Freire Ramos enrolled in the Piúma campus who is taking the Calculus I course for their first assignment.
La presente Norma, revisada en 1992, estará vigente para los estados financieros que abarquen ejercicios que comiencen a partir del 1 de enero de 1994, sustituyendo a la anterior NIC 7, Estado de Cambios en la Posición Financiera, aprobada por el Consejo del IASC en octubre de 1997.
Este documento argumenta que los consumidores tienen el derecho a saber si los alimentos que compran contienen organismos genéticamente modificados a través de una ley de etiquetado de alimentos transgénicos. Señala que la Constitución Nacional y la Ley de Defensa del Consumidor reconocen el derecho a recibir información veraz sobre los alimentos y a realizar una elección informada. El etiquetado es necesario para que los consumidores puedan ejercer su derecho a saber lo que están comiendo.
The Top Five Essentials for Quality Improvement in HealthcareHealth Catalyst
Quality improvement in healthcare is complicated, but we’re beginning to understand what successful quality improvement programs have in common:
Adaptive leadership, culture, and governance
Analytics
Evidence- and consensus-based best practices
Adoption
Financial alignment
Although understanding the top five essentials for quality improvement in healthcare is key, it’s equally important to understand the most useful definitions and key considerations. For example, how different service delivery models (telemedicine, ACO, etc.) impact quality improvement programs and how quality improvement starts with an organization’s underlying systems of care.
This executive report takes an in-depth look at quality improvement with the goal of providing health systems with not only the top five essentials but also a more comprehensive understanding of the topic so they’re in a better position to improve quality and, ultimately, transform healthcare.
University of Utah Health Exceptional Value Annual Report 2014University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Organizational AnalysisErika N. AguilarSouth Universit.docxvannagoforth
Organizational Analysis
Erika N. Aguilar
South University
Dr. Mary Naccarato
11/13/2019
Organizational Analysis
History of Universal Health Services (UHS), Inc.
Universal Health Services Inc.(UHS), is one of the nation’s largest hospital management companies, with more than 350 acute care hospitals, ambulatory centers, and behavioral health centers within the U.S., Puerto Rico, and the United Kingdom, based in King of Prussia, Pa. Chief Executive Officer, Alan B. Miller, and a team of executives he worked with at American Medicorp, funded the organization with investments from venture capitalists, along with $750,000 put up by himself and several former American Medicorp employees who followed Miller into his investment. Four hospitals and management contracts were acquired by UHS within four moths time. The company has continued to grow since its start up, attaining more facilities and stock trading.
Universal Health Services, Inc. Introductory Statement
Universal Health Services, Inc., a health care organization based in Pennsylvania, has exceled over the past thirty years, with 46 of its’ facilities being recognize in the last 5 years by The Joint Commission as top performers on Key Quality Measures. They have been recognized for Leapfrog excellence, recognizing their hospital safety, quality, and efficiency along with receiving Fortune’s World’s Most Admired Companies for the ninth year in a row, and ranked #293 for the 9th year in a row on Fortune 500’s list of America’s largest corporations by revenue. . over the last ten years in quality and safety and performance measures. The corporation strives to provide quality healthcare services that patients recommend to family and friends, physicians prefer for their patients, purchasers select for their clients, employees are proud of, and investors seek for long-term return (Uhs Inc, 2019).
The Focus on Quality Healthcare, changing lives, and transforming delivery of healthcare.
Universal Health Services has a focus on providing responsive and compassionate care. Patient centered care takes place in a team focused and driven environment focused on shared governance and teamwork. UHS has strived to put the patient first for many decades by employing those who have personal compassion, competence, and commitment to provide quality patient care. Staff are encouraged to voice their opinions and ideas to improve patient care (Uhs Inc, 2019).
Universal Health Services, Inc.’s Mission, Vision, and Values
Universal Health’s mission is to provide “superior quality healthcare services that: patients recommend to family and friends, physicians prefer for their patients, purchasers select for their clients, and employees are proud of, and investors seek for long-term returns” (Uhs Inc, 2019). By provided superior quality care, staff and administration embody the mission. With its large growth and expansion throughout the years, as well improvements in technology, patient c ...
Read and discuss the following three articles 1. ACAs Perform.pdfSALES97
Read and discuss the following three articles:
1. ACAs Performance Based Healthcare
Standards ACAsPerformanceBasedHealthCareStandards.pdf
2. Road to Accreditation RoadToAccreditation.pdf
3. JCAHO Accreditation and Quality of Care for Acute Myocardial Infarction JCAHO
accreditation and quality of care for acute myocardial infarction.pdf
Have an open discussion about these articles. Share your thoughts
For example, here are some questions to answer and discuss:
Does accreditation impact quality? Are there less errors in hospitals that are accredited? What is
the value of accreditation? Do quality concerns initiate changes in staff behavior? Should
accreditation be based on results?
Read and discuss the following three articles:
1. ACAs Performance Based Healthcare
Standards ACAsPerformanceBasedHealthCareStandards.pdf
2. Road to Accreditation RoadToAccreditation.pdf
3. JCAHO Accreditation and Quality of Care for Acute Myocardial Infarction JCAHO
accreditation and quality of care for acute myocardial infarction.pdf
Have an open discussion about these articles. Share your thoughts
For example, here are some questions to answer and discuss:
Does accreditation impact quality? Are there less errors in hospitals that are accredited? What is
the value of accreditation? Do quality concerns initiate changes in staff behavior? Should
accreditation be based on results?
Solution
ACAs Performance Based Healthcare Standards-
This booklet is intended to assist anyone dealing with or affected by Health and Employment
issues. It is one of a series of booklets and handbooks designed to give impartial advice on
employment matters to employers, employees and their representatives. Legal information is
provided for guidance only and should not be regarded as an authoritative statement of the law,
which can only be made by reference to the particular circumstances which apply. It may,
therefore, be wise to seek legal advice.
