Dell Oliver, HCA - Speaker at the marcus evans National Healthcare CNO Summit 2012 held in Hollywood, FL, April 26-27, 2012, delivered his presentation on the topic Educational Pathways for the Incumbent Nursing Workforce
CALIFORNIA: TOP 10 Fertility Clinics 2016M Fe?ikov
This document summarizes fertility clinic rankings in California based on the GCR Index. The top 10 clinics are listed, with USC Reproductive Endocrinology and Infertility and Stanford Fertility and Reproductive Medicine Center ranked first based on their scores of 3.5 out of 5. The rankings are calculated using hundreds of performance indicators across four pillars: clinic expertise, facilities, services, and patient feedback. The GCR aims to help patients compare clinics and help clinics understand their reputation in order to improve patient satisfaction.
California: TOP 10 Fertility Clinics 2016GCRclinics
The GCR - Global Clinic Rating, the leading provider of healthcare clinic ratings worldwide, aggregated and analyzed fertility clinics throughout the California during 2016 including clinics in Los Angeles, Newport Beach, Tarzana, Beverly Hills and San Diego.
A total of 222 fertility clinics were included in the study. The average GCR fertility clinic quality score was 2.22, demonstrating the huge range of rising healthcare standards available in the country.
The GCR - Global Clinic Rating, the leading provider of healthcare clinic ratings worldwide, aggregated and analyzed fertility clinics throughout the Texas during 2016 including fertility clinics in Houston, Dallas, Austin, San Antonio and El Paso.
A total of 81 fertility clinics were included in the study. The average GCR fertility clinic quality score was 2.8, demonstrating the huge range of rising healthcare standards available in the country.
HCA IT&S is pursuing a flexible sourcing strategy to manage its growing IT needs. It sources some projects using internal staff, and supplements those teams with external partners for additional capacity or specialized skills. This allows HCA to leverage existing staff while gaining access to new technologies. Critical to the strategy's success is establishing the right sourcing model for each project based on factors like risk, skills required, and timelines. The flexible approach aims to support employees while providing the best resources for various types of IT work.
Payer-Provider Summit Boston 2014 - Presentation "Payer-Provider Partnership Models for Health Care Innovation" with Tom Olenzak, Director, Independence Blue Cross
Using the Perioperative Surgical Home as a Model to Implement CJRWellbe
Watch the webinar on youtube: https://youtu.be/rNaU_P2mHXE
The transition to value-based care models has increased pressure to deliver high quality and cost effective care. The medical home concept has gained traction in the primary care setting, and now, the perioperative surgical home has the potential to improve patient satisfaction, outcomes, and cost-effectiveness in the acute setting.
Dr. Zeev Kain, Chancellor’s Professor of Anesthesiology and former Associate Dean of Clinical Operations at University of California at Irvine Health, will share challenges and lessons learned implementing their Joint Replacement Surgical Home to provide more coordinated, standardized care.
What you’ll learn:
– An overview of the Perioperative Surgical Home model, and how it can improve outcomes while reducing cost
– Lessons learned from UC Irvine’s implementation of a Joint Replacement Surgical Home
– Considerations for implementing a Perioperative Surgical Home in your organization
About the Speaker:
Zeev N. Kain is a Chancellor’s Professor of Anesthesiology & Pediatrics & Psychiatry and the Chair of the Department of Anesthesiology & Perioperative Care at UC Irvine Health. Dr. Kain completed residency training in Pediatrics and Anesthesiology, a fellowship in Pediatric Anesthesia and was received an MBA from Columbia University. After 19 years at Yale University he joined UC Irvine Health in 2008. Dr. Kain has had continuous NIH funding since 1996 and had published over 200 publications in the peer-reviewed literature. His main research focus was stress in children undergoing surgery and invasive procedures.
Dr. Kain established the annual summit on the Perioperative Surgical Home and is a member of the steering committee of a 43 hospital collaborative on this topic. His training in Lean Six Sigma and his MBA and his management background have enabled him to embark on the quest to make the Perioperative Surgical Home ubiquitous at UC Irvine Health and to help bring this care model to institutions nationally.
Health Services Tax Conference May 18-19, 2015, Presentations included: Mega Trends and the Impact on Healthcare, The Healthcare Industry: A View from Washington and The New Health Economy.
mHealth Israel_Cleveland Clinic background_Tom Sudow, Director of Business De...Levi Shapiro
Cleveland Clinic is a non-profit academic medical center that provides clinical care and is a leader in research, innovation, education, and health information. It has integrated care across its hospitals, clinics, and other facilities using electronic medical records.
CALIFORNIA: TOP 10 Fertility Clinics 2016M Fe?ikov
This document summarizes fertility clinic rankings in California based on the GCR Index. The top 10 clinics are listed, with USC Reproductive Endocrinology and Infertility and Stanford Fertility and Reproductive Medicine Center ranked first based on their scores of 3.5 out of 5. The rankings are calculated using hundreds of performance indicators across four pillars: clinic expertise, facilities, services, and patient feedback. The GCR aims to help patients compare clinics and help clinics understand their reputation in order to improve patient satisfaction.
California: TOP 10 Fertility Clinics 2016GCRclinics
The GCR - Global Clinic Rating, the leading provider of healthcare clinic ratings worldwide, aggregated and analyzed fertility clinics throughout the California during 2016 including clinics in Los Angeles, Newport Beach, Tarzana, Beverly Hills and San Diego.
A total of 222 fertility clinics were included in the study. The average GCR fertility clinic quality score was 2.22, demonstrating the huge range of rising healthcare standards available in the country.
The GCR - Global Clinic Rating, the leading provider of healthcare clinic ratings worldwide, aggregated and analyzed fertility clinics throughout the Texas during 2016 including fertility clinics in Houston, Dallas, Austin, San Antonio and El Paso.
