Streamlining Your Medical Practice for Profitability and SuccessConventus
Conventus webinar video providing key success strategies and tactics for improving productivity, profitability, and patient care. The one-hour video features host Susan Lieberman of Conventus and Stevie Davidson of Health Informatics Consulting.
2013 10 utilizing member engagement to improve cahps scoresimagine.GO
The webinar discusses utilizing member engagement to improve scores on the Consumer Assessment of Healthcare Providers and Systems (CAHPS) survey. CAHPS scores are an important factor in reimbursement and ratings for healthcare providers and plans. The webinar outlines how CAHPS scores are calculated and impact reimbursement. It then discusses using the modelH business model canvas to develop strategies for improving member engagement through areas like care management, prevention/wellness programs, and rewards/incentives. Focusing engagement efforts on the most impactful customer segments and issues can help providers maximize their CAHPS scores and reimbursement.
The document discusses vendor credentialing in healthcare from multiple perspectives. It explores the two main schools of thought around credentialing - controlling access to hospitals for pricing negotiations versus ensuring safety and security. Experts from hospitals, suppliers, and credentialing companies provide opinions on which school is more prevalent and important. They also discuss efforts over the past year to develop universal standards and best practices for credentialing, but note more work still needs to be done. Opinions are given on how an ideal credentialing system could work to satisfy both providers and suppliers.
Contemporary issues in healthcare managementAj Raj
This document discusses contemporary issues in healthcare management. It describes healthcare management as overseeing hospitals, health systems, and public health. It outlines the unique aspects of healthcare including its products, people, processes, structure, technology, and focus on quality. Some key issues discussed are strategic management challenges like changing environments and costs; financial issues like budgeting and cost cutting; human resource concerns like staffing shortages and training; operations challenges like efficiency and patient satisfaction; and ensuring quality, ethics, and reducing legal risks. The document emphasizes the complexity of balancing high quality care with reducing costs in a rapidly changing healthcare system.
You work hard to design marketing and outreach strategies to attract referring physicians and grow referral volume. Learn how you can simplify the referral process to ensure you capture the volume you worked so hard to attain by downloading our white paper: Physician Marketing & Outreach, Omni-Channel Experience.
Read our brochure on how Prodacapo's Patient Level Costing and Information System works in NHS Mental Health Trusts.
The system is currently delivering successful results to eight NHS Mental Health Trusts.
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.
Streamlining Your Medical Practice for Profitability and SuccessConventus
Conventus webinar video providing key success strategies and tactics for improving productivity, profitability, and patient care. The one-hour video features host Susan Lieberman of Conventus and Stevie Davidson of Health Informatics Consulting.
2013 10 utilizing member engagement to improve cahps scoresimagine.GO
The webinar discusses utilizing member engagement to improve scores on the Consumer Assessment of Healthcare Providers and Systems (CAHPS) survey. CAHPS scores are an important factor in reimbursement and ratings for healthcare providers and plans. The webinar outlines how CAHPS scores are calculated and impact reimbursement. It then discusses using the modelH business model canvas to develop strategies for improving member engagement through areas like care management, prevention/wellness programs, and rewards/incentives. Focusing engagement efforts on the most impactful customer segments and issues can help providers maximize their CAHPS scores and reimbursement.
The document discusses vendor credentialing in healthcare from multiple perspectives. It explores the two main schools of thought around credentialing - controlling access to hospitals for pricing negotiations versus ensuring safety and security. Experts from hospitals, suppliers, and credentialing companies provide opinions on which school is more prevalent and important. They also discuss efforts over the past year to develop universal standards and best practices for credentialing, but note more work still needs to be done. Opinions are given on how an ideal credentialing system could work to satisfy both providers and suppliers.
Contemporary issues in healthcare managementAj Raj
This document discusses contemporary issues in healthcare management. It describes healthcare management as overseeing hospitals, health systems, and public health. It outlines the unique aspects of healthcare including its products, people, processes, structure, technology, and focus on quality. Some key issues discussed are strategic management challenges like changing environments and costs; financial issues like budgeting and cost cutting; human resource concerns like staffing shortages and training; operations challenges like efficiency and patient satisfaction; and ensuring quality, ethics, and reducing legal risks. The document emphasizes the complexity of balancing high quality care with reducing costs in a rapidly changing healthcare system.
You work hard to design marketing and outreach strategies to attract referring physicians and grow referral volume. Learn how you can simplify the referral process to ensure you capture the volume you worked so hard to attain by downloading our white paper: Physician Marketing & Outreach, Omni-Channel Experience.
Read our brochure on how Prodacapo's Patient Level Costing and Information System works in NHS Mental Health Trusts.
The system is currently delivering successful results to eight NHS Mental Health Trusts.
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.
University of Utah Health Exceptional Value Annual Report 2015University 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.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
In this webinar, Yvonne Chase of Mayo Clinic shares strategies to improve patient experience across the continuum of care - from pre-service to post-servcie activities. This presentation shares tools and processes used to streamline patient access, coordinate patient care and conduct patient follow-up post discharge - all while monitoring patient interactions to ensure clear and accurate communication from the first point of contact to the last.
Excellence in Operations For Hospital Operations Group No 4Dr Rahul Deshpande
Rockland Hospitals aim for excellence in operations through quality management. They seek to comply with quality standards, continually improve health and safety, and enhance staff competence. Their vision is to deliver high quality medical services through a team of caring professionals. They measure quality using the five dimensions of service quality: reliability, responsiveness, assurance, empathy, and tangibles. For each dimension, they have identified specific quality standards and targets across different stages of inpatient and outpatient care. This includes standards for patient registration, diagnostics, surgery, post-care, billing, and more. The goal is to achieve excellence by meeting these quality measures.