Acas is committed to building better relationships in the workplace and offers training to suit
you. From a two-hour session on the key points of new legislation or employing people to
courses specially designed for people in your organisation. Click here to find out about training
sessions in your area. We also offer hands-on practical help and support to tackleissues in your
business with you. This might be through one of our wellknown problem-solving services or a
programme we have worked out together to put your business firmly on track for effective
employment
relations.
road to accrediation -
Accreditation is usually a voluntary program, sponsored by a non-governmental organization
(NGO), in which trained external peer reviewers evaluate a healthcare organization\'s
compliance and compare it with pre-established performance standard
Accreditation is a quality assurance process designed to ensure an educational program meets a
national standard. It serves to support and encourage program responsiveness to the ra pidly
changing environmental .
This document discusses trends in the evolving healthcare landscape and their implications for C-suite executives and boards. Key trends include increased integration through accountable care organizations, ongoing consolidation in the industry, a focus on population health management, rising retail healthcare competition, and a greater emphasis on the consumer experience. C-suites will need to adapt to this changing environment by pursuing new strategies around talent recruitment and development, organizational structure, performance assessment, and transformation. The future likely holds continued disruption from these industry trends.
This document provides an introduction and overview of NABH accreditation for clinics in India. It defines what a clinic is and outlines the benefits of accreditation for patients, clinics, staff, and regulatory bodies. Achieving accreditation improves quality of care and patient safety, stimulates continuous quality improvement, and increases community confidence in the clinic. The accreditation process focuses on areas like access to care, patient rights, infection control, and quality improvement. NABH was established to promote quality healthcare in India and has expanded to provide international accreditation as well.
Engaging Physicians to Be Good Financial StewardsHealth Catalyst
This article, first published by in July 2016 by hfma, outlines how hospitals can get physicians to understand the financial impact of their clinical decisions and become actively engaged in improving the value of care. Texas Children’s Hospital was successful through recognizing the need for cultural transformation and ensuring quality came first. The organization engaged clinicians with financial data, including educating them on key financial principles, linking quality improvement training with financial accountability, and accompanying financial choices with clinical choices.
Two healthcare organizations, Children's Health Alliance and Blanchard Valley Health System, were recognized with Healthcare Informatics Innovator Awards for using Wellcentive's technology and services to improve population health outcomes and lower costs. Children's Health Alliance received co-second place for pioneering a pediatric-focused population health management approach that has led to improved asthma care and proactive management. Blanchard Valley Health System was recognized as a semifinalist for partnering with a manufacturer on a patient-centered medical home initiative through Wellcentive's population health management solution, driving better management of high-risk patients and a documented return on investment.
FINAL_Catholic_Health_Initiatives_Food_and_Nutrition_Commercialization_Recomm...Cheryl Lesh-Clark, MBA
This document evaluates a proposed standalone Food and Nutrition Support Services Program that Catholic Health Initiatives (CHI) aims to develop within its Supply Chain department and later market to other healthcare systems. The program seeks to commercialize CHI's food and nutrition operations and expertise to generate additional revenue. The document provides an overview of CHI and the changing healthcare landscape, a background of the proposed program, and recommendations to optimize operations, marketing, and finances for successful implementation and commercialization of the Food and Nutrition program.
United Health Group [PDF Document] Entire Annual Report finance3
This annual report discusses UnitedHealth Group's performance in 2004 and its focus on improving healthcare quality, affordability, accessibility, and usability. The report notes that UnitedHealth Group achieved strong financial results in 2004 but that financial metrics alone do not capture its progress in addressing key healthcare challenges. It aims to make healthcare more efficient, progressive, and compassionate by focusing on these four imperatives. UnitedHealth Group will continue innovating and advocating for healthcare reform through improved quality, affordability, accessibility, and usability.
The document discusses Accountable Care Organizations (ACOs) under the Medicare Shared Savings Program. It explains that ACOs are groups of doctors, hospitals, and other health care providers that come together voluntarily to give coordinated high quality care to their Medicare patients. The goal of ACOs is to ensure patients get the right care at the right time, while avoiding unnecessary duplication of services and preventing medical errors. The document provides details on ACO legal structures, governance, operations, payment models, and audits to ensure compliance with program rules.
This report is written for the Board of Directors of the Nazarene Community Health Clinic (NCHC). It outlines the importance and necessity of quality management as it pertains to the health care reform’s mandate that all Americans have access to quality, affordable health care.
Why join a business and health care coalitionHHCoalition
Jerry Custer presents on why employers should join healthcare coalitions like the Heartland Healthcare Coalition. The presentation outlines that employers want lower costs, improved workforce health, and quality care. However, navigating healthcare is difficult for employers alone. Coalitions give employers purchasing power and resources to advance value-based purchasing and transformation. The Heartland coalition offers services like group purchasing programs and quality initiatives to its 45 members representing 365,000 lives. Members benefit from lower rates, expertise sharing, and making a difference in their community's healthcare system.
Why join a business and health care coalitionHHCoalition
Jerry Custer presents on why employers should join healthcare coalitions like the Heartland Healthcare Coalition. The presentation outlines that employers want lower costs, improved workforce health, and quality care. However, navigating healthcare is difficult for employers alone. Coalitions give employers strength in numbers for group purchasing programs and initiatives to advance value-based purchasing from local providers. Membership provides benefits like educational opportunities, market leverage, and a role in shaping the future community healthcare system. National coalitions like NBCH further support these goals through performance measurement, payment reform, and employer leadership. The presentation argues that employer engagement is key to healthcare reform through value-based purchasing.
The many ways in which healthcare reform affects the healthcare industry are still playing out. Undoubtedly, a question for physicians and the hospitals that employ many of them is “how will physician compensation be affected?”
PYA Principal Carol Carden recently spoke at the 2013 AICPA Healthcare Industry Conference, where she addressed this question with her presentation, “Current Reform Initiatives and Their Impact on Physician Compensation.”
