PYA Principal Carol Carden's AICPA Health Care Industry Conference presentation addressed the current hospital/physician affiliation environment and its impact on physician compensation.
Presentation Covers Physician Practice CompliancePYA, P.C.
PYA Consulting Manager Valerie Rock presented “Compliance in the Physician Practice.” She discussed the importance of having a compliance plan, coding and billing monitoring, audit schedules, and provider expectations.
Beware of Benchmarks: Use of Survey Data in Determining FMVPYA, P.C.
PYA Principal Tynan Olechny and Consulting Manager Zach Doolin recently presented, “Beware of Benchmarks: Use of Survey Data in Determining FMV,” as part of NACVA’s Online Winter Summit.
As the Chief Medical Officer of North Memorial Health Care, Dr. Kevin Croston’s ultimate objective is to improve healthcare by driving variation out and improving cost efficiencies at North Memorial Healthcare. Core to his success has been a fundamental culture shift with physicians who are now using data to drive care optimization.
During this webinar, you’ll learn: 1) how to shift to a data-driven decision making culture, 2) how to make the data meaningful so providers can make better decisions, and 3) examples of successes and challenges, including how North Memorial has reduced unnecessary pre-39 week inductions, improved cardiovascular care and uncovered a substantial revenue cycle process issue.
PYA Principal Carol Carden's AICPA Health Care Industry Conference presentation addressed the current hospital/physician affiliation environment and its impact on physician compensation.
Presentation Covers Physician Practice CompliancePYA, P.C.
PYA Consulting Manager Valerie Rock presented “Compliance in the Physician Practice.” She discussed the importance of having a compliance plan, coding and billing monitoring, audit schedules, and provider expectations.
Beware of Benchmarks: Use of Survey Data in Determining FMVPYA, P.C.
PYA Principal Tynan Olechny and Consulting Manager Zach Doolin recently presented, “Beware of Benchmarks: Use of Survey Data in Determining FMV,” as part of NACVA’s Online Winter Summit.
As the Chief Medical Officer of North Memorial Health Care, Dr. Kevin Croston’s ultimate objective is to improve healthcare by driving variation out and improving cost efficiencies at North Memorial Healthcare. Core to his success has been a fundamental culture shift with physicians who are now using data to drive care optimization.
During this webinar, you’ll learn: 1) how to shift to a data-driven decision making culture, 2) how to make the data meaningful so providers can make better decisions, and 3) examples of successes and challenges, including how North Memorial has reduced unnecessary pre-39 week inductions, improved cardiovascular care and uncovered a substantial revenue cycle process issue.
Five Ways For Improving Hospital Revenue Cycle ManagementHealth Catalyst
Besides improving your information systems and educating your staff on the ins and outs of managing revenue, there are many more opportunities for improvement. Here are five suggestions to help health systems improve their revenue cycle management: 1. trend and benchmark your healthcare data; 2. use an enterprise data warehouse to mine your healthcare data; 3. constantly ask frontline staff for suggestions; 4. monitor all payer contracts; and 5. maintain convenient and caring touch points with patients.
A Reference Architecture for Digital Health: The Health Catalyst Data Operati...Health Catalyst
There are essentially four strategic options to address the enterprise data platform requirements of today’s healthcare systems: (1) build your own, (2) buy from EHR vendors, (3) look to a Silicon Valley high-tech startup, and (4) partner with Health Catalyst or a handful of similar companies.
In this webinar, Health Catalyst’s CTO, Dale Sanders, comments on all four approaches, hoping to help you to assess your organization’s strategy against the options and vendors in each category.
It’s been exactly three years since Health Catalyst embarked on a major investment in its next-generation technology, the Data Operating System (DOS™) and its applications. This webinar is an update on the progress, less about marketing the technology, but rather offering DOS as a reference architecture that can support analytics, AI, text processing, data-first application development, and interoperability, as an all-in-one agile cost-savings architecture.
In addition to the successes, Dale comments on the challenges that Health Catalyst has faced under a very ambitious DOS development plan. In its current state, DOS has made some significant improvements to overcome early mistakes, and is now a very solid enterprise data platform. In the interests of industry-wide learning, Sanders will talk transparently about those mistakes and how those learnings are being applied to the DOS platform, positioning it to evolve gracefully over the next 25 years.
View the webinar to learn how the DOS reference architecture:
- Helps manage the 2,000+ compulsory measures in US healthcare
- Enables applications as varied as a real-time patient safety surveillance system, and an activity-based costing system in one platform
- Can ingest data of any type or velocity from over 300 healthcare source systems and growing
- Bundles tools, applications, and analytics that would cost 3-6x more to build on your own
- Compares to EHR vendors as an option to serve as an enterprise data and analytics platform
- Is a performant, sustainable, and maintainable platform for deploying AI models in the natural flow of the healthcare data pipeline
- Provides curated data content and models while still allowing for the agility of a late binding design option
- Functions as a reference architecture that all healthcare organizations and vendors will ultimately have to build in their pursuit of digital health
Presentation Uncovers Trends in the Unpredictable Healthcare IndustryPYA, P.C.
