GHA HCD 11_97
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This document discusses the drivers for designing a new urban hospital ambulatory care facility in Cincinnati, Ohio. It notes that the existing flagship facility for Group Health Associates (GHA) was 50 years old and inadequate, with high operating costs and no room for growth. The new facility aims to enhance the patient experience, support programs that cross hospital and practice settings, reduce duplicate services, and allow for growth of hospital-based specialties. The design goals are to optimize patient convenience with quick check-in, a welcoming environment, and immediate access to ancillary services on site. Floor plans and images of the completed facility are provided.
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Northwestern Medicine is leveraging Epic and the Cogito analytics platform to enable value-based care. They have mapped their value-based care requirements like population health management, care coordination, and quality measurement to the native capabilities in Epic and Cogito. This includes using registries, care management tools, and reports to stratify patients, manage populations, and track quality. Lessons learned include the need for data governance and engaging all stakeholders to ensure successful implementation.
EiTESAL eHealth Conference 14&15 May 2017
This document provides information about Millensys, an IT company that provides unified e-health solutions. It discusses Millensys' products and services, which include modules like PACS, RIS, EHR and mobile apps. It also provides examples of projects Millensys has completed, automating radiology departments and implementing telemedicine solutions in countries like Egypt, Greece and South Africa. The document aims to demonstrate how Millensys' e-health solutions can benefit physicians, patients, managers, operators and payers.
Vital Clinical Role in The US Healthcare System.pdf
The document summarizes a study that evaluated a new nursing care delivery model of shared accountability using RN-led teams. The model aimed to improve clinical quality and patient/nurse satisfaction while decreasing costs. Nurses were trained to practice at the top of their licenses and provide cross-functional care. The study found the redesigned model improved clinical outcomes, patient experience, and nurse satisfaction, while reducing costs through decreased salary dollars per day and shorter patient lengths of stay.
Acc_POV_Trinity_PRINT
The document discusses how health systems can achieve standardized patient-centric care through clinician-led transformation. It highlights the success of Trinity Health in saving $20,000 per day and improving outcomes by empowering clinicians to lead collaborative efforts to develop and implement evidence-based standardized care protocols and monitor their impact. Key aspects that contributed to Trinity Health's success include creating an open forum for clinicians to develop solutions, proving rather than just stating that clinicians are decision-makers, using data to prioritize opportunities, and establishing rigorous project management and measurement of results.
NURSING ADMINISTRATION Care Redesign Discussion.pdf
The document discusses a study that designed, piloted, and evaluated a care team model of shared accountability on medical-surgical units. Key findings were that nurse satisfaction demonstrated statistically significant improvement in several areas. Clinical outcomes and patient experience scores also improved with a few exceptions. Cost outcomes resulted in reduced salary costs per day and decreased average length of stay. The conclusion is that innovative nursing care delivery models can maintain quality while decreasing costs.
Nicholas E. Davies Enterprise Award of Excellence Clinical V.docx
Nicholas E. Davies Enterprise Award of Excellence
Clinical Value
Page 1 of 8
Applicant Organization: Centura Health
Organization’s Address: 188 Inverness Dr. W #500, Englewood, CO 80112
Submitter: Amy Feaster, Vice President of Information Technology
Email: [email protected]
Core Item: Clinical Value
Executive Summary
Centura Health, founded in 1996, manages the assets of two sponsors under a joint operating
agreement. For more than 100 years, Centura Health hospitals and services have been helping
people to live healthier, longer lives. Our sponsors, Catholic Health Initiatives and Adventist
Health System, have long provided compassionate, leading-edge care to those in need
throughout the region. Our mission is to extend the healing ministry of Christ by caring for
those who are ill and by nurturing the health of the people in our communities.
Centura Health is focused on providing affordable, world-class care through an integrated
network in Colorado and Western Kansas. Over 17,000 of the best hearts and minds in
medicine, along with 6,000 physician partners, serve more than one million patients each year.
In 2007 we saw the potential to integrate several clinical systems into a common, secure
Electronic Health Record (EHR) system to make patient health information available across all
Centura Health facilities while preserving patient privacy and information security. Centura’s
EHR currently contains approximately 2.4 million patient records making it the largest
integrated health network in the region.
Centura Health’s implementation of a single, standardized EHR system successfully connected
15 hospitals, as well as numerous ambulatory, home health, hospice and urgent care clinics
across Colorado and Kansas. The goal is to allow seamless access to patient data through an
integrated record in all clinical settings. Centura Health successfully reduced hospital acquired
conditions and medication errors while increasing patient satisfaction. Clinical staff can now
review patient-specific information even before arrival of the patient. Both historical and real
time data are available for viewing and clinicians across the care continuum have access to the
same patient record and best practice tools that support the highest standards of care.
Our commitment to a single patient record across the entire system of care has led to increased
coordination of efforts in unexpected areas. An example is our decision to extend the dyad
leadership model, which is well established at Centura, beyond the typical clinical operations to
include a dyad responsible for both clinical and operational aspects of supply chain
management. This dyad consists of a facility CMO and the system VP of Supply Chain. We find
enormous value in this model, and describe our success with blood product management in this
context. Using the dyad leadership of supply chain and medical to design and institute a
mailto:[email ...
four page resume Mar 3 2015
Sarah Blackwood has over 10 years of experience as a senior operations vice president in clinical settings including hospitals, clinics, and long-term care facilities. She is skilled at managing change, problem solving, and motivating teams. Her experience includes roles at Virginia Mason Medical Center, International Travel Medicine, University of California schools, Kaiser Permanente, Alta Bates Medical Center, and Rose Medical Center where she improved operations, reduced costs, and increased quality of care through process improvements and team building.