Experiences on Performance Management System in a Private Hospital Setting: T...Reynaldo Joson
The document discusses the experiences and perspectives of a consultant-adviser regarding performance management systems (PMS) in two private hospitals in the Philippines where he worked: Manila Doctors Hospital in 1999 and Ciudad Medical Zamboanga in 2009. The consultant provides thoughts, perceptions, opinions, and recommendations (TPORs) on: 1) the long journey towards performance excellence that may take at least 10 years of commitment and perseverance; 2) tools for evaluating the PMS at the hospital level including regular management reviews, internal/external audits, and balanced scorecards; and 3) factors to consider when pursuing various quality standards and accreditations.
Quality Medical Care presentation made to a major Pharm mfgr in 1998 at a national meeting. Purpose is to explain how pharm company could use gov mandates to add value to contracts with MCOs.
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
Team Hcrs Presentation Review Draft V2a 08 30 2011GCAPEL
The document summarizes the value proposition and approach of Team HCRS, which is comprised of HCRS Medical Coding, Auditing and Payment Integrity Specialists and TC3. Team HCRS provides medical coding, auditing, and payment integrity services to over 70 clients nationally. They have a multi-layered technology and human-driven approach that achieves high returns on investment through the identification and recovery of improper payments.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact?
Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients.
+ Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally
+ Learn how it is possible to segregate the impact of different touch points on the overall patient experience
+ See patient experience strategy maps that help inform investment decisions
+ Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others)
+ Learn some specific steps that can be taken to improve the hospital experience
Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."
University of Utah Health Exceptional Value Annual Report 2016University 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.
Great value propositions payer value deliveredCuro Consulting
Building a Payer value strategy is an incredibly complex process. We all look for the silver bullet: huge unmet need, great performance and an easy price target. In reality, most Market Access strategies are much more difficult. You may have significant unmet need and great performance but the economic challenges still need to be overcome…
What you'll learn:
• To achieve and manage successful MA strategies through a clear and pragmatic roadmap
• Insights into tools for MA management from flat files to web-based applications
• To deliver MA teams strategic aspirations
Addressing Medical Necessity Denials and RecoupmentsPYA, P.C.
With increased denials and recoupments related to medical necessity at the forefront of discussions at this year’s American Health Lawyers Association Institute on Medicare and Medicaid Payment Issues, PYA was prepared to inform and assist providers instituting best practices to address medical necessity denials. PYA Principal Denise Hall-Gaulin co-presented “Medical Status-Current Status/Key Best Practices in Prevention of Medical Necessity Denials and Recoupments” with Michael Spake, VP of External Affairs and Chief Compliance and Integrity Officer at Lakeland Regional Health.
The presentation included:
A discussion of medical necessity—what it means and what it affects
Information regarding medical necessity determinations and criteria for determination
Definitions for categorically excluded services
Criteria for admission (skilled nursing facilities and inpatient rehabilitation facilities included)
A study and Analysis of operational strategies employed in Apollo and Manipa...k Sravan
This document analyzes and compares the operations strategies of Apollo and Manipal Hospitals in India. It discusses how the private healthcare sector has grown significantly. Both hospitals aim to provide affordable and high-quality care. Apollo focuses on differentiation through diverse services under one brand. Manipal focuses on cost leadership through efficient supply chains and economies of scale. Both match strategic options to resources and implement operations strategies aligned with their corporate goals, such as Apollo adopting new technologies and Manipal improving infrastructure and professionalizing employees. Overall, the hospitals have increased market share through adaptive strategies and achieving operational excellence.
factors affecting to willingness to wait in Queues in Sri lankan supermarketskdore
This document discusses customer satisfaction and waiting times in queues. It first defines customer satisfaction and explains that it relates to meeting and exceeding customer expectations over long-term use of products or services. It then discusses that the major concern for customers in queues is waiting time. If customers can have a positive waiting experience and perceive the wait to be shorter than it actually is, they may be satisfied. The document then summarizes an article about factors that influence customers' willingness to wait in queues and perceptions of waiting time. It notes that existing literature has not examined how factors affecting waiting times in Sri Lankan supermarket queues influence customer satisfaction. The proposed research aims to identify these factors, examine their impact on satisfaction, and investigate how willingness to wait
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
Providers must deliver a holistic patient experience that extends beyond clinical care interactions. The current state of the patient experience is poor and getting worse according to surveys, with 81% of consumers unsatisfied. While providers see patient experience as important, they overestimate their performance by over 20 percentage points compared to consumer ratings. Improving patient experience can drive operational efficiencies and reduce costs while helping organizations achieve their missions. Providers must take a holistic view of patient experience, empower their staff, and thoughtfully invest in technologies to enhance the experience.
HRS provides healthcare executive relationship services and solution assessments focused on improving the patient experience and addressing challenges caused by ACA mandates. There are several challenges impacting the patient-provider relationship, including patient experience metrics that impact reimbursement, an increasing number of uninsured patients, constraints on caregiver capacity, becoming a data-driven organization, delivering integrated care throughout the patient lifecycle, accurate ordering and revenue cycle management, quickly implementing ACA requirements, transitioning to a value-based and patient-centric model with price transparency, and accelerating accurate claims cycles. HRS' solutions aim to address these challenges through approaches like accelerated learning, virtual offices, data analytics platforms, communication and workflow solutions, performance management, and improving order accuracy
The document discusses customer satisfaction and service marketing in hospitals. It defines patient satisfaction as the gap between a patient's expectations of hospital services and their actual perceptions. High patient satisfaction is important for hospitals to maintain in an increasingly competitive healthcare environment. The key aspects of service marketing discussed are the unique characteristics of services (intangibility, perishability, inseparability, and variability) and the challenges this presents for marketing services. The document also examines factors that can promote patient demand, such as availability, accessibility, affordability, promotion efforts, service quality, and addressing the specific needs of rural and low-income patients.
AHA Solutions is a subsidiary of the American Hospital Association that identifies and endorses products to help hospitals improve operational performance. It uses a rigorous Signature Due Diligence Process to evaluate vendors seeking endorsement. This involves an in-depth request for information, interviews, and reference checks. RL Solutions underwent this process and received endorsement for its RL6 risk management software. Both hospitals and endorsed vendors benefit from the endorsement. It provides credibility for vendors and saves hospitals time in vetting products.