With the healthcare industry in a state of flux, not much is known about what lies ahead; but trends across the industry have become apparent and are likely to stick. These trends were the subject of a presentation given by PYA Principal David McMillan at the PKF North America Healthcare Fly-In.
Surviving Value-Based Purchasing in Healthcare: Connecting Your Clinical and ...Health Catalyst
Reducing healthcare costs is a major driving force in bundled payments, home-centered medical care, and accountable care organizations. But each new delivery model is built on the premise of reducing revenue per patient. So how can a health system win? Find out what you can do financially survive in today’s environment.
POV Healthcare Payer Medical Informatics and AnalyticsFrank Wang
Health Insurance / Payer Analytics
Medical Informatics
Fraud Detection
Care Management
Utilization Management
Business Performance Management
Clinical Outcome Measures
Resetting Payer-Provider Arrangements for COVID-19 and the Evolving Improveme...Health Catalyst
As the healthcare industry recovers from COVID-19, providers are re-evaluating the financial arrangements that motivate them to improve their processes while benefiting payers and patients.
With the pandemic driving lower provider volumes and straining hospital resources, the industry has a renewed urgency for policies that drive better outcomes while lowering cost and improving revenue. Moving forward, healthcare must reset its payer-provider performance standards to the post COVID-19 environment.
Renewed approaches to the following models will consider the impact of remote care, how to reimburse telehealth services, and the need for consistent payments to providers:
1. Pay for performance.
2. Bundled payments.
3. ACOs.
ARRA & EMR Usability: What Providers Need to KnowJeffery Belden
What if US healthcare providers dramatically adopted EMRs in increasing numbers, worked hard to achieve meaningful use, but never benefited financially or in efficiency or quality?
Meaningful use will be dependent on adequate EMR usability. Discover how usability relates to a number of meaningful use criteria. We offer a usability checklist to assist providers in shopping for a new EMR, or to use during implementation of an existing EMR, in order to achieve efficiency, effectiveness, and usefulness.
Presentation to HIMSS 2010 with co-presenter Janey Barnes PhD.
The Healthcare Revenue Cycle: How to Optimize PerformanceHealth Catalyst
Health systems rely on effective revenue cycle management to follow the patient journey, navigate claims, and ensure the organization collects payment for its services. In today’s complex and fluid healthcare industry, in which revenue cycle management is about much more than billing and collecting payment, traditional revenue cycle approaches can’t meet escalating demands. Additionally, with lost volume due to COVID-19, organizations can’t afford to miss an opportunity for payment.
The contemporary healthcare landscape requires a comprehensive, standardized, and data-driven revenue cycle process. Health systems that leverage data to support revenue cycle management improve their financial outcomes in three significant ways:
1. Reduce denials.
2. Increase collections with propensity-to-pay insight.
3. Improve discharged-not-final-billed efforts.
PYA Principal Carol Carden recently spoke on the topic “Valuation Issues in Healthcare” at the Tennessee Society of Certified Public Accountants’ Healthcare Conference.
Getting to the Wrong Answer Faster with Your Analytics: Shifting to a Better ...Health Catalyst
Wrong conclusions in your analytics can cause waste and disillusionment, not to mention suboptimal outcomes that may take months or even years to recover from. But analytic analysis isn’t about perfection—it’s about getting to the right answer by quickly getting to the wrong one.
In this interactive webinar, Jason Jones, chief data scientist at Health Catalyst, walks through scenarios that illustrate how commonly used analytic methods can lead analysts and leaders to the wrong conclusions, and shares how to course correct if this happens to you. In health and healthcare, leaders drive change by understanding and supporting better approaches, and analytics provide the best foundation for informed change management. Let’s work together to shift towards a better use of AI in healthcare.
View this webinar to learn:
- How analysis of the same data set can result in different conclusions.
- Tools and techniques to get your organization back on track after a misstep.
- Lessons from two case studies that will help you drive better analytics in your own organization.
Leveraging Predictive Models to Reduce ReadmissionsHealth Catalyst
Far too often analytics efforts have fallen short of making a tangible impact on outcomes because they haven’t been successfully implemented in real workflows. Predictive models remain at risk of becoming isolated in their use along the continuum of care where their integration may provide benefits larger than the sum of each silo.