A total of 81 fertility clinics were included in the study. The average GCR fertility clinic quality score was 2.8, demonstrating the huge range of rising healthcare standards available in the country.
HCA IT&S is pursuing a flexible sourcing strategy to manage its growing IT needs. It sources some projects using internal staff, and supplements those teams with external partners for additional capacity or specialized skills. This allows HCA to leverage existing staff while gaining access to new technologies. Critical to the strategy's success is establishing the right sourcing model for each project based on factors like risk, skills required, and timelines. The flexible approach aims to support employees while providing the best resources for various types of IT work.
Payer-Provider Summit Boston 2014 - Presentation "Payer-Provider Partnership Models for Health Care Innovation" with Tom Olenzak, Director, Independence Blue Cross
Using the Perioperative Surgical Home as a Model to Implement CJRWellbe
Watch the webinar on youtube: https://youtu.be/rNaU_P2mHXE
The transition to value-based care models has increased pressure to deliver high quality and cost effective care. The medical home concept has gained traction in the primary care setting, and now, the perioperative surgical home has the potential to improve patient satisfaction, outcomes, and cost-effectiveness in the acute setting.
Dr. Zeev Kain, Chancellor’s Professor of Anesthesiology and former Associate Dean of Clinical Operations at University of California at Irvine Health, will share challenges and lessons learned implementing their Joint Replacement Surgical Home to provide more coordinated, standardized care.
What you’ll learn:
– An overview of the Perioperative Surgical Home model, and how it can improve outcomes while reducing cost
– Lessons learned from UC Irvine’s implementation of a Joint Replacement Surgical Home
– Considerations for implementing a Perioperative Surgical Home in your organization
About the Speaker:
Zeev N. Kain is a Chancellor’s Professor of Anesthesiology & Pediatrics & Psychiatry and the Chair of the Department of Anesthesiology & Perioperative Care at UC Irvine Health. Dr. Kain completed residency training in Pediatrics and Anesthesiology, a fellowship in Pediatric Anesthesia and was received an MBA from Columbia University. After 19 years at Yale University he joined UC Irvine Health in 2008. Dr. Kain has had continuous NIH funding since 1996 and had published over 200 publications in the peer-reviewed literature. His main research focus was stress in children undergoing surgery and invasive procedures.
Dr. Kain established the annual summit on the Perioperative Surgical Home and is a member of the steering committee of a 43 hospital collaborative on this topic. His training in Lean Six Sigma and his MBA and his management background have enabled him to embark on the quest to make the Perioperative Surgical Home ubiquitous at UC Irvine Health and to help bring this care model to institutions nationally.
Health Services Tax Conference May 18-19, 2015, Presentations included: Mega Trends and the Impact on Healthcare, The Healthcare Industry: A View from Washington and The New Health Economy.
mHealth Israel_Cleveland Clinic background_Tom Sudow, Director of Business De...Levi Shapiro
Cleveland Clinic is a non-profit academic medical center that provides clinical care and is a leader in research, innovation, education, and health information. It has integrated care across its hospitals, clinics, and other facilities using electronic medical records.
Do you believe that all data should be encrypted Many computing p.docxmadlynplamondon
Do you believe that all data should be encrypted? Many computing professionals think this is a good idea. But a small number of computing experts feel that no data should be encrypted—that all data and software should be openly available to anyone who wants it
Post your initial DISCUSSION response and reply to discussions posted by two other students.
(Will attach discussions posted by class soon)
HCS/499 v4
Stevens District Hospital Plan
HCS/499 v4
Page 8 of 8
Strategic Planning ScenarioBackground
Stevens District Hospital is a 162-bed acute care hospital that is qualified as a not for profit facility. The hospital was originally a county-owned facility and its status was transferred to an independent facility three years ago. The hospital receives no external funding from government agencies for operations. The hospital is accredited by The Joint Commission and received reaccreditation during their triannual survey last year. The hospital has an aggressive quality management program and a low volume of medical malpractice claims. The hospital is located in Jefferson City, which is a city of 50,000 with 80,000 in the regional market. The hospital provides a general range of acute care services, including medical/surgical, rehab, and emergency care. Current Performance AnalysisMission and Vision
Our mission: To improve health by providing high-quality care, a comprehensive range of services, and exceptional service.
Our vision: Stevens District Hospital and its affiliates will be the health care provider of choice for physicians and patients. Our five year vision is to create a large, multispecialty physician practice system that would include at least six family practice physicians and specialists in cardiology, oncology, and women’s services. Currently, the hospital employs three family practice physicians, one obstetrician, one medical oncologist, and one non-invasive cardiologist. Previous Strategic Plan Review
Goal
Accomplishments
Increase market share by recruiting three family practice physicians.
The hospital was able to recruit only one family practice physician to increase primary care market this past year. The limited number of state medical school graduates makes local recruitment difficult.
Improve quality HCAHPS scores in all six criteria to a baseline of the 85th percentile.
The hospital improved HCAHPS scores in four of six criteria. Lagging elements in HCAHPS scores are inpatient patient satisfaction and primary care patient satisfaction.Market Forces Affecting the HospitalVolumes
Patients
The continued growth of chronic disease will require changes to the care management model.
Percent of Population by Age
Five Years Ago
Five Years From Now
Under 18
24
18
18 to 44
46
32
45 to 65
26
30
Over 65
4
20
More than 53 percent of residents have at least some college education, with just over 29 percent having an associate, bachelor’s, or graduate degree. More than 90 percent of residents have at least a high school diploma. ...
Alliance Community Hospital on a mission towards Clinical TransformationVitreosHealth
Innovative initiatives that made Alliance Community Hospital a step ahead towards clinical transformation by providing better care delivery to its community. For more details visit: http://vitreoshealth.com/index.php/success-stories
Strategic Recommendations for Janssen PharmaceuticalsMichael Diaz
While working with the Hult Impact Challenge, we were tasked with Identifying and commercializing the most promising and highest value solution to intercept gestational diabetes (GDM), under the direction of the Disease Interception Accelerator of Janssen Research and Development, LLC.