Hospital Management Business Plan Powerpoint Presentation SlidesSlideTeam
Introducing our Hospital Management Business Plan PowerPoint Presentation Slides to help you build a firm foundation for the public health system. Select our professionally curated health administration PPT templates to provide an understanding of key demand and supply drivers like consumer demographics and geographics. Highlight the global medical spending statistics on crucial trends like robotics companions, ingestible health sensors, health technology, smart nutrition technology, and mobile applications through this PPT slideshow. You can employ our hospitality PowerPoint layouts to elaborate on building blocks of optimized health systems like technical content, management skills, operational and finance systems. Highlight the structure of important stakeholders and the importance of effective healthcare administration using these hospital sector PPT visuals. Showcase the framework of corporate and hospital tie-ups with our hospital network PowerPoint presentation in a well-organized format. Click the download button and make this healthcare management PowerPoint deck your source to educate the audiences about the essential public health services. These content-specific slides effectively convey the importance of proper medical care comprehensively. https://bit.ly/3tNrHhU
Clinical Transformation: Fundamentally Changing Clinical Processes to Achieve...Huron Consulting Group
The document discusses clinical transformation at Maine Medical Center through reducing variability in care for patients requiring mechanical ventilation and tracheostomies. A team was formed to standardize processes and reduce length of stay and costs for these patients. The team identified over 70 action items and set goals around reducing length of stay, increasing standardization and palliative care screening, improving patient satisfaction, and generating savings. Metrics were established and showed progress towards the goals over 12 months, including reduced length of stay, increased compliance with best practices, and over $1 million in savings.
This document discusses dependent eligibility audits, which involve third-party vendors verifying that dependents enrolled in an employer's health plan meet the plan's eligibility requirements. It covers:
1) Why employers conduct these audits, which is typically to identify ineligible dependents and save costs while preserving benefits.
2) The typical four stages of an audit: planning, verification where documentation is requested, a grace period, and follow through of removing ineligible dependents.
3) Key factors that impact the potential savings from an audit, such as industry, response rate, communications quality, and timeframe. On average, audits find 8% of dependents to be ineligible, saving $3,000
New Financial And Performance Metrics For Healthcare Industry From Brian WalkerBrian Walker
I examine what other industries are doing well from a marketing and financial perspective and how we can apply new thinking to the changing healthcare industry
University of Utah Health Exceptional Value Annual Report 2015University 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.
Bookends of the Patient Experience: Improvement Strategies from Admission to ...TraceByTWSG
In this webinar, Yvonne Chase of Mayo Clinic shares strategies to improve patient experience across the continuum of care - from pre-service to post-servcie activities. This presentation shares tools and processes used to streamline patient access, coordinate patient care and conduct patient follow-up post discharge - all while monitoring patient interactions to ensure clear and accurate communication from the first point of contact to the last.
Excellence in Operations For Hospital Operations Group No 4Dr Rahul Deshpande
Rockland Hospitals aim for excellence in operations through quality management. They seek to comply with quality standards, continually improve health and safety, and enhance staff competence. Their vision is to deliver high quality medical services through a team of caring professionals. They measure quality using the five dimensions of service quality: reliability, responsiveness, assurance, empathy, and tangibles. For each dimension, they have identified specific quality standards and targets across different stages of inpatient and outpatient care. This includes standards for patient registration, diagnostics, surgery, post-care, billing, and more. The goal is to achieve excellence by meeting these quality measures.
Experiences on Performance Management System in a Private Hospital Setting: T...Reynaldo Joson
The document discusses the experiences and perspectives of a consultant-adviser regarding performance management systems (PMS) in two private hospitals in the Philippines where he worked: Manila Doctors Hospital in 1999 and Ciudad Medical Zamboanga in 2009. The consultant provides thoughts, perceptions, opinions, and recommendations (TPORs) on: 1) the long journey towards performance excellence that may take at least 10 years of commitment and perseverance; 2) tools for evaluating the PMS at the hospital level including regular management reviews, internal/external audits, and balanced scorecards; and 3) factors to consider when pursuing various quality standards and accreditations.
Quality Medical Care presentation made to a major Pharm mfgr in 1998 at a national meeting. Purpose is to explain how pharm company could use gov mandates to add value to contracts with MCOs.
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
Team Hcrs Presentation Review Draft V2a 08 30 2011GCAPEL
The document summarizes the value proposition and approach of Team HCRS, which is comprised of HCRS Medical Coding, Auditing and Payment Integrity Specialists and TC3. Team HCRS provides medical coding, auditing, and payment integrity services to over 70 clients nationally. They have a multi-layered technology and human-driven approach that achieves high returns on investment through the identification and recovery of improper payments.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact?
Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients.
+ Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally
+ Learn how it is possible to segregate the impact of different touch points on the overall patient experience
+ See patient experience strategy maps that help inform investment decisions
+ Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others)
+ Learn some specific steps that can be taken to improve the hospital experience
Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."
University of Utah Health Exceptional Value Annual Report 2016University 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.
Great value propositions payer value deliveredCuro Consulting
Building a Payer value strategy is an incredibly complex process. We all look for the silver bullet: huge unmet need, great performance and an easy price target. In reality, most Market Access strategies are much more difficult. You may have significant unmet need and great performance but the economic challenges still need to be overcome…
What you'll learn:
• To achieve and manage successful MA strategies through a clear and pragmatic roadmap
• Insights into tools for MA management from flat files to web-based applications
• To deliver MA teams strategic aspirations
Addressing Medical Necessity Denials and RecoupmentsPYA, P.C.
With increased denials and recoupments related to medical necessity at the forefront of discussions at this year’s American Health Lawyers Association Institute on Medicare and Medicaid Payment Issues, PYA was prepared to inform and assist providers instituting best practices to address medical necessity denials. PYA Principal Denise Hall-Gaulin co-presented “Medical Status-Current Status/Key Best Practices in Prevention of Medical Necessity Denials and Recoupments” with Michael Spake, VP of External Affairs and Chief Compliance and Integrity Officer at Lakeland Regional Health.