To combat this, UnityPoint Health (UPH) focused on integrating analytical models within the same readmission reduction strategy and coaching the care team to facilitate their adoption. Using this approach, one of UPH hospital’s risk-adjusted readmission indexes improved 40 percent over three years, surpassing internal system targets in performance and becoming the top performer in the health system.
Learning Objectives:
- Describe applicable predictive models useful in reducing 30-day readmissions.
- Learn the elements of a successful readmissions reduction strategy in an integrated health system.
- Understand common obstacles faced in the adoption of analytical tools and how to overcome them.
View this webinar to gain knowledge of the analytics tools and methods UPH used, including innovative individualized risk heat-maps generated for each patient, strategies for analytics adoption, and lessons learned along the way.
Optimize Your Labor Management with Health Catalyst PowerLabor™Health Catalyst
To cut costs, healthcare leaders are looking at their greatest operating expense—labor management. However, with outdated labor management systems, decision makers rely on retrospective, incomplete data to forecast staffing volumes and patient support needs. Limited workforce insight can result in misaligned staffing or worse, jeopardizing patient care due to lack of labor support. With the Health Catalyst PowerLabor™ application, part of the Financial Empowerment Suite™, decision makers have access to a comprehensive view of labor data by organization, department, team, and job role. Timely insight into current and future hospital needs allows leaders to staff to patient volume, control escalating labor expenses, and ensure optimal resources for excellent patient care.
Skip Out on the Classroom: How to Transform Learning in the Clinical SettingHealth Catalyst
EHR and data literacy training can be arduous, time-consuming, and costly. Furthermore, learning science demonstrates that a one-size training approach is ineffective and fails to meet individual learners' needs.
Dr. Brent James; Tom Burton, Health Catalyst Co-Founder; Bob Burgin, CEO of Amplifire; and leaders from UCHealth share how they developed an EHR training solution that shortens time to proficiency, significantly reduces costs, and keeps clinicians where they are needed most—on the floor with patients.
During this webinar, you will learn about:
- Advances in learning science that are transforming training and learning in healthcare organizations.
- Evaluating your competency gaps in clinical practices, EHR use, analytics, and improvement literacy.
- Developing a business case for a more effective training approach that could save your organization millions of dollars and deepen analytics, improvement, and clinical learning across your organization.
Provides an overview of the current revenue cycle management and its processes and offers a point-of-view on today’s RCM trends and areas of transformation.
Five Ways For Improving Hospital Revenue Cycle ManagementHealth Catalyst
Besides improving your information systems and educating your staff on the ins and outs of managing revenue, there are many more opportunities for improvement. Here are five suggestions to help health systems improve their revenue cycle management: 1. trend and benchmark your healthcare data; 2. use an enterprise data warehouse to mine your healthcare data; 3. constantly ask frontline staff for suggestions; 4. monitor all payer contracts; and 5. maintain convenient and caring touch points with patients.
A Reference Architecture for Digital Health: The Health Catalyst Data Operati...Health Catalyst
There are essentially four strategic options to address the enterprise data platform requirements of today’s healthcare systems: (1) build your own, (2) buy from EHR vendors, (3) look to a Silicon Valley high-tech startup, and (4) partner with Health Catalyst or a handful of similar companies.
In this webinar, Health Catalyst’s CTO, Dale Sanders, comments on all four approaches, hoping to help you to assess your organization’s strategy against the options and vendors in each category.
It’s been exactly three years since Health Catalyst embarked on a major investment in its next-generation technology, the Data Operating System (DOS™) and its applications. This webinar is an update on the progress, less about marketing the technology, but rather offering DOS as a reference architecture that can support analytics, AI, text processing, data-first application development, and interoperability, as an all-in-one agile cost-savings architecture.
In addition to the successes, Dale comments on the challenges that Health Catalyst has faced under a very ambitious DOS development plan. In its current state, DOS has made some significant improvements to overcome early mistakes, and is now a very solid enterprise data platform. In the interests of industry-wide learning, Sanders will talk transparently about those mistakes and how those learnings are being applied to the DOS platform, positioning it to evolve gracefully over the next 25 years.
View the webinar to learn how the DOS reference architecture:
- Helps manage the 2,000+ compulsory measures in US healthcare
- Enables applications as varied as a real-time patient safety surveillance system, and an activity-based costing system in one platform
- Can ingest data of any type or velocity from over 300 healthcare source systems and growing
- Bundles tools, applications, and analytics that would cost 3-6x more to build on your own
- Compares to EHR vendors as an option to serve as an enterprise data and analytics platform
- Is a performant, sustainable, and maintainable platform for deploying AI models in the natural flow of the healthcare data pipeline
- Provides curated data content and models while still allowing for the agility of a late binding design option
- Functions as a reference architecture that all healthcare organizations and vendors will ultimately have to build in their pursuit of digital health
Presentation Uncovers Trends in the Unpredictable Healthcare IndustryPYA, P.C.