A Guide to Applying Quality improvement to Healthcare Five PrinciplesHealth Catalyst
Healthcare is an art and a science. What many in the industry don’t understand is that systems and processes can coexist with personalized care. Quality improvement methods can be as effective in healthcare as they have been in other industries (e.g., agriculture, manufacturing, etc.).
Quality improvement in healthcare is not just achievable, it’s an absolute necessity given the amount of wasteful spending in the U.S. on healthcare. Organizations can reduce this wasteful spending while improving their processes by applying these five guiding principles:
Facilitate adoption through hands-on improvement projects.
Define quality and get agreement.
Measure for improvement, not accountability.
Use a quality improvement framework and PDSA cycles.
Learn from variation in data.
By using these principles and starting small, organizations can quicken the pace of quality improvement in healthcare.
This document describes a capstone project to develop predictive models that rank healthcare providers based on their value by reducing readmissions. A team created models to: 1) Rank providers based on readmission rates and costs to categorize them from best to worst. 2) Predict the value of providers using a multivariate linear model with an R^2 of 0.54. 3) Predict reduced risk-based cost per patient of 1.2% for every 1% increase in the provider value score. The models and an interactive dashboard will help payers and consumers choose higher quality, lower cost providers to improve outcomes and lower healthcare costs.
Accountable Care Organizations (ACOs) are organizations of health care providers who provide care to a group of patients. Created in an attempt to decrease the cost of service delivery and increase efficiency, value and profit, these organizations are new territory for the CPA professional. This presentation was given to the Michigan Association of Certified Public Accountants at their Healthcare Conference on April 23, 2013.
6 Proven Strategies for Engaging Physicians—and 4 Ways to FailHealth Catalyst
For healthcare organizations to be successful with their quality and cost improvement initiatives, physicians must be engaged with the proposed changes. But many physicians are not engaged because their morale is suffering. While some strategies to encourage buy-in for improvement initiatives don’t work, there are six strategies that have proven to be effective: (1) discover a common purpose, (2) adopt an engaging style, (3) turn physicians into partners, not customers, (4) segment the engagement plan, (5) use “engaging” improvement methods, and (6) provide them with backup—all the way to the board. Once the organization has their trust, physicians will gain enthusiasm to move forward with improvement efforts that will benefit everyone.
The Able Health Quality Measures Solution: Why a Comprehensive Approach MattersHealth Catalyst
Able Health combines all claims and clinical data from a health system’s data sources (inside and outside of the hospital) into one location, allowing healthcare leaders to focus more on improving care and less on data management. The combination of a measures engine that calculates performance, a performance dashboard that displays measure performance, and a submission engine that submits data to payers, all powered by the Health Catalyst® Data Operating System (DOS™), enables health systems to identify areas for improvement based on one complete picture of quality performance.
3. TABLE OF CONTENTS
Letter from CEO Dr. Stephen Martin and Board Chairman
Frank Chapman
6 Expanding the Mission
8 Advances in AAAHC Accreditation
10 Standards Reflect Changing Health Care Needs
12 Compassion and Caring Around the World
14 The Journey to Become CEO at AAAHC
16 The AAAHC Institute for Quality Improvement
18 Advancing Health Care via Education, Thought Leadership
20 Communicating to Constituents
22 AAAHC Leadership and Association Members
23 AAAHC Financial Summary and AAAHC Executive Staff
3
4
4. LetterFrom CEO Dr. Stephen Martin and
Board Chairman Frank Chapman
One of the seven guiding principles that serves as
the foundation for our mission at AAAHC is“a commitment
to embrace changes in the health care landscape and
proactively adapt to meet client needs with innovative,
creative solutions.”
In 2015, such changes indeed were a focus. We implemented
a number of new and evolving initiatives. The following
pages describe the details; here are several highlights:
• Our sister organization, the Accreditation Association
for Hospitals and Health Systems (AAHHS), purchased
the Health Facilities Accreditation Program (HFAP)
from the American Osteopathic Association (AOA). With
the acquisition of HFAP, the oldest hospital accreditor in
the country, AAHHS significantly broadens its services
to include behavioral health, laboratory and certification
for stroke and lithotripsy.
• We now are the largest accreditor of employer
health care networks in the country, a testament
to the consultative, peer-based approach AAAHC
offers. This reflects our response to the increasing
number of multi-site organizations that deliver
employer-based health care.
• We extended our reach to address the growing
need to accredit health plans. We received formal
recognition from three additional state
governments (Arizona, Illinois and Minnesota)
to provide health plan accreditation. Under the
Patient Protection and Affordable Care Act, an
insurer must be designated as a Qualified Health
Plan to be included in a state or federal exchange,
and accreditation is a requirement.
4
5. 5
• To further underscore the valuable role we play
in helping set the agenda for quality improvement,
we renamed the comprehensive data analysis
report issued annually by the AAAHC Institute for
Quality Improvement. This outstanding resource
is now called Quality Roadmap to reflect how
it lays out meaningful paths and guideposts for
the ambulatory health care community to further
improve patient safety.
Such examples illustrate what we have done and
will continue to do: We make changes in our own
approaches and methods to constantly improve.
As you can see along the bottom of the page, we are
responding to the ever-changing health care landscape
through organizational divisions that address specific
settings and needs.
Our structure enables us to deliver the targeted
tools and education most relevant to our clients.
Accrediting bodies must create meaningful, adaptive
accreditation programs for the many new facets of
health care. That’s the best and most effective way
we embrace change.
What won’t change is the personal engagement and
passion all our team members possess to help meet
our mission and bring the growing value of the
peer-based accreditation process to health care
organizations.
Stephen A. Martin, Jr., Ph.D., M.P.H.,
President & CEO
Frank J. Chapman, MBA,
Board Chairman
“Accrediting bodies must create meaningful,
adaptive accreditation programs for the many
new facets of health care.”