In this presentation, Harold Miller, president and CEO of the Center for Healthcare Quality and Payment Reform, discusses how to lower healthcare costs and deliver higher quality of care without threatening to cut physician payments. The key is a physician-led healthcare future.
There is an overwhelming confluence of interests, incen6ves, and macro-environmental forces that will disrupt the healthcare industry and drive real change.
Dirigo Health Reform was enacted in Maine in 2003 to improve healthcare quality, lower cost growth, and expand access. It established DirigoChoice, a subsidized insurance program for small businesses, individuals, and families below 300% of the federal poverty level. It also strengthened healthcare regulations. While it helped lower uninsured rates and slow premium growth in Maine, financing DirigoHealth through a system of shared public obligation proved controversial. The reform serves as an example of a state experimenting with healthcare solutions that could potentially be adopted nationally if proven successful.
Know & Go Friday March 2015: Accountable Care OrganizationsAgnesian HealthCare
This document provides an overview of Accountable Care Organizations (ACOs) from the perspective of Agnesian HealthCare. It discusses:
- The origins of ACOs in the Affordable Care Act as a way to improve quality and limit unnecessary healthcare spending.
- Why Agnesian HealthCare joined the Integrated Health Network of Wisconsin (IHN) ACO, including lack of expertise to start their own and need for scale and credibility.
- How being in an ACO benefits Agnesian HealthCare and patients through greater care coordination, risk assessment, and use of data to improve outcomes and apply best practices.
- Examples of how ACO participation has helped Agnesian HealthCare improve services
Academy Physicians is physician job finder agency that focused on recruiting physicians and other providers for hospitals and group practices nationwide. If you are looking for a physician job please visit: www.academyphysicians.com
How to survive cms's most recent 3% hospital readmissions penalties increase Health Catalyst
Hospital readmissions rates are now at 3 percent, which means that health systems are feeling the financial burden of decreased payments from Medicare. They also need to track two more 30-day readmission rates. While there aren’t any new penalty measures planned for 2016, coronary artery bypass grafts will be added as yet another measure to track in 2017. By using three strategies to reduce readmission rates, health systems will experience better outcomes and decreased penalties. The three strategies include the following: (1) implementing a data warehouse that provides a single source of truth; (2) engaging a multidisciplinary team to lead the improvement efforts; (3) installing a sophisticated analytics platform.
Join HRG Executive Director of CBO Services, Cassie Wise, as she discusses how to keep AR results stable when revenue is anything but stable. In this webinar, you will learn about the current state of Healthcare Accounts Receivable across America due to COVID-19 and understand different ways to calculate Accounts Receivable performance when there are large revenue fluctuations. You will walk away with steps to monitor your AR to ensure you are ahead of any potential cash and/or AR resolution disruptions.
Presentation: Leading the Change In Healthcare Education and Delivery: how to surmount the barriers.
Presented by: Dalal Haldeman, Senior Vice President, Marketing and Communications, John Hopkins Medicine
What does the triple aim really mean and how do we get there? How can strong brands in healthcare influence outcomes, research and patient wellbeing for a healthier future in America and in the world.
The document describes a family engagement platform called Medifies that provides updates to families of patients during hospital visits. Some key points:
- Medifies allows hospitals to communicate in real-time with families during no visitor policies like COVID through mobile updates from anywhere.
- It improves staff efficiency by reducing inbound call volume to clinicians by up to 75%.
- The platform also helps hospitals with patient acquisition by capturing data on family members that can be exported to their CRM. Up to 5% of family members may become future patients.
An actionable summary of the MIPS Merit-Incentive Based Payment System, MACRA (or the Quality Payment Program), and how to approach value-based healthcare.
Kaiser Permanente serves more than 9 million members in eight sates and the District of Columbia, Kaiser Permanente is one of the nation's leading health care providers and not-for-profit health plans.
The Role of Issuers, Assisters, and Providers on Health Insurance LiteracyEnroll America
Generally speaking, people do not need to be health insurance experts to retain coverage, but they do need effective tools and resources at the appropriate times to make informed decisions. Assisters, issuers, and providers all have a role to play in providing consumers with easy-to-understand information about health insurance and using their coverage. Hear directly from these stakeholders about how they empower consumers to make smart decisions, and how to leverage opportunities to work together leading up to and during the third open enrollment period.
Hospitals: Tactics for Getting Uninsured Patients Covered in the MarketplaceEnroll America
The document discusses strategies that hospitals can use to help enroll uninsured patients in health insurance plans. It begins with an overview of efforts at University Medical Center in El Paso, Texas to support enrollment, such as having certified application counselors on staff and hosting enrollment events. Next, it describes outreach activities conducted by Denver Health, including enrolling patients at community health centers, using a mobile enrollment van, and enrolling students at school-based health clinics. Finally, it discusses a multi-encounter engagement program run by CSRA, Inc. in Atlanta to identify and enroll uninsured patients, which involves calling patients multiple times, using volunteers, and scheduling enrollment appointments.
Top 7 Financial Healthcare Trends and Challenges for 2016Health Catalyst
Healthcare financial leaders will encounter a myriad of challenges and improvement opportunities in 2016. This year will force health system financial leadership to focus and prioritize, with challenges including increased healthcare spending, continued momentum toward value-based care, and the need to reexamine the revenue cycle after years of focusing so intently on ICD-10. But 2016’s financial healthcare trends include more than just challenges; exciting opportunities abound, from using technology to engage patients to a national focus on population health.