With the healthcare industry in a state of flux, not much is known about what lies ahead; but trends across the industry have become apparent and are likely to stick. These trends were the subject of a presentation given by PYA Principal David McMillan at the PKF North America Healthcare Fly-In.
Surviving Value-Based Purchasing in Healthcare: Connecting Your Clinical and ...Health Catalyst
Reducing healthcare costs is a major driving force in bundled payments, home-centered medical care, and accountable care organizations. But each new delivery model is built on the premise of reducing revenue per patient. So how can a health system win? Find out what you can do financially survive in today’s environment.
POV Healthcare Payer Medical Informatics and AnalyticsFrank Wang
Health Insurance / Payer Analytics
Medical Informatics
Fraud Detection
Care Management
Utilization Management
Business Performance Management
Clinical Outcome Measures
Resetting Payer-Provider Arrangements for COVID-19 and the Evolving Improveme...Health Catalyst
As the healthcare industry recovers from COVID-19, providers are re-evaluating the financial arrangements that motivate them to improve their processes while benefiting payers and patients.
With the pandemic driving lower provider volumes and straining hospital resources, the industry has a renewed urgency for policies that drive better outcomes while lowering cost and improving revenue. Moving forward, healthcare must reset its payer-provider performance standards to the post COVID-19 environment.
Renewed approaches to the following models will consider the impact of remote care, how to reimburse telehealth services, and the need for consistent payments to providers:
1. Pay for performance.
2. Bundled payments.
3. ACOs.
ARRA & EMR Usability: What Providers Need to KnowJeffery Belden
What if US healthcare providers dramatically adopted EMRs in increasing numbers, worked hard to achieve meaningful use, but never benefited financially or in efficiency or quality?
Meaningful use will be dependent on adequate EMR usability. Discover how usability relates to a number of meaningful use criteria. We offer a usability checklist to assist providers in shopping for a new EMR, or to use during implementation of an existing EMR, in order to achieve efficiency, effectiveness, and usefulness.
Presentation to HIMSS 2010 with co-presenter Janey Barnes PhD.
The Healthcare Revenue Cycle: How to Optimize PerformanceHealth Catalyst
Health systems rely on effective revenue cycle management to follow the patient journey, navigate claims, and ensure the organization collects payment for its services. In today’s complex and fluid healthcare industry, in which revenue cycle management is about much more than billing and collecting payment, traditional revenue cycle approaches can’t meet escalating demands. Additionally, with lost volume due to COVID-19, organizations can’t afford to miss an opportunity for payment.
The contemporary healthcare landscape requires a comprehensive, standardized, and data-driven revenue cycle process. Health systems that leverage data to support revenue cycle management improve their financial outcomes in three significant ways:
1. Reduce denials.
2. Increase collections with propensity-to-pay insight.
3. Improve discharged-not-final-billed efforts.
PYA Principal Carol Carden recently spoke on the topic “Valuation Issues in Healthcare” at the Tennessee Society of Certified Public Accountants’ Healthcare Conference.
Getting to the Wrong Answer Faster with Your Analytics: Shifting to a Better ...Health Catalyst
Wrong conclusions in your analytics can cause waste and disillusionment, not to mention suboptimal outcomes that may take months or even years to recover from. But analytic analysis isn’t about perfection—it’s about getting to the right answer by quickly getting to the wrong one.
In this interactive webinar, Jason Jones, chief data scientist at Health Catalyst, walks through scenarios that illustrate how commonly used analytic methods can lead analysts and leaders to the wrong conclusions, and shares how to course correct if this happens to you. In health and healthcare, leaders drive change by understanding and supporting better approaches, and analytics provide the best foundation for informed change management. Let’s work together to shift towards a better use of AI in healthcare.
View this webinar to learn:
- How analysis of the same data set can result in different conclusions.
- Tools and techniques to get your organization back on track after a misstep.
- Lessons from two case studies that will help you drive better analytics in your own organization.
Leveraging Predictive Models to Reduce ReadmissionsHealth Catalyst
Far too often analytics efforts have fallen short of making a tangible impact on outcomes because they haven’t been successfully implemented in real workflows. Predictive models remain at risk of becoming isolated in their use along the continuum of care where their integration may provide benefits larger than the sum of each silo.
To combat this, UnityPoint Health (UPH) focused on integrating analytical models within the same readmission reduction strategy and coaching the care team to facilitate their adoption. Using this approach, one of UPH hospital’s risk-adjusted readmission indexes improved 40 percent over three years, surpassing internal system targets in performance and becoming the top performer in the health system.
Learning Objectives:
- Describe applicable predictive models useful in reducing 30-day readmissions.