The presentation included:
A discussion of medical necessity—what it means and what it affects
Information regarding medical necessity determinations and criteria for determination
Definitions for categorically excluded services
Criteria for admission (skilled nursing facilities and inpatient rehabilitation facilities included)
A study and Analysis of operational strategies employed in Apollo and Manipa...k Sravan
This document analyzes and compares the operations strategies of Apollo and Manipal Hospitals in India. It discusses how the private healthcare sector has grown significantly. Both hospitals aim to provide affordable and high-quality care. Apollo focuses on differentiation through diverse services under one brand. Manipal focuses on cost leadership through efficient supply chains and economies of scale. Both match strategic options to resources and implement operations strategies aligned with their corporate goals, such as Apollo adopting new technologies and Manipal improving infrastructure and professionalizing employees. Overall, the hospitals have increased market share through adaptive strategies and achieving operational excellence.
factors affecting to willingness to wait in Queues in Sri lankan supermarketskdore
This document discusses customer satisfaction and waiting times in queues. It first defines customer satisfaction and explains that it relates to meeting and exceeding customer expectations over long-term use of products or services. It then discusses that the major concern for customers in queues is waiting time. If customers can have a positive waiting experience and perceive the wait to be shorter than it actually is, they may be satisfied. The document then summarizes an article about factors that influence customers' willingness to wait in queues and perceptions of waiting time. It notes that existing literature has not examined how factors affecting waiting times in Sri Lankan supermarket queues influence customer satisfaction. The proposed research aims to identify these factors, examine their impact on satisfaction, and investigate how willingness to wait
The State of Consumer Healthcare: A Study of Patient ExperienceProphet
Providers must deliver a holistic patient experience that extends beyond clinical care interactions. The current state of the patient experience is poor and getting worse according to surveys, with 81% of consumers unsatisfied. While providers see patient experience as important, they overestimate their performance by over 20 percentage points compared to consumer ratings. Improving patient experience can drive operational efficiencies and reduce costs while helping organizations achieve their missions. Providers must take a holistic view of patient experience, empower their staff, and thoughtfully invest in technologies to enhance the experience.
HRS provides healthcare executive relationship services and solution assessments focused on improving the patient experience and addressing challenges caused by ACA mandates. There are several challenges impacting the patient-provider relationship, including patient experience metrics that impact reimbursement, an increasing number of uninsured patients, constraints on caregiver capacity, becoming a data-driven organization, delivering integrated care throughout the patient lifecycle, accurate ordering and revenue cycle management, quickly implementing ACA requirements, transitioning to a value-based and patient-centric model with price transparency, and accelerating accurate claims cycles. HRS' solutions aim to address these challenges through approaches like accelerated learning, virtual offices, data analytics platforms, communication and workflow solutions, performance management, and improving order accuracy
The document discusses customer satisfaction and service marketing in hospitals. It defines patient satisfaction as the gap between a patient's expectations of hospital services and their actual perceptions. High patient satisfaction is important for hospitals to maintain in an increasingly competitive healthcare environment. The key aspects of service marketing discussed are the unique characteristics of services (intangibility, perishability, inseparability, and variability) and the challenges this presents for marketing services. The document also examines factors that can promote patient demand, such as availability, accessibility, affordability, promotion efforts, service quality, and addressing the specific needs of rural and low-income patients.
AHA Solutions is a subsidiary of the American Hospital Association that identifies and endorses products to help hospitals improve operational performance. It uses a rigorous Signature Due Diligence Process to evaluate vendors seeking endorsement. This involves an in-depth request for information, interviews, and reference checks. RL Solutions underwent this process and received endorsement for its RL6 risk management software. Both hospitals and endorsed vendors benefit from the endorsement. It provides credibility for vendors and saves hospitals time in vetting products.
Hospital Management Business Plan Powerpoint Presentation SlidesSlideTeam
Introducing our Hospital Management Business Plan PowerPoint Presentation Slides to help you build a firm foundation for the public health system. Select our professionally curated health administration PPT templates to provide an understanding of key demand and supply drivers like consumer demographics and geographics. Highlight the global medical spending statistics on crucial trends like robotics companions, ingestible health sensors, health technology, smart nutrition technology, and mobile applications through this PPT slideshow. You can employ our hospitality PowerPoint layouts to elaborate on building blocks of optimized health systems like technical content, management skills, operational and finance systems. Highlight the structure of important stakeholders and the importance of effective healthcare administration using these hospital sector PPT visuals. Showcase the framework of corporate and hospital tie-ups with our hospital network PowerPoint presentation in a well-organized format. Click the download button and make this healthcare management PowerPoint deck your source to educate the audiences about the essential public health services. These content-specific slides effectively convey the importance of proper medical care comprehensively. https://bit.ly/3tNrHhU
Clinical Transformation: Fundamentally Changing Clinical Processes to Achieve...Huron Consulting Group
The document discusses clinical transformation at Maine Medical Center through reducing variability in care for patients requiring mechanical ventilation and tracheostomies. A team was formed to standardize processes and reduce length of stay and costs for these patients. The team identified over 70 action items and set goals around reducing length of stay, increasing standardization and palliative care screening, improving patient satisfaction, and generating savings. Metrics were established and showed progress towards the goals over 12 months, including reduced length of stay, increased compliance with best practices, and over $1 million in savings.
This document discusses dependent eligibility audits, which involve third-party vendors verifying that dependents enrolled in an employer's health plan meet the plan's eligibility requirements. It covers:
1) Why employers conduct these audits, which is typically to identify ineligible dependents and save costs while preserving benefits.
2) The typical four stages of an audit: planning, verification where documentation is requested, a grace period, and follow through of removing ineligible dependents.