6. EXPANDINGTHE MISSION
AAAHC and our sister organizations continuously seek ways to improve health care quality
through accreditation. While many know us best for our work with ambulatory facilities in
the United States, we are active in a variety of health care settings including hospitals,
international facilities and health plans.
“Maintaining full AAAHC accreditation has been
a key ingredient to our success and in providing
quality health care services to our members.”
- Gale Lam, Chief Operating Officer, HealthSun Health Plan
6
AAHHS Acquires Health Facilities Accreditation Program
In October we acquired the Health Facilities Accreditation Program (HFAP) from the American
Osteopathic Association (AOA). This unprecedented transaction received approval from the Centers
for Medicare and Medicaid Services (CMS), enabling, for the first time, two accrediting organizations
to transition into a single ownership.
HFAP accredits more than 400 acute care hospitals, critical access hospitals and laboratories,
and has maintained continuous deeming authority since the inception of CMS in 1965, making
it the oldest hospital accreditor in the country. The acquisition is part of our growth strategy to
bring health care quality improvement through accreditation to a larger number of organizations
across the continuum of health care delivery.
AAHHS Accredits Its First Critical Access Hospital
In 2015, AAHHS announced its first critical access hospital accreditation, Decatur County Hospital,
in Leon, Iowa.“The first critical access hospital accreditation is a significant milestone for AAHHS
and for the future of critical access hospitals,”said Meg Gravesmill, vice president of hospital
operations for AAHHS.“We have developed our Standards collaboratively with operators of critical
access hospitals so they are designed specifically for smaller and rural facilities.”
7. Acreditas Global Marks First Reaccreditation
Acreditas Global, our international accreditation arm, reaccredited Aliada Contra El Cáncer, a cancer treatment
center in Lima, Peru—the first facility in the world to achieve reaccreditation from Acreditas Global under the
Standards established by AAAHC International. Acreditas Global accredits five Peruvian organizations and Peru
is a focus for additional growth in 2016.
AAAHC Becomes Largest Accreditor of Employer-Based Health Care Networks
With our November accreditation of CareATC, Inc., an Oklahoma-based provider of employer on-site clinics,
AAAHC became the country’s largest accreditor of employer-based health care. More than 89 employers
nationwide provide health care services to their employees through a network accredited by AAAHC.
AAAHC-Accredited Health Plans Demonstrate Exceptional Performance in Florida
In late 2015, CMS awarded the high ranking of 4.5 stars to four health plans in Florida for the upcoming year.
What did they all have in common? AAAHC accreditation. The highest rated plans in the state of Florida are all
accredited by AAAHC. CMS granted 4.5 star ratings nationally to only 65 Medicare Health Plans for 2016.
“Multi-site organizations succeed at providing high-quality care
because of the strength of their provider network. We’ve created
a collaborative, time-efficient way for provider networks to
demonstrate that they deliver quality patient care.”
- Stephen A. Martin, Jr., Ph.D., M.P.H. AAAHC President & CEO
7
8. In recent years, we witnessed a surge in the diversity of health care organizations
that seek AAAHC accreditation.
Network Accreditations. In today’s changing environment, multi-site
health care organizations seek ways to effectively show their entire network
delivers quality health care. The AAAHC Network Accreditation Program (NAP)
offers a customized survey experience that focuses on the corporate organization’s
system to meet AAAHC nationally-recognized Standards at all its sites of care.
Workplace Clinics. The increased number of on-site workplace clinics
reflects corporations’efforts to keep employees healthy and productive.
Accreditation from AAAHC sends a strong message to employees that
their on-site health facilities deliver nationally-recognized Standards
of patient care.
Urgent Care Centers. With the rapid growth of urgent care centers , the public’s
acceptance of quick-access, walk-in care represents one more area where
accreditation is valuable.
Value of AAAHC Accreditation
What so many of these groups tell us is how much they value our approach
to accreditation. Our peer-based evaluation fosters a consultative, educational
survey that helps organizations improve care, services and efficiency.
AAAHC Accreditation is an achievement that:
√ Demonstrates a commitment to high-quality care
√ Promotes a culture of continuous improvement
√ Signals excellence to patients and the community
√ Satisfies regulatory requirements
√ Attracts high caliber staff
√ Facilitates third-party reimbursements
√ Creates a competitive advantage
“We constantly strive to raise the bar within our organization,
especially in the realm of care delivery. Achieving AAAHC
Network Accreditation affirms our effort to provide our
patients with the highest standards of care available.”
- Jackie Hope, RN, BSHA, Director of Quality, CareATC, Inc.
ADVANCESIN AAAHC ACCREDITATION
8
9. Accredited Organizations Abound
The universe of organizations AAAHC
accredits is broad and varied. They include:
• Ambulatory Surgery Centers
• College and University Health Centers
• Community Health Centers
• Dental Group Practices
• Dental Homes
• Diagnostic Imaging Centers
• Endoscopy Centers
• Health Plan/Managed Care Organizations
• Immediate/Urgent Care Centers
• Indian Health Centers
• International Organizations
• Lithotripsy Centers
• Medicaid Plans
• Medical Group Practices
• Medical Homes
• Medicare Advantage Plans
• Military Health Clinics
• Multi-site Organizations
• Occupational Health Clinics
• Office-Based Surgery Centers
• Retail Clinics
• Specialty Services
(e.g., radiology, dialysis and anesthesia)
• Women’s Health Centers
• Workplace On-site Clinics
9
More than
6,000organizations
display the AAAHC Certificate
of Accreditation.
148new organizations
earned AAAHC accreditation
in 2015.
10. STANDARDSREFLECT CHANGING HEALTH CARE NEEDS
The AAAHC Standards Committee is charged with monitoring Standards and making revisions
to ensure they continue to be relevant, reflect the rapid changes in health care and comply with
regulatory developments.
This year’s report theme,“Embracing Change, Advancing Health Care,”truly captures the AAAHC
team’s ongoing efforts to establish and update Standards to best address quality goals and
patients’needs.