- Learn the elements of a successful readmissions reduction strategy in an integrated health system.
- Understand common obstacles faced in the adoption of analytical tools and how to overcome them.
View this webinar to gain knowledge of the analytics tools and methods UPH used, including innovative individualized risk heat-maps generated for each patient, strategies for analytics adoption, and lessons learned along the way.
Optimize Your Labor Management with Health Catalyst PowerLabor™Health Catalyst
To cut costs, healthcare leaders are looking at their greatest operating expense—labor management. However, with outdated labor management systems, decision makers rely on retrospective, incomplete data to forecast staffing volumes and patient support needs. Limited workforce insight can result in misaligned staffing or worse, jeopardizing patient care due to lack of labor support. With the Health Catalyst PowerLabor™ application, part of the Financial Empowerment Suite™, decision makers have access to a comprehensive view of labor data by organization, department, team, and job role. Timely insight into current and future hospital needs allows leaders to staff to patient volume, control escalating labor expenses, and ensure optimal resources for excellent patient care.
Skip Out on the Classroom: How to Transform Learning in the Clinical SettingHealth Catalyst
EHR and data literacy training can be arduous, time-consuming, and costly. Furthermore, learning science demonstrates that a one-size training approach is ineffective and fails to meet individual learners' needs.
Dr. Brent James; Tom Burton, Health Catalyst Co-Founder; Bob Burgin, CEO of Amplifire; and leaders from UCHealth share how they developed an EHR training solution that shortens time to proficiency, significantly reduces costs, and keeps clinicians where they are needed most—on the floor with patients.
During this webinar, you will learn about:
- Advances in learning science that are transforming training and learning in healthcare organizations.
- Evaluating your competency gaps in clinical practices, EHR use, analytics, and improvement literacy.
- Developing a business case for a more effective training approach that could save your organization millions of dollars and deepen analytics, improvement, and clinical learning across your organization.
Provides an overview of the current revenue cycle management and its processes and offers a point-of-view on today’s RCM trends and areas of transformation.
Meaningful Use Stage Two: The Future of Care CoordinationGreenway Health
The future of Meaningful Use has many over-arching effects on the health care industry beyond Stage Two measures. Care coordination teams, technology partnerships, data capture, practice redesign, and provider assessment are a few others to be considered when moving forward.
The emerging healthcare environment requires expanded patient access while delivering optimal outcomes and cost. As healthcare moves form a fee for service model to alternative delivery and payment models, there are opportunities for physical therapy to revolutionize the delivery of musculoskeletal medicine. Physical therapists are uniquely qualified to spearhead musculoskeletal care through direct access with the potential to improve patient satisfaction and outcomes while limiting unneeded medical care. While this model has been described in the military, there are few descriptions of this PT First approach in the private payer arena. This session will provide the attendee with a multifaceted perspective on the impact of physical therapy in emerging, collaborative healthcare models. Approaches to payers and employers with the business implications will be presented that influence these new models. Key strategies to implement a scalable, best practice model will be discussed including the logistical challenges and corollary solutions in the private arena. We will discus our experience implementing novel delivery models for management of neck, back, shoulder and knee pain. The session will deliver practical solutions to the challenges of implementing, assessing, and adapting a theoretical construct to a working viable program. Finally, the session will discuss how the use of a a large Patient Outcomes Registry and analysis of “big data” can drive best practice and inform development of the program.
The Top Five Insights into Healthcare Operational Outcomes ImprovementHealth Catalyst
Effective, sustainable healthcare transformation rests in the organizational operations that power care delivery. Operations include the administrative, financial, legal, and clinical activities that keep health systems running and caring for patients. With operations so critical to care delivery, forward-thinking organizations continuously strive to improve their operational outcomes. Health systems can follow thought leadership that addresses common industry challenges—including waste reduction, obstacles in process change, limited hospital capacity, and complex project management—to inform their operational improvement strategies.
Five top insights address the following aspects of healthcare operational outcomes improvement:
Quality improvement as a foundational business strategy.
Using improvement science for true change.
Increasing hospital capacity without construction.
Leveraging project management techniques.
Features of highly effective improvement projects.
Learn how to identify and track indicators of your company's financial health. Dave Justus, Kareo's Chief Financial Officer, and Ted Stack, founder of Falcon Capital Partners, will discuss the key performance benchmarks and insights you should pay attention to when working to optimize your billing company business.
In Week 4, you identified some immediate areas of concern that you w.docxwiddowsonerica
In Week 4, you identified some immediate areas of concern that you were able to effectively address. You must present the final phase of your improvement plan to your staff and upper-level management. You will create a presentation of 15-20 slides addressing the following areas:
In preparation for the accreditation visit for AKT, choose 1 health care accrediting and credentialing organization.