For the past several years, Bobbi Brown, our Vice President of Financial Engagement, has shared her predictions on trends and challenges that face the industry. We are happy to give the opportunity once again this year with a new webinar highlighting her top seven financial healthcare trends of 2016. Bobbi will also share the attributes necessary for healthcare leaders—particularly the characteristics of effective change leaders (resilient, collaborative, and inspirational)—to overcome challenges and make improvements to stay ahead of the curve in 2016.
Attendees will understand
The impact of these top seven trends to their organization.
Where to focus their quality improvement and efforts
How these 2016 trends will increase the need for healthcare data analytics.
It's always interesting to look ahead and try to predict what might or might not happen. Come prepared to share your opinions, vote on Bobbi’s predictions, and join in for a candid and lively conversation.
HCS499 v4Stevens District Hospital PlanHCS499 v4Page 8 of .docxshericehewat
HCS/499 v4
Stevens District Hospital Plan
HCS/499 v4
Page 8 of 8
Strategic Planning ScenarioBackground
Stevens District Hospital is a 162-bed acute care hospital that is qualified as a not for profit facility. The hospital was originally a county-owned facility and its status was transferred to an independent facility three years ago. The hospital receives no external funding from government agencies for operations. The hospital is accredited by The Joint Commission and received reaccreditation during their triannual survey last year. The hospital has an aggressive quality management program and a low volume of medical malpractice claims. The hospital is located in Jefferson City, which is a city of 50,000 with 80,000 in the regional market. The hospital provides a general range of acute care services, including medical/surgical, rehab, and emergency care. Current Performance AnalysisMission and Vision
Our mission: To improve health by providing high-quality care, a comprehensive range of services, and exceptional service.
Our vision: Stevens District Hospital and its affiliates will be the health care provider of choice for physicians and patients. Our five year vision is to create a large, multispecialty physician practice system that would include at least six family practice physicians and specialists in cardiology, oncology, and women’s services. Currently, the hospital employs three family practice physicians, one obstetrician, one medical oncologist, and one non-invasive cardiologist. Previous Strategic Plan Review
Goal
Accomplishments
Increase market share by recruiting three family practice physicians.
The hospital was able to recruit only one family practice physician to increase primary care market this past year. The limited number of state medical school graduates makes local recruitment difficult.
Improve quality HCAHPS scores in all six criteria to a baseline of the 85th percentile.
The hospital improved HCAHPS scores in four of six criteria. Lagging elements in HCAHPS scores are inpatient patient satisfaction and primary care patient satisfaction.Market Forces Affecting the HospitalVolumes
Patients
The continued growth of chronic disease will require changes to the care management model.
Percent of Population by Age
Five Years Ago
Five Years From Now
Under 18
24
18
18 to 44
46
32
45 to 65
26
30
Over 65
4
20
More than 53 percent of residents have at least some college education, with just over 29 percent having an associate, bachelor’s, or graduate degree. More than 90 percent of residents have at least a high school diploma.
The average unemployment rate in the county is 9.9 percent:
Market Share Distribution Percentage With a Major Competitor
Five Years Ago
Last Year
Stevens District Hospital
48
35
Competitor
30
43
Out of County Hospitals
22
22
Patient Origin by Zip Code
96101 is Stevens District Hospital zip code
94963 is major competitor hospital zip code
Increases in the percent of population with chronic disea ...
Modern Physician-Hospital Affiliations in an Era of Increased Fraud and Abuse...PYA, P.C.
PYA Senior Manager Chris Beckham co-presented “Modern Physician-Hospital Affiliations in an Era of Increased Fraud and Abuse Scrutiny” with Ross Burris of Polsinelli at the American Health Lawyer Association’s (AHLA) Physicians and Hospitals Law Institute, February 8-10, 2016.
2019 의료IT의 미래 : 서울대학병원 정밀의학 데이터 플랫폼 도입 사례 - 김경환 실장, 서울대학병원 / 전제민 교육부문 이사, AWS...Amazon Web Services Korea
2019 의료IT의 미래 : 서울대학병원 정밀의학 데이터 플랫폼 도입 사례
김경환 실장, 서울대학병원
전제민 교육부문 이사, AWS
최근 의료 클라우드의 관련 규제 개정 및 클라우드 컴퓨팅 도입을 통한 빅데이터 분석, 인지 컴퓨팅을 활용하는 의료기관들의 사례가 늘고 있습니다. 서울대학병원의 아태지역 최초 암 정밀 의료 플랫폼 도입 사례를 통해 시사점 및 의료 IT 사업의 현재와 미래를 공유합니다.
How Pakistan Can Address the Clinical Trial Patient Recruitment Challenge - ...marcus evans Network
Ahead of the marcus evans Evolution Summit 2024 and the Evolution Europe Summit 2024, read here an interview with Dr Murtaza Hussain discussing why pharma companies should consider Pakistan for conducting clinical trials.
Aaron Musgrove of The Brand Makers, a sponsor company at the marcus evans CMO Summit 2023, discusses how CMOs can ensure branded gifts add value to a marketing campaign.
More Related Content
Similar to Educational Pathways for the Incumbent Nursing Workforce - Dell Oliver, HCA
Do you believe that all data should be encrypted Many computing p.docxmadlynplamondon
Do you believe that all data should be encrypted? Many computing professionals think this is a good idea. But a small number of computing experts feel that no data should be encrypted—that all data and software should be openly available to anyone who wants it
Post your initial DISCUSSION response and reply to discussions posted by two other students.
(Will attach discussions posted by class soon)
HCS/499 v4
Stevens District Hospital Plan
HCS/499 v4
Page 8 of 8
Strategic Planning ScenarioBackground
Stevens District Hospital is a 162-bed acute care hospital that is qualified as a not for profit facility. The hospital was originally a county-owned facility and its status was transferred to an independent facility three years ago. The hospital receives no external funding from government agencies for operations. The hospital is accredited by The Joint Commission and received reaccreditation during their triannual survey last year. The hospital has an aggressive quality management program and a low volume of medical malpractice claims. The hospital is located in Jefferson City, which is a city of 50,000 with 80,000 in the regional market. The hospital provides a general range of acute care services, including medical/surgical, rehab, and emergency care. Current Performance AnalysisMission and Vision
Our mission: To improve health by providing high-quality care, a comprehensive range of services, and exceptional service.