What sets AAAHC apart from others in our field is the unique collaborative approach that
incorporates input, insights and information from a broad-based team of association members,
accredited organizations and the surveyors who work in health care daily as physicians, nurses,
administrators and in other vital roles.
A Distinct Perspective
The beauty of this approach is that while AAAHC Standards are based on best practices, they are
written in a way that enables compliance while still meeting the often unique needs of individual
health care settings.
In 2015, AAAHC embarked on a major initiative to develop“interpretative guidelines”to enhance
the way we describe Standards to constituents. We began a comprehensive process to review
the intent of each Standard. Our goal? Improve language where necessary and be more clear,
concise and consistent. Special attention was given to Standards identified as new or particularly
challenging for interpretation.
This far-reaching endeavor continues in 2016 to further ensure Standards are communicated in the
most effective and meaningful manner.
Additional Significant 2015 Accomplishments
Among other efforts conducted in 2015 to improve health care quality and foster patient safety:
• Updated Standards for diagnostic imaging, laboratories and lithotripsy sites.
• Focused significant attention, as in past years, on Standards that cover infection
prevention and control.
“When you visit an organization as a surveyor
for AAAHC, the staff will really share everything.
And it’s all for the good old fashioned reason that
they want to improve quality. That’s inspiring.”
- Dennis Schultz, MD, MSPH, AAAHC Surveyor
10
11. 11
“My catch phrase to new surveyors is ‘what does the Standard
say?’It reminds them they should educate themselves and the
organizations they survey about the basis and intent of the
Standards, engage with the organization’s staff to understand
how they meet the Standards and share alternatives.”
- Alsie Fitzgerald, RN, CASC, AAAHC Surveyor
12. Traveling Miles for Smiles
AAAHC surveyor Dr. Jeff Moses always loved his work as a craniomaxillofacial
surgeon in the U.S., but sought a way to help children in other parts of the world
without access to such care. Dr. Moses volunteered to treat children with facial
deformities, usually cleft lips and palates.
In 2005, Dr. Moses and his wife Maribel established the non-profit Smiles
International Foundation which, for more than 10 years, has treated thousands
of children in Costa Rica, Mexico, India, Ukraine and other countries.
Treatment for cleft lips and palates requires three or four surgeries, so the teams
of volunteers return to the same villages for several years.
COMPASSIONAND CARING AROUND THE WORLD
“Many babies born with this deformity are
shunned or face ridicule until we complete
treatments. We give them self-esteem,
happiness and they are accepted as normal
human beings. These children deserve that.”
- Dr. Jeff Moses
After Surgery, They Can See Again
Mary Sibulsky has been a surveyor for AAAHC since 2007 and she
taps her organizational skills as a manager of an ophthalmology
center in Idaho to coordinate volunteer medical missions to
Central America.
The non-profit International Eye Institute that she and a team of
doctors created provides adult and pediatric eye care and surgery
to people in impoverished areas. Cataract extraction is a frequent
procedure for helping those who are blind or nearly blind.
“Many of these patients plan for months
to attend our clinics – traveling by bus
across borders or walking barefoot for days.
We help change their lives and it’s a joy
to provide this care.”
- Mary Sibulsky
12
Medicine is people caring for people. For many of our folks, this dedication goes beyond a commitment to
their own practice and accreditation work. They often devote their time to help others in need. Here are five
stories of their inspiring work.
13. 13
A Legacy of New Faces
For Noreen DiPlacido, a long-time surveyor and RN, a semi-annual pilgrimage
to Honduras with a group to provide dental and oral care to villagers that
began in 1997 has now become a legacy. The group worked in remote areas
with no electricity or running water and little in the way of equipment.
Noreen, her husband Frank and their team then established New Faces for
Honduras, an organization that sets up camps in small villages, treating
thousands of in-need patients, many who had never seen a physician or health
care worker. In partnership with other organizations, New Faces for Honduras
now treats 30 to 35 major cases twice a year.
“We also sponsor dental students financially and, at times,
bring patients to the U.S. for treatment. It’s truly rewarding
to know our valuable work continues.”
- Noreen DiPlacido
A Humbling Experience
Dr. Michael Huey, an associate professor of family and preventive
medicine at Emory University School of Medicine and a surveyor
for AAAHC, took an unexpected long journey last summer. He strung
together vacation time and work days to spend four weeks in Sierra
Leone, one of the countries most affected by the unprecedented
Ebola outbreak.
As a member of the CDC Ebola West African response team, Dr. Huey
toured health facilities, provided infection control recommendations
and taught infection control classes for health care workers, ambulance
drivers and crew and burial teams.
“When my family immigrated to Chicago, I was 16 and did
not speak a word of English. West Town was where I took my
‘first steps.’It is so satisfying to help patients when they can’t
communicate their needs or concerns.”
- Dorota Rakowiecki
“It was profoundly humbling to witness the dedication
and bravery of the health care workers who fought this
terrible disease for more than a year. The world owes
them a tremendous debt of gratitude.”
- Dr. Michael Huey
Helping the Old Neighborhood
Dorota Rakowiecki’s volunteer work takes place much closer to home. The AAAHC
Director of Ambulatory Accreditation Operations serves as a translator for Polish
patients at the CommunityHealth clinic in Chicago’s West Town neighborhood.
CommunityHealth delivers comprehensive, high-quality, patient-centered health
care at no cost to low-income, uninsured adults in need of a medical home.
14. THE JOURNEYTO BECOME CEO AT AAAHC
For new AAAHC CEO Stephen A. Martin, Jr., PhD, MPH,
it’s all about the journey. His deep-rooted philosophy
sees excellence as a journey, not a destination. This applies
to his focus and vision for AAAHC to make each client’s
accreditation experience phenomenal through a
collaborative learning approach. And it’s the AAAHC
commitment to excellence that attracted the accomplished,
experienced health care professional to the organization.