Select a quality improvement focus (QIF) area to improve patient outcomes in beyond the 3 issues that you identified and addressed in Week 4.
Discuss the selected accreditation agency related to the QIF and why the organization is seeking this particular agency for credentialing.
As part of the quality improvement initiative, select 3-4 related accrediting standards that the organization will use as the basis for the quality improvement plan.
Provide a clear mission statement and set of 3-4 specific, measurable, attainable, realistic, and timely (SMART) goals for the QIF initiative.
Using the online database provided the by the organization you selected conduct an analysis.
Provide general statistical data related to the QIF.
Discuss specific health care examples of local, state, and national policies that have been developed to improve this QIF based on evidence-based practice research.
What internal policies do you plan to implement based on evidence-based practice approaches to ensure your organization meets these standards?
Develop a plan that includes strategies for your facility to improve patient outcomes regarding the QIF.
Describe how the QIF initiative can be incorporated to the organization’s overall strategic plan.
Describe how you plan to evaluate the effectiveness of the initiative.
Each slide will have 4-6 bullets and 100-150 words of speaker’s notes and pictures.
HERE IS WEEK 4'S ASSIGNMENT THAT WAS REFERENCED ABOUT
TO:
The Staff and the Management
FROM:
Joycelyn Henry
DATE:
Thursday, August 06, 2015
SUBJECT:
Evidence-Based Practice and Policies
Introduction
Having reviewed the evidence-based practice from health statistics data, it has emerged that we have deviated from standard practice. There have been long waits in the emergency rooms, capacity management strategies are not effectively implemented by the AKT and we have high number of re-admissions than never before.
As we are aware of the Future of Nursing report (IOM, 2011a), our focus should be on the convergence of our knowledge to provide quality services and realize the necessity of new competencies. If we ignore these, we are likely to support the attitude of resistance to change as shown in research by y still faced significant barriers in employing it in practice (Melnyk, Fineout-Overholt, Gallagher-Ford, & Kaplan, 2012). As highlighted by Pfeffer and Suton (2006), our financial performance and control of expenditure depend on implementation of this practice. Furthermore, we stand to lose patients through obsolete practices and endanger the lives of many.
Wh.
Strategic plan presentationnameInstitutionDatei.docxsusanschei
Strategic plan presentation
name
Institution
Date
introduction
When we are talking about the long-term care to the patients in health facilities, it is important to consider strategic planning.
The goal for Joy Care Nursing Home is to upgrade the facility from a three family multispecialty facility to a six family facility.
A strategic plan and a SWOT analysis was done on the facility to find out if this type of change was possible.
It is important that all aspects are viewed with proper research to see if this can be done.
Overview of the market
Approximately 80,000 people in the regional market
53% of the residents have some type of college education and 90% of residents at least have a high school diploma
$59,948 is the median income for the county residents
The highest portions of the payer mix are commercial, Medicare and Medicaid
Research has been done and shows that upgraded facilities and convenience draws patients in
Mission statement
Their mission is improve health by providing high-quality of care, a comprehensive range of services and exceptional services.
From the statement, it is clear that the hospital is trying to provide high-quality, efficient and accessible healthcare to transform people’s lives
Vision statement
Joy Care Nursing Home and its affiliates will be the health provider of choice for physicians and patients.
Their five year vision is to create a large multispecialty physicians practice system that would include at least six family practice physicians and specialist in cardiology, oncology, and women’s services.
The hospital currently employs three family practice physicians, one obstetrician and one oncologist and non-invasive cardiologist.
SWOT analysis
STRENGTHS
Strong management
Accredited by the joint commission
WEAKNESSES
Understaffed
Facility is not updated
OPPORTUNITIES
Upgraded and new technology
new factory in town brings in potential patients
THREATS
Competition has a upgraded and new facility
Market goals
Increase market share by recruiting three family practice physicians
Improve quality scores in all 6 criteria to a baseline of the 85th percentile
Upgrade facility to meet patient demand
Hire more staff to keep up the demanding flow of new potential patients
Rationale for goals created
Action item that will meet an objective such as renovating, physician lounge increasing marketing for specific products and implementing EMR
Implement a urgent care center
Purchase round tables for EMR rounding
Rationale for goals created cont’
Create an effective organisation
Increase recruitment and retention of qualified health care workers.
Ensure equitable and diverse workforce
Develop a competent and accountable health workforce that matches demand.
Increase employee satisfaction
Itemized resources
Switching over to EMR and HER systems
Invest in equipment to make sure the Bariatric Patients can be treated
Addition of e-visits by large hospital system in adjoi.