Our vision: Stevens District Hospital and its affiliates will be the health care provider of choice for physicians and patients. Our five year vision is to create a large, multispecialty physician practice system that would include at least six family practice physicians and specialists in cardiology, oncology, and women’s services. Currently, the hospital employs three family practice physicians, one obstetrician, one medical oncologist, and one non-invasive cardiologist. Previous Strategic Plan Review
Goal
Accomplishments
Increase market share by recruiting three family practice physicians.
The hospital was able to recruit only one family practice physician to increase primary care market this past year. The limited number of state medical school graduates makes local recruitment difficult.
Improve quality HCAHPS scores in all six criteria to a baseline of the 85th percentile.
The hospital improved HCAHPS scores in four of six criteria. Lagging elements in HCAHPS scores are inpatient patient satisfaction and primary care patient satisfaction.Market Forces Affecting the HospitalVolumes
Patients
The continued growth of chronic disease will require changes to the care management model.
Percent of Population by Age
Five Years Ago
Five Years From Now
Under 18
24
18
18 to 44
46
32
45 to 65
26
30
Over 65
4
20
More than 53 percent of residents have at least some college education, with just over 29 percent having an associate, bachelor’s, or graduate degree. More than 90 percent of residents have at least a high school diploma. ...
Alliance Community Hospital on a mission towards Clinical TransformationVitreosHealth
Innovative initiatives that made Alliance Community Hospital a step ahead towards clinical transformation by providing better care delivery to its community. For more details visit: http://vitreoshealth.com/index.php/success-stories
Strategic Recommendations for Janssen PharmaceuticalsMichael Diaz
While working with the Hult Impact Challenge, we were tasked with Identifying and commercializing the most promising and highest value solution to intercept gestational diabetes (GDM), under the direction of the Disease Interception Accelerator of Janssen Research and Development, LLC.
In this presentation, Harold Miller, president and CEO of the Center for Healthcare Quality and Payment Reform, discusses how to lower healthcare costs and deliver higher quality of care without threatening to cut physician payments. The key is a physician-led healthcare future.
There is an overwhelming confluence of interests, incen6ves, and macro-environmental forces that will disrupt the healthcare industry and drive real change.
Dirigo Health Reform was enacted in Maine in 2003 to improve healthcare quality, lower cost growth, and expand access. It established DirigoChoice, a subsidized insurance program for small businesses, individuals, and families below 300% of the federal poverty level. It also strengthened healthcare regulations. While it helped lower uninsured rates and slow premium growth in Maine, financing DirigoHealth through a system of shared public obligation proved controversial. The reform serves as an example of a state experimenting with healthcare solutions that could potentially be adopted nationally if proven successful.
Know & Go Friday March 2015: Accountable Care OrganizationsAgnesian HealthCare
This document provides an overview of Accountable Care Organizations (ACOs) from the perspective of Agnesian HealthCare. It discusses:
- The origins of ACOs in the Affordable Care Act as a way to improve quality and limit unnecessary healthcare spending.
- Why Agnesian HealthCare joined the Integrated Health Network of Wisconsin (IHN) ACO, including lack of expertise to start their own and need for scale and credibility.
- How being in an ACO benefits Agnesian HealthCare and patients through greater care coordination, risk assessment, and use of data to improve outcomes and apply best practices.
- Examples of how ACO participation has helped Agnesian HealthCare improve services
Academy Physicians is physician job finder agency that focused on recruiting physicians and other providers for hospitals and group practices nationwide. If you are looking for a physician job please visit: www.academyphysicians.com
How to survive cms's most recent 3% hospital readmissions penalties increase Health Catalyst
Hospital readmissions rates are now at 3 percent, which means that health systems are feeling the financial burden of decreased payments from Medicare. They also need to track two more 30-day readmission rates. While there aren’t any new penalty measures planned for 2016, coronary artery bypass grafts will be added as yet another measure to track in 2017. By using three strategies to reduce readmission rates, health systems will experience better outcomes and decreased penalties. The three strategies include the following: (1) implementing a data warehouse that provides a single source of truth; (2) engaging a multidisciplinary team to lead the improvement efforts; (3) installing a sophisticated analytics platform.
Join HRG Executive Director of CBO Services, Cassie Wise, as she discusses how to keep AR results stable when revenue is anything but stable. In this webinar, you will learn about the current state of Healthcare Accounts Receivable across America due to COVID-19 and understand different ways to calculate Accounts Receivable performance when there are large revenue fluctuations. You will walk away with steps to monitor your AR to ensure you are ahead of any potential cash and/or AR resolution disruptions.
Presentation: Leading the Change In Healthcare Education and Delivery: how to surmount the barriers.
Presented by: Dalal Haldeman, Senior Vice President, Marketing and Communications, John Hopkins Medicine
What does the triple aim really mean and how do we get there? How can strong brands in healthcare influence outcomes, research and patient wellbeing for a healthier future in America and in the world.
The document describes a family engagement platform called Medifies that provides updates to families of patients during hospital visits. Some key points:
- Medifies allows hospitals to communicate in real-time with families during no visitor policies like COVID through mobile updates from anywhere.
- It improves staff efficiency by reducing inbound call volume to clinicians by up to 75%.
- The platform also helps hospitals with patient acquisition by capturing data on family members that can be exported to their CRM. Up to 5% of family members may become future patients.