The great appeal, said Dr. Martin, is that although
by its very nature AAAHC works behind the scenes,
the organization is at the forefront to help ensure
people use top-quality health care organizations.
“I like to draw a comparison to an airplane,”Dr. Martin said.
“You trust the FAA as a third party organization to verify the
plane’s safety. We do the same in health care by verifying best
practices are followed, whether they involve infection control,
the use of syringes, medical records, credentialing, proper
training and many, many other variables.”
Career Journey Multi-faceted
Dr. Martin’s career journey encompasses public health, health care management and disease-
based training and expertise as an epidemiologist, providing multi-faceted experiences ideal
for helping lead AAAHC.
Most recently, he was executive director for the Association for Community Health Improvement
at the American Hospital Association (AHA). Dr. Martin also served as the chief program affairs
officer for the Health Research & Educational Trust/AHA, the health commissioner and chief
operating officer for Cook County (Illinois) Department of Public Health, and a senior executive
with the Cook County Health & Hospitals System.
“I have touched so many disciplines in my own career,”he said.“It gives me insight on how
to best provide flexible accreditation approaches to organizations in a wide variety of health
care settings.”
14
15. 15
Experience Helps Respond to Industry Trends
Such background is particularly beneficial given the changes occurring in health care today,
including the continuum of care focus exemplified by the patient-centered medical home
model, the constant consolidations and acquisitions and the growing influence of population
health management.
“Accreditation is the essence of population health management,”
Dr. Martin said.“Accreditation focuses on the prevention of injuries
and illness, and addresses ways to help eliminate the transmission
of disease and infection. It should be positioned as a critical strategy
that verifies policies and procedures that meet a series of metrics.”
Another prevailing trend finds health care moving toward high-quality, low-cost settings,
and one of the biggest challenges is to meet quality improvement goals with tighter budgets.
“Providers are moving from fee-for-service to value-based contracts, and that’s where the
work we do is critical,”he said.“We consider how we can empower our clients to meet their
goals as well as industry goals within their budget constraints.”
From the AAAHC perspective, as valued and essential as performance metrics may be,
accreditation goes beyond those important data-driven analyses.
“We offer not just a‘check the box’relationship, but collaborative, peer relationships different
from others in our field,”said Dr. Martin.“AAAHC surveyors can say,‘Yes, I’m seeing the quality
metric, but let’s determine how you can best use it.’Best practice sharing happens all the time,
and it’s exciting to bring that to all of our clients.”
As he’s addressed health care challenges over the years, Dr. Martin gains much inspiration
from his father, Stephen A. Martin, Sr., who faced challenges of a different kind.
Martin Sr. gained honors and accolades in 1966 by becoming the first African American to
play any varsity sport (baseball) in the Southeastern Conference while at Tulane University,
which played its games throughout the Deep South.
“I learned how he handled this distinctive situation through his values, integrity and
discipline,”Dr. Martin said.“That’s always been a great lesson for me when faced with
challenges and changes. I can apply that today knowing that AAAHC is the right place
and this is the right time for my new journey.”
16. THE AAAHC INSTITUTE FOR
QUALITY IMPROVEMENT
A letter from Jan Kleinhesselink and Naomi Kuznets
A roadmap to quality improvement.
That phrase defines the essence of our mission at the AAAHC Institute for Quality
Improvement. Since its founding in 1999 as a non-profit entity, the AAAHC Institute
has been dedicated to providing resources and research to help ambulatory care
facilities attain the highest levels of performance.
We conveyed this commitment in 2015 when we changed the name of one of our most valuable tools,
the AENEID Report, to AAAHC Quality Roadmap. This comprehensive analysis identifies patterns of compliance
from the extensive AAAHC warehouse of accreditation survey data and offers guideposts on where and
how organizations can improve and excel. For example, the AAAHC Quality Roadmap 2015 identified safe
injection practices as a critical issue. The graphs on the opposite page highlight the report’s findings on
this topic and others.
Quality Roadmap data helps us prioritize and select subjects for another significant Institute initiative—our
popular patient safety and disease management toolkits. These informative, reader-friendly brochures tackle
key issues faced today by ambulatory health care organizations and offer guidance for best practices supported
by evidence-based rationale.
Our performance measurement and benchmarking studies offer another resource to help facilities attain
quality goals. For the first time in 2015, we compiled data from more than 1,700 esophagogastroduodenoscopy
(EGD) benchmarking studies to provide in-depth perspectives on best practices and procedures.
In the past year, we also honored AAAHC-accredited organizations that conducted exemplary quality studies
with our annual Bernard A. Kershner Innovations in Quality Improvement Award.
The Institute team often takes leadership roles in professional groups to share insights and gain knowledge.
For several years we have been involved with the Patient-Centered Primary Care Collaborative (PCPCC), an
influential organization devoted to Patient-Centered Medical Homes (PCMH). This past summer, we served
on the PCPCC Accreditation Work Group. We also continue to represent AAAHC and the Institute with
national groups such as the ASC Quality Collaboration, National Quality Forum and Physician Consortium
for Performance Improvement.
These efforts to deliver innovative programs and meaningful research to meet our mission will continue
at the highest of levels.
Jan Kleinhesselink, RN, BSHM, CPHG Naomi Kuznets, PhD
Chair, Board of Trustees Vice President and Senior Director
AAAHC Institute for Quality Improvement AAAHC Institute for Quality Improvement
16
17. 17
Compelling Results from AAAHC Quality Roadmap 2015
The Institute’s annual survey analysis, now called Quality Roadmap, revealed areas where providers are
performing highly and areas that should be addressed for quality improvements. Among those with
the overall highest deficiencies:
Clinical Performance Measurement Reports
In addition to the first Institute benchmarking report on EGD, other 2015 studies covered:
• Cataract extraction with lens insertion
• Colonoscopy
• Knee arthroscopy with meniscectomy
• Low back injection
• Primary care
• Shoulder arthroscopy
• Surgical/procedural services
Each report enables organizations to benchmark and learn best practices.