Health IT Summit Houston 2014 - Case Study "EHR Optimization for Organizational Value in a Changing Healthcare Environment"
Luis Saldana, MD, MBA, FACEP
CMIO
Texas Health Resources
iHT2 case studies and presentations illustrate challenges, successes and various factors in the outcomes of numerous types of health IT implementations. They are interactive and dynamic sessions providing opportunity for dialogue, debate and exchanging ideas and best practices. This session will be presented by a thought leader in the provider, payer or government space.
How Data Can Reduce Length of Stay and Keep the Revenue Stream FlowingHealth Catalyst
Many organizations face high costs and diminishing returns due to unnecessarily high length of stay (LOS) and readmission rates. Elevated LOS and readmission rates can indicate low quality care and also result in costly financial penalties. Therefore, addressing LOS and readmission rates can eliminate avoidable financial consequences, while keeping patients out of the hospital and less likely to develop hospital-acquired infections.
Health systems can leverage analytic insight to reduce unnecessary patient LOS and readmission rates, resulting in lower costs for health systems and better health for patients, by applying three data-driven strategies:
1. Implement process changes.
2. Remove discharge barriers.
3. Improve care transitions.
The Entity chosen was Baptist Healthcare South Florida for years 201.docxtodd701
The Entity chosen was Baptist Healthcare South Florida for years 2017,2018,2019 the stats are online
The course project will require students to select a
healthcare
organization and review its financial operations based on data available from various sources. The entity may be a individual hospital, medical group practice, managed care organization, or government agency delivering healthcare services. Once the group has selected a healthcare entity, it will obtain three years of financial statements to analyze along with appropriate literature reviews about the entity or similar entities. The final paper will be submitted in a case study format, which includes the following sections:
Background
Issues/problems identified
Analysis utilizing ratios and other financial analysis tools
Recommendations
Implementation plan
Monitoring methodology
References demonstrating graduate-level research (only references of the highest quality grade will be accepted)
The page count for this assignment is at least seven (7) pages plus references and title pages. Your paper needs to be submitted in APA 6th format and must have a minimum of 10 current resources four (4) of them from current peer-reviewed articles. The final group assignment paper is submitted Canvas with each team member sharing equally in the development of the group project.
Rubric
Written Grading Rubric (AW) (1) (1)
Written Grading Rubric (AW) (1) (1)CriteriaRatingsPtsThis criterion is linked to a Learning OutcomeIntroduction25.0 pts
This criterion is linked to a Learning OutcomeAccuracy25.0 pts
This criterion is linked to a Learning OutcomeRelevance25.0 pts
This criterion is linked to a Learning OutcomeReference List25.0 pts
This criterion is linked to a Learning OutcomeIn Text Citations and Paraphrasing25.0 pts
This criterion is linked to a Learning OutcomeCritical Thinking25.0 pts
This criterion is linked to a Learning OutcomeCreative Thinking25.0 pts
This criterion is linked to a Learning OutcomeOrganization25.0 pts
Total Points: 200.0
Previous
So far this is whats done but I am only responsible for the Monitoring Methdology Part
Baptist Health South Florida Financial Operations Case Study
Background
Baptist Health South Florida is the biggest healthcare organization in the region, with 11 hospitals, approximately 23,000 employees, more than 4,000 physicians and more than 100 outpatient centers, such as urgent care facilities and physician practices across Miami-Dade, Monroe, Broward and Palm Beach counties. Baptist Health was founded in 1960 and it is well known for having centers in different areas of health care such as cancer, cardiovascular care, orthopedics, sports medicine and neurosciences, which attracts patients from all over the U.S., the Caribbean, and Latin America. It is a not-for-profit organization committed to their faith-based generous mission of medical excellence. Also, Baptist Health has been recognized by Fortune as one of the 100 be.
Organizational Structure and Design - A case for a mid-sized HospitalSarang Bhutada
As part of a course on Org. Structure, we worked with a mid-sized hospital - Malar Hospital (which is now owned by Fortis Healthcare) and modelled an organizational structure for them. It is quite a comprehensive analysis and it took us a month and series of consultations with the hospital to deliver this. Thanks again to everyone at Malar for co-operating with our project.