3) Key factors that impact the potential savings from an audit, such as industry, response rate, communications quality, and timeframe. On average, audits find 8% of dependents to be ineligible, saving $3,000
New Financial And Performance Metrics For Healthcare Industry From Brian WalkerBrian Walker
I examine what other industries are doing well from a marketing and financial perspective and how we can apply new thinking to the changing healthcare industry
This document discusses various concepts and methods for quality management and improvement in the health sector. It covers definitions of quality, different frameworks for quality improvement like FADE and PDCA cycles, and factors that influence quality like structure, process and outcomes. It also discusses accreditation standards from organizations like JCI and ISO, and quality improvement models like Six Sigma. Patient education is presented as an important part of the quality improvement process.
Mh0059 – quality management in healthcare servicesStudy Stuff
This document provides information about getting fully solved assignments from professionals by emailing or calling with your semester and specialization details. It then provides a sample assignment on quality management in healthcare services. The assignment contains 6 questions asking to explain principles of quality healthcare, differentiate between six sigma and total quality management, explain implementing a quality management system in a healthcare organization, define accreditation and certification and list benefits, define total quality management and discuss its importance in healthcare, and discuss methods of performance evaluation in healthcare services. Answers are provided for each question.
This document summarizes a presentation on quality metrics and culture given at Habib University in Karachi. It discusses key quality metrics like lot acceptance rate, product complaint rate, and CAPA effectiveness. It also identifies attributes of a strong quality culture like leadership emphasis, message credibility, peer involvement, and employee ownership. Finally, it stresses that quality is everyone's responsibility and a mature quality system relies on systems thinking and a culture that prioritizes quality and continuous improvement.
Power Point Presentation made to a major pharmaceutical manufacturer in 1998. Identifies cause of Medical Crisis and how Pharm mfgrs can use regulations to add value to their contracts with MCOs.
Mh0059 – quality management in healthcare servicessmumbahelp
This document provides information about getting fully solved assignments for various MBA specializations and semesters by contacting a help email address or phone number. It includes sample assignment questions and answers related to quality management in healthcare services. The questions cover topics like principles of quality in healthcare, differentiating between Six Sigma and total quality management, implementing a quality management system in a healthcare organization, defining accreditation and certification and listing their benefits, defining total quality management and discussing its importance in healthcare, and discussing methods of performance evaluation in healthcare services.
The document discusses hospital accreditation in India. It defines hospital accreditation and outlines its key driving factors like consumer protection acts. The benefits of accreditation include ensuring quality care for patients, attracting foreign patients, and quality assurance. The major accrediting bodies in India are the National Accreditation Board for Hospitals (NABH) and the Quality Council of India (QCI). NABH has 10 chapters and 100 standards covering areas like patient care, medication management, and infection control. Benefits of NABH accreditation include improved patient outcomes and satisfaction. The document also summarizes two research studies on the impacts and effectiveness of healthcare accreditation standards.
Leveraging Data To Drive Strategy And Revenue Bw.Feb2011Brian Walker
Brian Walker discusses strategies for leveraging data to drive product line strategies and new revenue for hospitals. He explains how SRK helps hospitals improve enterprise strategy through balancing acquisition and retention, understanding customer behaviors and total financial contributions, and embracing customer relationship management. Walker also discusses specific metrics and strategies such as strategic halos, churn rate, total customer value, promotable products, physician impact, and lag time that can be used to build new revenue opportunities.
Shamisha Learning Center, Ahmedabad, Gujarat, India-Specialized Training, Workshops and courses on Quality, Regulatory, R & D, Supply Chain and Manufacturing
Here are the key cost management techniques and accounting principles used in the 1950s and 1960s:
1. Standard costing was widely used to set budgets and measure performance. Standard costs were established for direct materials, labor, and overhead for each product.
2. Actual costs were then compared to standard costs to measure variances from the budget. Major variances were investigated to identify opportunities for improvement.
3. Manufacturing overhead costs were allocated to products using allocation bases like direct labor hours or machine hours. Absorption costing was used to determine unit product costs and value inventory.
4. A heavy focus was placed on plant capacity and utilization through metrics like labor efficiency. Gross margin analysis also helped assess profitability
Total quality management (TQM) is a methodology that aims to continually improve processes and quality by drawing on principles from various fields like behavioral sciences, data analysis, economics, and process analysis. TQM focuses on meeting and exceeding customer expectations through quality planning, assurance, and control throughout the project lifecycle. It considers factors like customer satisfaction, teamwork, and continuous improvement. The implementation of TQM principles can help organizations improve quality, productivity, and competitiveness.
This document is an investor presentation for an unnamed company. It contains forward-looking statements and estimates relating to the company's performance. It notes that forward-looking statements involve risks and uncertainties. The presentation also discloses that it contains non-GAAP financial measures with reconciliations provided in an appendix. It provides an overview of the company's mission, solutions, competitive advantages, growth strategies and financials.
Criteria for Performance Excellence to Improve Pharmacy ServicesCompleteRx
- Enhance understanding of the Performance Excellence program and the impact on Healthcare organizations
- Be able to locate Process level and Results level items and how to begin
- Identify areas in the hospital pharmacy that can be impacted by the program
This document is an investor presentation for an unnamed company. It begins with standard legal disclaimers about forward-looking statements and the use of estimates in financial projections. Subsequent sections provide an overview of the company's mission and solutions in the healthcare industry, its strategic advantages, products and services, growth strategy, financial performance metrics, and appendix with adjusted EBITDA reconciliation. The presentation outlines the company's leadership position in key healthcare markets and analytics-driven approach to improving patient experience, clinical outcomes and reliability. It also reviews the company's financials including revenue growth, profitability, and debt leverage over time.
The Aequitas Group Capabilities Overview Q409bmeunier9
The Aequitas Group is a boutique strategic healthcare advisory firm that specializes in developing solutions to define and communicate a product's value. They deliver offerings in a disciplined, evidence-driven environment. Aequitas has experts from various healthcare fields and provides services across a product's lifecycle like clinical trials, market launch, reimbursement strategies, and more. Their goal is to maximize patient access through obtaining coverage, educating stakeholders, and navigating the regulatory landscape.