New Toolkits Respond to Member Needs
Patient safety toolkits address issues seen by surgery centers and primary care providers.
• A toolkit for surgery providers,“Ambulatory Surgery and Obesity in
Adults: Preventing Complications,”helps determine if surgery should
be delayed or if a referral to a hospital should be made based on
several medical conditions.
• The“Disease Management Toolkit: Adult Depression and Primary
Care”offers primary care providers best practice tools for screening
and following up with patients for depression.
Quality Improvement Award Winners
The AAAHC Institute honored Seton Hall University Health Services, South
Orange, New Jersey, with a 2015 Bernard A. Kershner Innovations in Quality
Improvement Award in the primary care category for its comprehensive
improvement study to more broadly implement alcohol screening methods
and interventions in college health centers.
Turk’s Head Surgery Center, West Chester, Pennsylvania, won a Kershner Award
in the surgical/procedural category for implementing safeguards for patients
when scopolamine patches are applied.
Overall Highest Deficiencies
For the third year in a row, AAAHC surveyors found
notable deficiencies in credentialing, privileging
and peer review policies.
Safe injection practices were a leading deficiency discovered in 2015. More than 10%
of ASCs, more than 9% of primary care organizations and more than 14% of
office-based organizations reviewed had deficiencies in safe injection practices.
Ensures that when opportunities for quality improvement are identified, the
organization takes steps to demonstrate the implementation and success of
corrective actions.
Another area that many organizations may need to address is documentation
that requires organizations to record allergies and untoward reactions to drugs
and materials in a consistently defined location.
Standard 7.I.C.2
Standard 5.I.C
Standard 6.F
Standard 2.II.D.
20%
14%
16%
13%
Teresa Conklin, APN, Family Nurse Practitioner,
at Seton Hall University Health Services,
receives the primary care QI Kershner Award.
18. ADVANCINGHEALTH CARE VIA EDUCATION,
THOUGHT LEADERSHIP
18
We take seriously our role as health care quality leaders by commenting on
trends and offering consultation for providers seeking quality improvement.
Attendance Grows at AAAHC Webinars
Our highly-attended, surveyor-led webinars provide ongoing education
to accredited organizations. Among issues covered during the seven 2015
webinars were OSHA requirements, life safety code compliance, peer review,
internal benchmarking and more.
Proprietary Research Leads to Bylined Articles
The data featured in the 2015 AAAHC Institute study on
cataract extraction with lens insertion sparked interest
from the Review of Ophthalmology, which published a
three-page article on the topic authored by AAAHC
surveyor Kris Kilgore, RN. Articles such as these by AAAHC
members are published in leading professional journals
throughout the year.
Influencing International Audiences
Illustrating the international presence of AAAHC and its
Acreditas Global division, CEO Dr. Stephen A. Martin, Jr.,
addressed health care providers in Lima, Peru, attending
the Primer Foro Profesional de Enfermería: Acreditacíon
Internacional. Dr. Martin discussed how to use health care
accreditation as a strategy for improving public health.
Leading New Initiatives for Student Health Centers
The AAAHC-accredited New York University Student Health Center received
a grant in 2015 from the Agency for Healthcare Research and Quality to help
other university student health centers design and perform quality
improvement initiatives.
The New York University Center invited AAAHC to serve on the program’s
leadership committee and participate in a symposium on student health quality
improvement. Staff from more than 150 universities attended the symposium,
and AAAHC was the only accreditor in attendance.
19. 19
HEALTHCARE CONSULTANTS INTERNATIONAL
Consultation. Education. Resources. That’s the three-pronged program available from Healthcare Consultants
International (HCI), the AAAHC for-profit subsidiary that helps health care organizations prepare for accreditation.
Consultation. The HCI team of consultants and instructors helps organizations navigate the process
of accreditation, licensure and certification (including Medicare). HCI also provides guidance in quality
assurance, performance management, infection control, regulatory compliance and development of
new facilities.
In 2015, HCI expanded its services to health plans, including Federal Employee Health Benefit Plans.
And it expanded its Policy & Procedure offerings with a customized set of templates for student health
organizations.
Education. The cornerstone of HCI educational initiatives is a webinar series that covers all 25 chapters
in the AAAHC Accreditation Handbook for Ambulatory Health Care. For the 2015 handbook, 12 webinars
featured presentations from a host of experts.
Resources. More than 250 online tools and templates help organizations maintain accreditation, plus a
complete set of Policy & Procedures Manuals for drafting language compliant with accreditation standards.
Also available are regulatory updates and reviews of QI studies.
HCI consulting services are separate and independent from the accreditation services of AAAHC. All accreditation decisions by
AAAHC are made without regard to whether consulting services have been provided by HCI or any other organization.
“HCI met our needs and exceeded our expectations.
At the end of the day, we need to move fast in today’s
health care environment and with HCI, we accomplished
our goals.”
- Scott Anderson, COO, Prairie Spine & Pain Institute
20. COMMUNICATINGTO CONSTITUENTS
We are an organization built on personal relationships, and as in any good relationship,
communication is vital. We use a number of channels, digital and print, paid and earned,
to speak with our stakeholders about the benefits of accreditation and the work we are
doing to improve health care quality.
20
21. 21
Direct Outreach
We use Facebook, LinkedIn and Twitter to engage with organizations, employees
and industry colleagues. We also issue a Surveyor News & Education (SNE)
newsletter directly to surveyors to share news and thought leadership articles.
Placing Articles in Prominent Trade Media
Modern Healthcare, Becker’s ASC Review, Medical Economics, OR Today
and Review of Ophthalmology are just a small sample of the outlets
that featured editorial coverage of AAAHC, including multiple bylined
thought leadership articles by AAAHC executives and board members.
AAAHC and its sister divisions appeared in more than 1,100 articles in 2015.