An actionable summary of the MIPS Merit-Incentive Based Payment System, MACRA (or the Quality Payment Program), and how to approach value-based healthcare.
Kaiser Permanente serves more than 9 million members in eight sates and the District of Columbia, Kaiser Permanente is one of the nation's leading health care providers and not-for-profit health plans.
The Role of Issuers, Assisters, and Providers on Health Insurance LiteracyEnroll America
Generally speaking, people do not need to be health insurance experts to retain coverage, but they do need effective tools and resources at the appropriate times to make informed decisions. Assisters, issuers, and providers all have a role to play in providing consumers with easy-to-understand information about health insurance and using their coverage. Hear directly from these stakeholders about how they empower consumers to make smart decisions, and how to leverage opportunities to work together leading up to and during the third open enrollment period.
Hospitals: Tactics for Getting Uninsured Patients Covered in the MarketplaceEnroll America
The document discusses strategies that hospitals can use to help enroll uninsured patients in health insurance plans. It begins with an overview of efforts at University Medical Center in El Paso, Texas to support enrollment, such as having certified application counselors on staff and hosting enrollment events. Next, it describes outreach activities conducted by Denver Health, including enrolling patients at community health centers, using a mobile enrollment van, and enrolling students at school-based health clinics. Finally, it discusses a multi-encounter engagement program run by CSRA, Inc. in Atlanta to identify and enroll uninsured patients, which involves calling patients multiple times, using volunteers, and scheduling enrollment appointments.
Top 7 Financial Healthcare Trends and Challenges for 2016Health Catalyst
Healthcare financial leaders will encounter a myriad of challenges and improvement opportunities in 2016. This year will force health system financial leadership to focus and prioritize, with challenges including increased healthcare spending, continued momentum toward value-based care, and the need to reexamine the revenue cycle after years of focusing so intently on ICD-10. But 2016’s financial healthcare trends include more than just challenges; exciting opportunities abound, from using technology to engage patients to a national focus on population health.
For the past several years, Bobbi Brown, our Vice President of Financial Engagement, has shared her predictions on trends and challenges that face the industry. We are happy to give the opportunity once again this year with a new webinar highlighting her top seven financial healthcare trends of 2016. Bobbi will also share the attributes necessary for healthcare leaders—particularly the characteristics of effective change leaders (resilient, collaborative, and inspirational)—to overcome challenges and make improvements to stay ahead of the curve in 2016.
Attendees will understand
The impact of these top seven trends to their organization.
Where to focus their quality improvement and efforts
How these 2016 trends will increase the need for healthcare data analytics.
It's always interesting to look ahead and try to predict what might or might not happen. Come prepared to share your opinions, vote on Bobbi’s predictions, and join in for a candid and lively conversation.
HCS499 v4Stevens District Hospital PlanHCS499 v4Page 8 of .docxshericehewat
HCS/499 v4
Stevens District Hospital Plan
HCS/499 v4
Page 8 of 8
Strategic Planning ScenarioBackground
Stevens District Hospital is a 162-bed acute care hospital that is qualified as a not for profit facility. The hospital was originally a county-owned facility and its status was transferred to an independent facility three years ago. The hospital receives no external funding from government agencies for operations. The hospital is accredited by The Joint Commission and received reaccreditation during their triannual survey last year. The hospital has an aggressive quality management program and a low volume of medical malpractice claims. The hospital is located in Jefferson City, which is a city of 50,000 with 80,000 in the regional market. The hospital provides a general range of acute care services, including medical/surgical, rehab, and emergency care. Current Performance AnalysisMission and Vision
Our mission: To improve health by providing high-quality care, a comprehensive range of services, and exceptional service.
Our vision: Stevens District Hospital and its affiliates will be the health care provider of choice for physicians and patients. Our five year vision is to create a large, multispecialty physician practice system that would include at least six family practice physicians and specialists in cardiology, oncology, and women’s services. Currently, the hospital employs three family practice physicians, one obstetrician, one medical oncologist, and one non-invasive cardiologist. Previous Strategic Plan Review
Goal
Accomplishments
Increase market share by recruiting three family practice physicians.
The hospital was able to recruit only one family practice physician to increase primary care market this past year. The limited number of state medical school graduates makes local recruitment difficult.
Improve quality HCAHPS scores in all six criteria to a baseline of the 85th percentile.
The hospital improved HCAHPS scores in four of six criteria. Lagging elements in HCAHPS scores are inpatient patient satisfaction and primary care patient satisfaction.Market Forces Affecting the HospitalVolumes
Patients
The continued growth of chronic disease will require changes to the care management model.
Percent of Population by Age
Five Years Ago
Five Years From Now
Under 18
24
18
18 to 44
46
32
45 to 65
26
30
Over 65
4
20
More than 53 percent of residents have at least some college education, with just over 29 percent having an associate, bachelor’s, or graduate degree. More than 90 percent of residents have at least a high school diploma.
The average unemployment rate in the county is 9.9 percent:
Market Share Distribution Percentage With a Major Competitor
Five Years Ago
Last Year
Stevens District Hospital
48
35
Competitor
30
43
Out of County Hospitals
22
22
Patient Origin by Zip Code
96101 is Stevens District Hospital zip code
94963 is major competitor hospital zip code
Increases in the percent of population with chronic disea ...
Modern Physician-Hospital Affiliations in an Era of Increased Fraud and Abuse...PYA, P.C.
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2019 의료IT의 미래 : 서울대학병원 정밀의학 데이터 플랫폼 도입 사례 - 김경환 실장, 서울대학병원 / 전제민 교육부문 이사, AWS...Amazon Web Services Korea
2019 의료IT의 미래 : 서울대학병원 정밀의학 데이터 플랫폼 도입 사례
김경환 실장, 서울대학병원
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최근 의료 클라우드의 관련 규제 개정 및 클라우드 컴퓨팅 도입을 통한 빅데이터 분석, 인지 컴퓨팅을 활용하는 의료기관들의 사례가 늘고 있습니다. 서울대학병원의 아태지역 최초 암 정밀 의료 플랫폼 도입 사례를 통해 시사점 및 의료 IT 사업의 현재와 미래를 공유합니다.