The document provides an overview of healthcare quality assurance. It defines quality, differentiates between the three aspects of quality, and identifies key dimensions of quality. It discusses that quality planning, measurement, and improvement are important for a quality assurance process. The document outlines various quality assurance concepts like the cost of quality, quality standards, Donabedian's paradigm, and the plan-do-check-act quality improvement cycle. It emphasizes that quality assurance focuses on systems and processes, uses data to analyze service delivery, and encourages a team approach to problem solving.
Here are some reflections on the quality of your work during the internship:
- You recognized areas for growth, such as distinguishing between material and immaterial items. This shows self-awareness, which is important for continuous improvement.
- You made an effort to exhaust your own options before asking questions, which shows initiative. At the same time, you learned not to wait too long to ask when needed. Finding this balance of independence and knowing when extra help is required is a valuable skill.
- Your focus on being able to work independently and asking good questions paid off, as you noted this became one of your strongest areas over time. Setting clear goals and priorities for yourself helped drive your development.
- Noticing
10 Benefits an EPCR Software should Bring to EMS Organizations Traumasoft LLC
The benefits of an ePCR solution should extend to the whole EMS organization, not just certain groups of people or certain departments. It should provide more than just a form for entering and a database for storing information. It should also include a workflow of how information is communicated, used and stored across the entire organization.
Test bank for karp s cell and molecular biology 9th edition by gerald karp.pdfrightmanforbloodline
Test bank for karp s cell and molecular biology 9th edition by gerald karp.pdf
Test bank for karp s cell and molecular biology 9th edition by gerald karp.pdf
Test bank for karp s cell and molecular biology 9th edition by gerald karp.pdf
Breast cancer: Post menopausal endocrine therapyDr. Sumit KUMAR
Breast cancer in postmenopausal women with hormone receptor-positive (HR+) status is a common and complex condition that necessitates a multifaceted approach to management. HR+ breast cancer means that the cancer cells grow in response to hormones such as estrogen and progesterone. This subtype is prevalent among postmenopausal women and typically exhibits a more indolent course compared to other forms of breast cancer, which allows for a variety of treatment options.
Diagnosis and Staging
The diagnosis of HR+ breast cancer begins with clinical evaluation, imaging, and biopsy. Imaging modalities such as mammography, ultrasound, and MRI help in assessing the extent of the disease. Histopathological examination and immunohistochemical staining of the biopsy sample confirm the diagnosis and hormone receptor status by identifying the presence of estrogen receptors (ER) and progesterone receptors (PR) on the tumor cells.
Staging involves determining the size of the tumor (T), the involvement of regional lymph nodes (N), and the presence of distant metastasis (M). The American Joint Committee on Cancer (AJCC) staging system is commonly used. Accurate staging is critical as it guides treatment decisions.
Treatment Options
Endocrine Therapy
Endocrine therapy is the cornerstone of treatment for HR+ breast cancer in postmenopausal women. The primary goal is to reduce the levels of estrogen or block its effects on cancer cells. Commonly used agents include:
Selective Estrogen Receptor Modulators (SERMs): Tamoxifen is a SERM that binds to estrogen receptors, blocking estrogen from stimulating breast cancer cells. It is effective but may have side effects such as increased risk of endometrial cancer and thromboembolic events.
Aromatase Inhibitors (AIs): These drugs, including anastrozole, letrozole, and exemestane, lower estrogen levels by inhibiting the aromatase enzyme, which converts androgens to estrogen in peripheral tissues. AIs are generally preferred in postmenopausal women due to their efficacy and safety profile compared to tamoxifen.
Selective Estrogen Receptor Downregulators (SERDs): Fulvestrant is a SERD that degrades estrogen receptors and is used in cases where resistance to other endocrine therapies develops.
Combination Therapies
Combining endocrine therapy with other treatments enhances efficacy. Examples include:
Endocrine Therapy with CDK4/6 Inhibitors: Palbociclib, ribociclib, and abemaciclib are CDK4/6 inhibitors that, when combined with endocrine therapy, significantly improve progression-free survival in advanced HR+ breast cancer.
Endocrine Therapy with mTOR Inhibitors: Everolimus, an mTOR inhibitor, can be added to endocrine therapy for patients who have developed resistance to aromatase inhibitors.
Chemotherapy
Chemotherapy is generally reserved for patients with high-risk features, such as large tumor size, high-grade histology, or extensive lymph node involvement. Regimens often include anthracyclines and taxanes.
Know the difference between Endodontics and Orthodontics.Gokuldas Hospital
Your smile is beautiful.
Let’s be honest. Maintaining that beautiful smile is not an easy task. It is more than brushing and flossing. Sometimes, you might encounter dental issues that need special dental care. These issues can range anywhere from misalignment of the jaw to pain in the root of teeth.
8 Surprising Reasons To Meditate 40 Minutes A Day That Can Change Your Life.pptxHolistified Wellness
We’re talking about Vedic Meditation, a form of meditation that has been around for at least 5,000 years. Back then, the people who lived in the Indus Valley, now known as India and Pakistan, practised meditation as a fundamental part of daily life. This knowledge that has given us yoga and Ayurveda, was known as Veda, hence the name Vedic. And though there are some written records, the practice has been passed down verbally from generation to generation.
DECLARATION OF HELSINKI - History and principlesanaghabharat01
This SlideShare presentation provides a comprehensive overview of the Declaration of Helsinki, a foundational document outlining ethical guidelines for conducting medical research involving human subjects.
Cell Therapy Expansion and Challenges in Autoimmune DiseaseHealth Advances
There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
Cell Therapy Expansion and Challenges in Autoimmune Disease
ACMQ NoonConference100527
1. American College of Medical Quality Noon Audio-conference Series 2010 Donald Fetterolf, MD, MBA, FACP Rahul Shah, MD, FAAP “ Economics and Finance in Medical Quality Management” The authors have no financial conflicts of interest with the material presented herein.