Creating Brochures for Promising Markets
We build marketing materials that speak directly to key audiences
about our tailored offerings, such as those for employer-based clinics,
student health clinics, health plans, urgent care centers and our network
accreditation program.
Collaborating with Stakeholders for New Ad Campaign
In developing our latest advertising campaign, we convened groups
of surgery center and primary care professionals to determine messages
and images that would resonate with them. The ads are running in targeted
online and print medical trade publications.
Improving health care quality through accreditation
Contact us to learn more
847-853-6060 • info@aaahc.org • www.aaahc.org
A A A H C A C C R E D I T A T I O N{ }
It’s an opportunity to
see your organization
from the outside.
When AAAHC surveyors survey your organization,
it’s not a checklist kind of visit. It’s your fellow
professionals - physicians, nurses, administrators
- coming to help you be the best you can be.
• We are the leader in ambulatory accreditation.
• Our Standards are nationally-recognized.
• Our surveys are consultative
not just a checklist.
22. AAAHC
2015/2016 Board of Directors
Edward Bentley, MD, 2006
R. Bruce Cameron, MD, FACP, 2015
Frank J. Chapman, MBA, 2005
Ira Cheifetz, DMD, 2013
W. Patrick Davey, MD, MBA, FACP, 2003
Jan Davidson, MSN, RN, CPHRM, 2011
Mark DeFrancesco, MD, MBA, 2000
Meena Desai, MD, 2009
Robin J. Elwood, MD, FAAP, 2015
Ann B. Geier, RN, MS, CNOR, CASC, 2014
Richard D. Gentile, MD, MBA, 2006
Dave Hamel, DDS, 2015
Joy Himmel, Psy.D., PMHCNS-BC, LPC, 2015
George Hruza, MD, 2015
Sandra Jones, CASC, CHCQM, LHRM, MBS,
MSM, 2012
John P. Keats, MD, CPE, 2014
Lawrence S. Kim, MD, 2004
Ross Levy, MD, 2012
W. Elwyn Lyles, MD, 2011
Mark Mandell-Brown, MD, 2013
S. Teri McGillis, MD, 2006
Timothy Peterson, MD, 2009
Beverly Philip, MD, 2000
Kenneth M. Sadler, DDS, MPA, FACD,
FICD, 2005
David Shapiro, MD, 2013
James E. Schall, DDS, 2011
Dennis Schultz. MD, 1994-2003, 2009
Edwin Slade, DMD, JD, 2004
Arnaldo Valedon, MD, 2010
Mary Ann Vann, MD, 2008
Christopher J. Vesy, MD, 2011
Datesindicatebeginningyearofservice
Frank J. Chapman, MBA, Chair
Meena Desai, MD, Vice Chair
Kenneth M. Sadler, DDS, MPA, FACD, Treasurer
Arnaldo Valedon, MD, Secretary
W. Patrick Davey, MD, MBA, FACP,
Immediate Past Board Chair
2015/2016 Officers
AAAHC Association Members
ASCA Foundation
American Academy of Cosmetic Surgery (AACS)
American Academy of Dental Group Practice (AADGP)
American Academy of Dermatology (AAD)
American Academy of Facial Plastic and Reconstructive Surgery (AAFPRS)
American Association of Oral and Maxillofacial Surgeons (AAOMS)
American College of Gastroenterology (ACG)
American College Health Association (ACHA)
American College of Mohs Surgery (ACMS)
American Congress of Obstetricians and Gynecologists (ACOG)
American Dental Association (ADA)
American Gastroenterological Association (AGA)
American Society of Anesthesiologists (ASA)
American Society for Dermatologic Surgery Association (ASDSA)
American Society for Gastrointestinal Endoscopy (ASGE)
Association of periOperative Registered Nurses (AORN)
Society of Ambulatory Anesthesia (SAMBA)
22
Leadership and Association Members
23. AAAHC Executive Staff
Stephen A. Martin, Jr., PhD, MPH President and CEO
Breian Meakens, MPA, MBA Chief Operation Officer
Michael Janniere, JD SeniorVice President and Chief People Officer
SergioTumang Chief Financial Officer andVice President, Administration
Ray Grundman, MSN, MPA, FNP-BC, CASC Chief Business Development Officer
Tess Poland Vice President, Ambulatory Operations
Naomi Kuznets, PhD Vice President and Senior Director, AAAHC Institute for Quality Improvement
Meg Gravesmill, MBA, MPA Vice President, Hospital Operations, AAHHS
Kristine Mighion, MD, MBA Managing Director and CEO, Healthcare Consultants International
AAAHC Financial Summary
23
24. Like us on Facebook at facebook.com/AccreditationAssn
Find us on LinkedIn at linkedin.com/company/2430500
Follow us on Twitter at @AAAHC_QUALITY
Watch us on YouTube at youtube.com/user/AAAHC60077/videos
Accreditation Association for Ambulatory Health Care
aaahc.org
5250 Old Orchard Road, Suite 200
Skokie, IL 60077
Tel: 847.853.6060
Fax: 847.853.9028
info@aaahc.org
AAAHC Institute for Quality Improvement
aaahc.org/institute
5250 Old Orchard Road, Suite 250
Skokie, IL 60077
Tel: 847.853.6060
Fax: 847.853.6118
info@aaahc.org
Accreditation Association for Hospitals/Health Systems
aahhs.org
142 E. Ontario St., 10th floor
Chicago, IL 60611
Tel: 312.202.8062
Fax: 312.202.8362
info@aahs.org
Acreditas Global
acreditasglobal.org
5250 Old Orchard Road, Suite 200
Skokie, IL 60077
Tel: 847.853.6060
Fax: 847.853.9028
info@aaahc.org
Healthcare Consultants International
hciconsultants.com
5250 Old Orchard Road, Suite 360
Skokie, IL 60077
Tel: 888.982.6060
Fax: 847.853.9028
info@hciconsultants.com