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Country of origin labelling (COOL) aims to provide transparency around where foods originate from but its implementation is complex. COOL regulations differ between countries and can be challenging for food businesses to comply with due to globalized supply chains. While COOL does not directly relate to food safety, adhering to its rules helps ensure strong traceability systems. There is ongoing debate around the costs and benefits of COOL for both consumers and businesses.
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Undeclared allergens continue to be a major challenge in the global food industry due to complex supply chains and changing consumer habits. Allergens can contaminate foods at many stages of production from farms to packaging. Strict management practices are needed to control for allergens, including accurate labeling and segregating allergenic and non-allergenic production areas, but contamination risks remain. Emerging issues like new "free from" product demands and packaging that is not easily distinguishable further complicate allergen management. Vigilant monitoring of all supply chain participants is key to reducing the risk of unexpected allergens in foods.
The document discusses the importance of developing a strong food safety and quality culture within food businesses. It states that a good culture can improve productivity, quality, reduce costs and provide competitive advantages. It identifies several key requirements for establishing a strong culture, including senior management commitment, clear strategies and policies, defined roles, integrated teams, training, measurements, and adapting to changes. The document emphasizes that culture requires constant attention and commitment to develop and maintain.
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Educational Pathways for the Incumbent Nursing Workforce - Dell Oliver, HCA
1. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
Dell Oliver, MBA, MSN, RN
AVP E ti D l t HCA
AVP Executive Development-HCA
1
2.
3. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
Educational pathways for the
Educational pathways for the
incumbent nursing workforce
incumbent nursing workforce
incumbent nursing workforce
incumbent nursing workforce
3
4. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
` History
y
► Founded in 1968
► Corporate office Nashville, TN
► 163 hospitals 109 freestanding surgery centers in 20
► 163 hospitals,109 freestanding surgery centers in 20
states and England
► Employs approximately 200,000 people.
► Employs > 60 000 Nurses
► Employs > 60,000 Nurses
► Treats >14 million patients annually
► Delivers approximately 4% to 5% of all inpatient care
i th U S
in the U.S
► Mission
► Above all else, we are committed to the care and
,
improvement of human life.
4
5. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
` History
◦ Founded by 19 Governors
y
◦ Supported by 20 major corporations
` Mission
` Mission
◦ Improve quality and accessibility of
hi h d i
higher education.
5
6. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
` Accredited
` Affordable
` Online
` Online
` Private, Non-Profit
` Growing over 30% annually
` Growing over 30% annually
` Technology-based online university
C t b d
` Competency-based
` Self-paced learning
` A Unique Model in Higher Education
6
7. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
¾ Robert Wood Johnson
Foundation
¾ Bill & Melinda Gates Foundation
¾ AT&T
¾ Dell Computer Corporation
¾ Google Inc
¾ Lumina Foundation
¾ Alfred P. Sloan Foundation
¾ Marriott Foundation
¾ Google, Inc.
¾ Hewlett Packard Company
Foundation
¾
¾ Marriott Foundation
¾ Microsoft Corporation
¾ Hospital Corporation of America
¾ Simmons Media Group
¾ SunGard Higher Education
¾ Sun Microsystems
¾ Tenet Healthcare
¾ Oracle Corporation
¾ Sun Microsystems
¾ Zions Bank
7
8. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
` Regionally Accredited
g y
◦ Northwest Commission on Colleges and Universities
(NWCCU).
` Nationally Accredited
` Nationally Accredited
◦ Distance Education and Training Council (DETC).
` Teachers College
◦ National Council for Accreditation of Teacher Education
◦ National Council for Accreditation of Teacher Education
(NCATE).
` Nursing programs
◦ Commission on Collegiate Nursing Education (CCNE).
◦ Commission on Accreditation for Health Informatics and
Information Management (CAHIIM).
8
9. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
9
10. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
Full range of Undergraduate and Graduate Degrees
► School of Business
► Undergraduate: Business Management, HR Management, Accounting, Sales
and Sales Management, Marketing Management
g , g g
► Graduate: MBA , MBA IT Management, MBA Healthcare Management
► School of Information Technology
► Undergraduate: Networks, Security, Databases, IT Management, Software,
Health Informatics
► Graduate: M.S. Information Security and Assurance, M.S Network
y ,
Management, M.B.A IT Management
►College of Health Professionals
10
11. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
` RN to BSN Completion Program (12 to 18 Months)
` MSN (24 to 30 Months)
Ed i
◦ Education
◦ Leadership
` RN to MSN Bridge Program
` RN to MSN Bridge Program
` BS in Health Informatics
` Prelicensure RN Program
` Prelicensure RN Program
` MBA in Healthcare Management
11
12. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
d d f d d h i l kill ( i f l
` Increased need for advanced technical skills (Meaningful Use,
Evidence-Based Practice, Electronic Health Record, etc. )
` Requirements for the Magnet journey
` Requirements for the Magnet journey
` Demand for nurse leaders:
◦ Develop new strategies for delivering care
◦ Design new care delivery systems
` Needed nurse leaders: retirement of 55% of healthcare
workers mostly nurse managers between 2011 and 2020
workers, mostly nurse managers between 2011 and 2020
` Flexible education: less than 20% of working nurses return to
school to obtain a BSN or MSN (mostly due to current work
demands)
12
13. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
` Since 1998:
►90 new drugs on the market
►124 new uses for existing drugs
►344 generic equivalents
g q
►7 new over-the-counter drugs
►5000 new medical device applications
►5000 new medical device applications
13
CDER 1998 Report to the Nation, Center for
Drug Evaluation and Research, FDA; Office of
Device Evaluation, Annual Report, FY98.
14. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
Education for HCA
Education for HCA
► Helps HCA move forward towards it’s nursing education
goals in common with the Institute of Medicine:
► Key Message #2: Nurses should achieve higher levels of
education and training through improved education system
that promotes seamless academic progression
that promotes seamless academic progression.
► Recommendation 4: Increase the proportion of nurses with
baccalaureate degree to 80% by 2020.
► Recommendation 6: Ensure that nurses engage in lifelong
learning.
14
15. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
Education by WGU
Education by WGU
► Students can enroll any month
► Competence must be demonstrated – by what you know
and b hat o can do rather than acc m lating a
and by what you can do – rather than accumulating a
certain number of credit hours.
► Working students can carry a full-time load, still take a
l i d lif f fi i l id d l
class at a time and qualify for financial aid and employee
education assistance.
► Learning takes place when the student engages, whether 5
am or 7 pm at night, making learning very flexible for
HCA employees as well as any working adult.
► Acceleration is possible – not guaranteed.
p g
15
16. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
Personal Mentoring by WGU
Personal Mentoring by WGU
► Dedicated mentor assigned to each student
Regular communication by phone and e mail (every
► Regular communication by phone and e-mail (every
two weeks minimum)
With the mentor each student builds a personalized
► With the mentor, each student builds a personalized
graduation plan which establishes pacing through the
program
► Mentors are full-time WGU faculty
16
17. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
65% of Working nurses report cost of school as their number one
X WGU’s tuition is $6,500 per year
65% of Working nurses report cost of school as their number one
barrier:
X Flat rate = more courses without more cost
X Average cost for RN to BSN - $9,000
X Average cost for RN to BSN $9,000
X WGU-HCA partnership offers HCA employees
tuition discounts as well as opportunities for
tuition discounts as well as opportunities for
scholarships, making advanced education even more
affordable
affordable.
17
18. Summary of HCA aggregate enrollments Aug 2011 to March 2012
College of Health Professions
Program Title Number of Students enrolled % increase enrollment in 8 months
Aug‐11 Mar‐12
Aug 11 Mar 12
RN to BSN 66 128 93.94%
Prelicensure 5 6 20.00%
BSN to MSN, Education 20 25 25.00%
BSN to MSN, Leadership 25 38 52.00%
RN to MSN. Leadership 17 20 17.65%
RN to MSN, Education 13 31 138.46%
Subtotal 146 248 69.86%
Other Degree Professions
Program Title Number of Students enrolled % increase enrollment in 8 months
Aug‐11 Mar‐12
BS Mgnt 26 33 26.92%
MBA Hlth Admin 34 50 47.06%
BS Hlth IT 12 23 91 67%
BS Hlth IT 12 23 91.67%
Business or IT 35 51 45.71%
Business or IT 17 7 ‐58.82%
Subtotal non‐nursing 124 164 32.26%
18
Total HCA employee enrollments
270 412 52.59%
19. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
140
160
100
120
RN to BSN
Prelicensure
60
80
BSN to MSN Nsg Ed
BSN to MSN Ldrshp
RN to MSN Nsg Ed
RN to MSN Ldrshp
20
40
RN to MSN Ldrshp
MBA Hlth Admin
0
August '11 October '11 April '12
19
20. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
Summary of Chart and Graph findings
X 93.9% increase in RN to BSN enrollments in 8 months
X 70% overall increase of nursing enrollments in 8 months
g
X Increased enrollments in every nursing program and dramatic
increase in RN to MSN Education (138%)
X 32% overall increase of enrollments in Business and IT degrees
X 47% increase in MBA Health Administration enrollments
X 91.6% increase in BS in Health IT enrollments
X Increased Business and IT enrollments in every program except
Oth G d t D
Other Graduate Degrees
X 52.5% increase in overall HCA employee enrollments or 142
enrolled students in 8 months (over 17 new students per month)
20
21. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
2011 Survey of Employers by Harris Interactive
► 98% agree that WGU graduates meet or exceed their
expectations.
p
► 100% would not hesitate to hire another WGU graduate.
► 97% rate WGU graduates as equal to or better than graduates
of other universities.
► 98% consider WGU graduates strongly prepared for their
jobs.
21
22. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
2011 Survey on 3,979 Graduates Conducted by Lighthouse
2011 Survey on 3,979 Graduates Conducted by Lighthouse
Research and WGU
►94% would choose WGU if making the choice again.
►96% would recommend WGU to others.
►73% found the competencies they gained at WGU directly
related to their work.
►65% got a raise, promotion, or new job responsibility as a
result of their WGU degree
22
23. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
►One Year Retention Rate – 75%
►Student Satisfaction – 96%
►Students in Good Academic Standing – 83%
►Students Who Would Recommend WGU-97%
23
24. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
American Military University, WV
Baylor University, TX
Boise State University, ID
Boston University, MA
University of Illinois Urbana-Champaign, IL
University of Michigan, MI
University of Minnesota, MN
University of New England ME
y
Bowling Green State University, OH
Brigham Young University, UT
Cornell University, NY
Georgia State University, GA
G U i it WA
University of New England, ME
University of New Mexico, NM
University of the Pacific - McGeorge School
of Law, CA
Gonzaga University, WA
Kansas State University, KS
Lamar University, TX
Lewis & Clark, OR
Northeastern University MA
University of Utah, UT
University of Virginia, VA
University of Washington Tacoma, WA
Villanova University, PA
Northeastern University, MA
The University of Alabama, AL
University of North Carolina, NC
University of Houston, TX
Villanova University, PA
Virginia Tech, VA
West Virginia University, WV
Wharton Business School, PA
24
25. HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
HCA
Hospital Corporation of AmericaSM
25