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3. Medical Quality Management Medical Quality Management American College of Medical Quality, 2009 “ Chapter 6: Economics and Finance in Medical Quality Management” Don Fetterolf, MD, MBA Rahul Shah, MD
30. Sample Balance Sheet. Balance Sheet: ABC Medical Corporation Balance Sheet As of December 31, 2002 Assets Current Assets Cash $ 50,000 Accounts Receivable 35,000 Total Current Assets $ 85,000 Non-current Assets Land $ 200,000 Medical Office Building 1,579,000 Equipment (net of depreciation) 250,000 Total Non-current Assets $2,029,000 Total Assets $2,114,000 Liabilities and Shareholders’ Equity Current Liabilities Accounts Payable to Supplier $ 25,000 Salaries Payable to Employees 32,000 Taxes Owed 52,000 Noncurrent Liabilities Notes Payable to Lenders $150,000 Total Liabilities $259,000 Shareholders’ Equity Common Stock $1,500,000 Retained Earnings 355,000 Total Shareholders’ Equity $1,855,000 Total Liabilities and Shareholders’ Equity $2,114,000
31. Income Statements Form of a Regular Income Statement Revenues Revenues $ 100 Expenses Variable Expenses $ 60 Fixed Expenses $ 20 Profit (Loss) $ 20
32. Income Statement: ABC Medical Corporation Income Statement For 2002 Revenues Patient Revenues $ 1,575,000 Consulting Income 85,000 Investment Income 2,000 Total Revenues $ 1,662,000 Expenses Salary of Partners 853,347 Staff Wages 235,645 Laboratory Fees 32,583 Administrative Expenses 75,495 Interest Expense 3,453 Insurance 23,453 Total Expenses $ 1,223,976 Net Income $ 438,024 Note: Categories come from the “chart of accounts” May leave out or in interest, taxes, depreciation, amortization: EBITDA “ Economic Value Added” may subtract the cost of capital.
33. Income Statements Form of a Contribution Income Statement PMPY* Total Members Affected 50,000 Revenues Variable Revenues $ 7 $350,000 Expenses Variable Expenses/Unit $ -5 $250,000 Contribution Margin $ 2 $100,000 Fixed Expenses $46,000 Profit (Loss) $54,000 __________ *PMPY = Per member per year. Note the definitions “at the margin”, “marginal cost” and “marginal profit” Note also the relationship with a “breakeven analysis” – you need at least 23,000 members to break even. Why?
34. Income Statements: Activity Based Cost Accounting – “ABC” Example of activity-based cost accounting. Product A B C Total Revenue Variable Revenue $50 $50 $20 $120 Expense Variable Expense $30 $ 5 $ 5 $ 40 Fixed Expense $15 $30 $ 5 $ 50 Profit (Loss) $ 5 $15 $10 $ 30 Note: The revenues, expenses, and profits can all contribute in various ways. Here, A the most costly item contributes the least profit, but you would still do it. Or would you?
35. Cash Flows: ABC Medical Corporation Statement of Cash Flows For 2002 Cash at the Beginning of the Period : $1,000,000 Operations Cash Flow from Operations $ 1,662,000 Investing Sale of Noncurrent Assets 0 Acquisition of Noncurrent Assets -30, 000 Total Cash Flow from Investing $ -30,000 Financing Issue of Partner Stock 50,000 Dividends - 2,000 Total Cash Flow from Financing $ 48,000 Net Change in Cash Flow $ 1,680,000 Cash at the Beginning of the Period : $ 2,680,000 Why do this? You don’t want to run out of cash even if you have lots of cash and assets.
49. Return on Investment in Quality and Medical Management P = Probability of Outcome $$$ Profitability/Impact of the Initiative Soft Hard Intangible
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52. Business Case for Quality: Case Studies Rahul K. Shah Assistant Professor of Otolaryngology and Pediatrics George Washington University Medical Center Children’s National Medical Center Washington, D.C.
65. Case 6 – Macroeconomic issues Health plan actuaries predict a flattening in the health care cost trend because costs “can’t keep getting higher.” They also note that economic analyses by the federal government (in a CMS report) suggest considerable debate about the leveling of costs in the near future. They admit that “provider reform” efforts by the federal government to control costs are doomed to failure, and that costs could keep going up. The Chief Medical Officer is asked to comment. He notes that costs are up in every category. He also notes that various classes of emerging technologies continue to arrive in increasing numbers, and that the demographics of the plan suggest that the aging population will continue to have a great effect on cost. The Vice President of Provider Relations observes that vertical and horizontal market consolidation in the area, as well as declining hospital margins, will make it unlikely that simple price controls will be effective, because reimbursements to hospitals may need to go up this year. He admits that providers also have not had a fee increase for some time, are being hit with rising malpractice premiums, and are unlikely to settle for any reduction in fees. He concedes that physicians may be leaving the state because of low reimbursement and high malpractice premiums and that Medicare recently had to retreat from a planned reduction in physician payment. In his view, multiple economic factors seem to point to continuously increasing costs. The group concludes that the percentage of the gross national product attributed to health care, now edging to 14%, will rise even higher. These national trends are likely to be reflected in local health plans as well cost drivers. The Chief Medical Officer is asked to participate in a workgroup in the plan to “brainstorm” methods of cost control. Several managers believe that cutting payments to physicians is the only way to reduce consumption of medical services. Others argue that better management of individuals will be the most cost-effective method. Still others maintain that the days of managed care are over, and that real cost savings will come through reducing unnecessary variation by applying quality tools. What should the Chief Medical Officer’s advice to the group be?
69. “ Estimating Clinical and Economic Impact in Case Management Programs.” Fetterolf, D. et al. Population Health Management. 13(2): 73-82 April/May 2010
70. The Business Case for Quality: Combining Medical Literature Research with Health Plan Data to Establish Value for Nonclinical Managers Fetterolf, D and West, R AJMQ, 2004
71. Presentation Advice From the Experts Fetterolf, D.. "Commentary: Presenting the Value of Medical Quality to Nonclinical Senior Management and Boards of Directors.." American Journal of Medical Quality. (18)1. Jan/Feb 2003. pp. 10-14.