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GHA HCD 11_97
- 1. Enhancing the Patient Experience: Design Drivers forUrban Hospital Ambulatory Care HEALTHCARE DESIGN 11 Nashville, TN Tim Gramann CEO, GHA James Harrell, FAIA, FACHA GBBN Architects, Inc 1
- 2. TriHealth Cincinnati, Ohio Two acute-care hospitals with nearly 900 beds Good Samaritan (GSH) has the highest market share in TriHealth’s four-county care, and Bethesda North (BNH) is #3 Over10,500 births peryear GSHis #1 in Ohio; BNHis #7 One of the largest robotic surgery programs in the U.S. Over50 outpatient service locations Over250 employed physicians Over1,700 physicians on medical staff Over10,000 employees 2
- 3. MAP 3
- 4. GROUP HEALTH ASSOCIATES (GHA) Founded 1974 with 3 physicians 135 physician today Medical CenterModel vs. MOB Primary Care and 18 specialties working collaboratively Connected with the Epic EMR Integrated ancillaries on site Coordinated scheduling to maximize convenience Centralized practice management Acquired by TriHealth in 2005 4
- 5. DRIVERS FOR A NEW FACILITY Flagship in shambles Emergence from hospital to healthcare system Support growth of hospital based specialties 5
- 6. 65,000 SF Flagship in Shambles 50 years old Build as a concrete structure motel Extremely high operating costs No roomforgrowth Inconsistent with group & systemaspirations Inadequate parking and vehicle drop-off area 6 DRIVERS FOR A NEW FACILITY
- 8. And MomWonders why I don’t Bring my Friends Over… 8
- 9. Emergence fromHospital to Healthcare System Support programs of care that cross hospital & practice settings - Skin CancerCenter - Sinus Center - Weight Center Reduction in Duplicate Services - mammography, dexascan - outpatient pharmacy - physical therapy Greaterintegration with hospital based resources - radiologists & PACs 9 DRIVERS FOR A NEW FACILITY
- 10. Support Growth of Hospital based Specialties Dermatology Otolaryngologist Sinus surgeon GI General GI ESRPFellow Minimally Invasive Bariatric Surgeon Colorectal Surgeon Oncology Surgeon Breast Surgeon Orthopedic Surgeon (x2) Procedural Physiatrist 10 DRIVERS FOR A NEW FACILITY
- 11. Separate yet Connected Building Identity Convenient interiorvehicle drop-off, parking and seamless entry Security & privacy A ‘sense of arrival’ Intuitive patient flow Branding entry points of complementary specialties Urban Hospital Campus Ambulatory Facility 11 DESIGN CHALLENGES
- 12. Urban Hospital Campus Ambulatory Facility Planning forthe immediate while preparing forthe future Balancing vision and reality Incorporation of a care teammodule suite 12 DESIGN CHALLENGES
- 13. ExamRoomDesign Arrangement - permits flexibility in practice patterns. Team Approach - afford patients a more comprehensive care. 13 DESIGNING THE PATIENT CARE SUITE Standardization
- 14. DESIGNING THE PATIENT CARE SUITE 14
- 15. PATIENTS / FAMILIES WANT QUICK AND CONVENIENT SERVICE CLARITY OF ORGANIZATION PARK CLOSE TO DOOR 15
- 16. URBAN CAMPUS ACCESS TO COMPREHENSIVE DIAGNOSTICS SAFETY NET OF HOSPITAL SERVICES CONVENIENCE FOR PHYSICIANS 16
- 17. URBAN CAMPUS COMPLEXITY MULTIPLE ACCESS POINTS MULTIPLE TRANSPORTATION CHOICES 17
- 18. DESIGN GOALS 18 Optimizing Patient Convenience Clarify Entrance Choices Rapid Check-in Welcoming, Hospitality-type Environment Positive Distractions Coffee Shop Access to Nature Access to Artwork
- 19. DESIGN GOALS 19 Immediate Access to Ancillary Services Pharmacy Physical Therapy Optometry Hospital Amenities
- 20. 20
- 21. 21
- 22. 22
- 23. 23
- 24. 24
- 25. 25 GHA ENTRY HOSPITAL MAIN ENTRY HOSPITAL GARAGE ENTRY & EXIT BUS STOP
- 26. 26
- 27. SIXTH FLOOR 27
- 28. SIXTH FLOOR 28
- 29. SIXTH FLOOR 29
- 30. SEVENT H FLOOR30
- 31. EIGHTH FLOOR 31
- 32. SIXTH FLOOR 32
- 33. MED-MALL 33
- 34. 34 MED-MALL
- 35. 35 MED-MALL
- 38. GHA GRADE ENTRY 38 PEDESTRIAN ENTRY AUTOMOBILE ENTRY
- 39. 39 GHA GRADE ENTRY PEDESTRIAN ENTRY ELEVATORS
- 40. 40
- 41. 41