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
New Financial And Performance Metrics For Healthcare Industry From Brian Walker
GhA Ceo Webinar 12 2009 Final
1. Helping Georgia Hospitals Prepare for Meaningful Use and Improved Quality Kent Giles, MPPMEric Bartholet December 9, 2009
2. Agenda Welcome and Introductions Review Meaningful Use Requirements Review “where we are” in GHA Facilities Keys to Success Q&A
3. Introductions Kent Giles, MPPM, Partner, CSC Healthcare 25 years of Hospital Administration, Physician Practice, Payor and Consulting GHA Account Partner and Advisor to C-Level Executives across the SE US Subject Matter expertise in strategy, planning, IT and Margin/Operations Improvement Eric Bartholet, Partner, CSC Healthcare IT Strategy & Planning Over 25 years working with healthcare systems Subject Matter Expertise in It Strategy, Systems Implementation and Architecture
4. Adoption of Clinical IT in Hospitals is Low and Even Lower Among Physicians Background Transforming the health system will require hospitals and physicians to dramatically increase their use of HIT The latest data from HIMSS Analytics suggests that just over 40 percent of hospitals have basic clinical (nursing) documentation but less than2 percent have physician documentation(HIMSS Analytics, 2009) The level of current EMR adoption will be a major factor in how much investment will be necessary to satisfy the Meaningful Use requirements
5. EHR Meaningful Use Timetable Meaningful Use and HIT-Enabled Health Reform Targets The “meaningful use” criteria to be phased in, with the criteria building from year to year. 2015 2011 2009 2013 HIT-Enabled Health Reform HITECH Policies Capture & Share Data Advanced Care Processes with Clinical Decision Support Improved Outcomes Source: Meaningful Use Work Group Presentation at the HIT Policy Committee Meeting on June 16, 2009
12. What CEO’s Want to Know Meaningful Use Can my application vendor make my hospital ARRA compliant? Can we just accept the penalties and not achieve meaningful use? Isn’t this an issue that I should delegate to my CIO? 4. How do we achieve MU and keep our medical staff and clinicians happy? What is the financial impact on my organization? What are the major CEO risks that I face?
13. HITECH Framework HITECH Scorecard: Results Of 17 GHA Hospitals Overall readiness can be determined by totaling the scores of all the categories, 80 is “likely to achieve MU”. To have a good probability of readiness, a hospital needs to score 80 percent or better in a given category. Dimensions of Healthcare Delivery
35. Left against medical adviceAcute myocardial infarction (AMI) patients without beta-blocker contraindications who received a beta blocker within 24 hr after hospital arrival REG/ADT FACE SHEET (4 data elements) EDDOCUMENTATION (6 data elements MD DOCUMENTATION (7 data elements) RNDOCUMENTATION(1 data element) DISCHARGE SUMMARY (8 data elements) UB-04 (3 data elements) SOURCES OF DATA ELEMENTS
46. ARRA Costs vs. Incentives (350 bed facility w. limited CIS) ARRA costs (capital vs operating) Capital: $ 2.75 million License and Installation – $1,550,000 Project Management - $450,000 Training - $150,000 Clinical Adoption - $450,000 Order Sets (250), Reports (50), Interfaces - $150,000 Operating: $3.24 million / year Hosting and Application Management - $850,000/year Help Desk - $90,000 Additional FTEs in IT, Departments- $1,500,000/year Back Up and Recovery - $ 800,000 ARRA Revenues Incentive Payments of $6,200,000 Impact Analysis Initial need to fund $2,750,000 with cash or financing Additional Operating Budget of $3.24 million / ongoing $3,670,000 in annual penalties if MU not achieved
47. Recommendations for Hospitals and Participating Providers Recommendations Educate - Your Leadership Understand the regulations, rewards, risks and costs. Proforma incentives and ongoing deductions. Form - Steering Committee Chaired by a C-Level Executive (CEO preferred) MU is a major impact on clinical, business office, IT and medical staff Include key clinical, IT, operational and financial leaders (Big Team) Maximize quality improvement, patient safety and cost reduction opportunities Reduce the number of initiatives across the Hospital to provide focus on MU Assess - Current State Assessment w. Road Map (GHA offers one) Determine where you are currently using HITECH Framework Develop overall timelines, major milestones, operational and capital budget Develop measures and accountabilities with responsible parties Implement – CIS and Revise Clinical Processes and Work Flow System Selection based upon criteria not vendor demos Build a detailed project plan with PMO Be honest about your internal capabilities and needs Engage partners (application vendor (s), consulting resources, internal hires) Focus on clinical adoption and implementation in a combined methodology with PMO Focus on best practices and maximize opportunities for improvement Improve – Improve Performance Receive Stimulus Dollars Constant improvement of quality, service and process improvement / cost reduction
48. Elements of Meaningful Use of EHRs Meaningful Use RIGHTOUTCOME RIGHTADOPTION RIGHT IMPLEMENTATION RIGHT PRODUCT
Quality measures are actually quite complicated and include:Inclusion criteria - define what patients to include in the population for this condition.Exclusion criteria - define which patients should be excluded from this particular measureOutcome - is what tells us if the recommended care happened—e.g. did the patient receive beta-blocker within 24 hr of arrival at the hospital?Most of the data elements for complex quality measures like core measures are for exclusion criteria. This is the price we pay for clinical appropriateness. In the case of this measure………Note that there are a number of different sources to check for this information. Also there are more sources than data elements because some have multiple possible sources.