72. Bibliography --Academy for Healthcare Management. Health Plan Finance and Risk Management. Atlanta, GA. Academy for Healthcare Management. 1999. --Baker, Judith. Activity-Based Costing and Activity-Based Management for Health Care. Aspen Publishers. 1998. --Berwick, D. Curing Health Care. New Strategies for Quality Improvement. San Francisco. Jossey-Bass. 1990. --Blissenbach, H. "Use of Cost-Consequence Models in Managed Care." Pharmacotherapy. (15)5. 1995. pp. 59s-61s. --Carey, R. and Lloyd, R. Measuring Quality Improvement in Healthcare. New York. Quality Resources. 1995. --Clancy, C. and Kamerow, D. "Evidence-Based Medicine Meets Cost-effectiveness Analysis." JAMA. (276)4. July 24/31, 1996. pp. 329-330. --Couch, JB. Health Care Quality Management for the 21st Century. Tampa, FL. Hillsboro Printing Co for the American College of Physician Executives. 1991. --Crosby, P. Quality is Free. New York. New American Library. 1979. --Crosby, P. Quality Without Tears. New York. McGraw Hill Book Company. 1984. --Donabedian, A. Explorations in Quality Assessment and Monitoring. Volume II. The Criteria and Standards of Quality. Health Administration Press. Ann Arbor. 1982. --Drummond, M. and McGuire, A. Economic Evaluation in Health Care. Merging Theory with Practice. Oxford University Press. 2001. --Drummond, M., O'Brien, B., Stoddart, G. and Torrance, G. Methods for the Evaluation of Health Care Programmes, 2nd Ed.. New York. Oxford Medical Publications. 1998.
73. Bibliography --Fetterolf, D. "Commentary: Presenting the Value of Medical Quality to Nonclinical Senior Management and Boards of Directors." American Journal of Medical Quality. (18)1. Jan/Feb 2003. pp. 10-14. --Fetterolf, D. Costs from a Third Party Payer Perspective, Chapter 20 in Quality and Cost in Neurological Surgery. Philadelphia. Lippincott, Williams and Wilkins. 2001. --Fetterolf, D. and West, R. “The Business Case for Quality: Combining Medical Literature Research with Health Plan Data to Establish Value for Non-Clinical Managers.” American Journal of Medical Quality. (19)2. March/April 2004. pp. 48-55. --Fetterolf,D. “Notes From the Field – The Economic Value Chain in Disease Management Organizations”. Disease Management . December 2006. pp 316-327. --Fetterolf, D., “Application of Disease Management Principles to Pregnancy and Delivery.” Stanziano, G. and Istwan, N. Disease Management. Disease Management. (11)3. 2008. pp 161-168. --Fetterolf, D. and Tucker, T. “Assessment of Medical Management Outcomes In Small Populations.” Disease Management. Population Health Management (11)5. 2008. pp. 233-239. --Fetterolf, D. et al. “Estimating Clinical and Economic Impact in Case Management Programs.” Population Health Management. 13(2): 73-82 April/May 2010 --Gafni, A. "Willingness to Pay in the Context of an Economic Evaluation of Healthcare Programs: Theory and Practice." Am. J. Man. Care. (3(suppl))S21-S32. 1997. --Galvin, R. "The Business Case for Quality. Developing a business case for quality will require a deliberate approach, with all economic parties at the table.." Health Affairs.Nov/Dec 2001. pp. 57-58. --Gladowski,P., Fetterolf, D, Beals, S., Holleran, MK, and Reich, S. “Analysis of a Large Cohort of HMO Patients with Congestive Heart Failure.” American Journal of Medical Quality . (18)2 April 2003.
74. Bibliography --Gold, M. et. al. Cost Effectiveness in Health and Medicine. Oxford University Press. 1996. --Hubbell, W. "Combining Economic Value Added and Activity Based Management." Journal of Cost Management. Spring 1996. pp. 18-29. --Plocher, D. and Brody, R. "Chapter 31, Disease Management and Return on Investment. In Best Practices in Medical Management." 1998. pp. 397-406.Santerre, R. and Neun, S. Health Economics: Theories, Insights, and Industry Studies. Chicago. Irwin. 1996. --Stephens, K. et al. "What is Economic Value Added? A practitioner's view. (corporate performance measure)." Business Credit. (99)4. pp. 39(4). --Torrance, G. "Preferences for Health Outcomes and Cost-Utility Analysis." The American Journal of Managed Care. (3(Suppl)). 1997. pp. S8-S20. --Walton, M. The Deming Management Method. New York, NY. Perigee Books. 1986. --Weinstein, M., Siegel, J., et al. "Recommendations of the Panel on Cost-Effectiveness in Health and Medicine." JAMA. (276)15. October 16, 1996. pp. 1253-1258.Wessels, WJ. Economics . Second Edition 1993.
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Editor's Notes
Philip Crosby James Crouch David Eddy Donald Berwick
I used to think politics is what makes the world go round. In fact, its economics.
To determine future value using compound interest : where PV is the present value , t is the number of compounding periods (not necessarily an integer), and i is the interest rate for that period. [1] Thus the future value increases exponentially with time when i is positive. The growth rate is given by the period, and i , the interest rate for that period. Alternatively the growth rate is expressed by the interest per unit time based on continuous compounding .
You make a pitch to a health plan for a medical management program that would cost $7 PMPY to implement. You are convinced, and the payer is convinced, that the savings would return at an ROI of 1.2 to one, or $8.40 PMPY If you were only offered $5 PMPY, you would be at a contribution margin of $0. You would need to either enroll more patients, or lower costs, so that the total profit was more than your fixed expenses overhead of $46,000. Or else withdraw the offer.