Private sector employment is expected to continue to rise in 2017. Download our latest employer resource to ensure the employees you hire next year get the best impression of your company from day one.
Private sector employment is expected to continue to rise in 2017. Download our latest employer resource to ensure the employees you hire next year get the best impression of your company from day one.
A tightening of funding, new owners, changes in technology, pressure on performance or a struggling business model are all very different scenarios but they often lead to the same conclusion: the need for restructuring.
Rapid and significant improvements in business performance are elusive. Restructuring can easily go wrong or fail to achieve the results hoped for at the outset. This book, published by management consultancy Collinson Grant, contains many tips on how to avoid the common pitfalls.
It has been written from the point of view of an agent of change who wants to lead a turnaround in profitability. Examining in detail the commercial and managerial skills needed, the text provides a stage-by-stage blueprint covering diagnosis, planning and implementation, illustrated by numerous diagrams.
Written by Collinson Grant's consultants, it draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition.
Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com
Writing an effective business plan for finance needs effort and concentration. If you are new in business writing then here are few easy steps to guide in your writing
Report on Organizational Beahvior of Shifa International Hospital IslamabadSehree Mumtaz
We make a report on Organizational Behavior of the Shifa International Hospital Islamabad. In which we described the complete hierarchy of the Shifa International Hospital. We have written in our report about the CEO and its Authorities and their duties and responsibilities.
Academyhealth 2013 How are Rural Hospitals Using Hospitalists?Peiyin Hung
In this study, we focused on the following research questions: 1) Which rural hospitals use hospitalists, and how do they differ from those that do not?; 2) Why are small rural hospitals using hospitalists and how are they being used?; and 3) What impact is hospitalist use having on rural hospital quality of care, finances, and recruitment and retention of primary care physicians?
The Top 7 Outcomes Measures and 3 Measurement EssentialsHealth Catalyst
Outcomes improvement can’t happen without effective outcomes measurement. Given the healthcare industry’s administrative and regulatory complexities, and the fact that health systems measure and report on hundreds of outcomes annually, this blog adds much-needed clarity by reviewing the top seven outcome measures, including definitions, important nuances, and real-life examples:
Mortality
Readmissions
Safety of care
Effectiveness of care
Patient experience
Timeliness of care
Efficient use of medical imaging
CMS used these exact seven outcome measures to calculate overall hospital quality and arrive at its 2016 hospital star ratings. This blog also reiterates the importance of outcomes measurement, clarifies how outcome measures are defined and prioritized, and recommends three essentials for successful outcomes measurement:
Transparency
Integrated care
Interoperability
Why Process Measures Are Often More Important Than Outcome Measures in Health...Health Catalyst
The healthcare industry is currently obsessed with outcome measures — and for good reason. But tracking outcome measures alone is insufficient to reach the goals of better quality and reduced costs. Instead, health systems must get more granular with their data by tracking process measures. Process measures make it possible to identify the root cause of a health system’s failures. They’re the checklists of systematically guaranteeing that the right care will be delivered to every patient, every time. By using these checklists, organizations will be able to improve quality and cost by reducing the amount of variation in care delivery.
A Value Proposition for Creating Crowdfunding Research Platform for Integrati...Joanne Sienko Ott, CFA, MA
A value proposition exists at the intersection of two innovations - IM clinical practice and a crowdfunding research platform – at this nexus arises the potential solutions to address the U.S. healthcare Triple AIM: better care, better outcomes, lower costs. Crowdfunding is a “socially mediated phenomenon” based on intrinsic trust individuals place on shared connections and a willingness to fund projects or causes based on passion alone. What gets funded is what strikes a chord with funders. The passage of the 2012 JOBS Act has resulted in a flood of crowdfunding platforms that have raised over $5.1 billion. Crowdfunding is being utilized for medical research. Health philanthropists and impact investors are collaborating in new ways to make a bigger impact and build capacity, however they want to see buy-in before taking on risk. Crowdfunding mechanisms provide an automatic feedback loop for concepts and give indication of risk prior to investor venture. At the other side of this nexus a crippling healthcare system has produced lower outcomes/higher costs fast approaching 20% of GDP. Evidence suggests that IM practices is effective and could ease the pain in our healthcare system. Barriers exist for clinical practice of IM, based on lack of sufficient evidence and funded research. NCCIH’s portion of the total NIH budget remains at less than 1% and PCORI is not focused on comparative studies of conventional interventions with IM in seeking better outcomes. Creating a crowdfunding research platform is an intriguing proposition that could engage mindful investment in research methodology for IM clinical practices. At this nexus – a crowdfunding IM/CAM research platform - all those who are passionate about a healthcare system that promotes health creation and treats the whole person through holistic approaches that optimize healing, could be funders such as philanthropists, impact investors, patients, and practitioners alike.
Dr. Pinto's Presentation at HIN AGM: Collecting Data to address the Social De...HINCoordinator
HIN's Key Speaker for our annual general meeting 2014, Dr. Andrew Pinto, presents his research findings on how data collection is used to address the social determinants of health.
A tightening of funding, new owners, changes in technology, pressure on performance or a struggling business model are all very different scenarios but they often lead to the same conclusion: the need for restructuring.
Rapid and significant improvements in business performance are elusive. Restructuring can easily go wrong or fail to achieve the results hoped for at the outset. This book, published by management consultancy Collinson Grant, contains many tips on how to avoid the common pitfalls.
It has been written from the point of view of an agent of change who wants to lead a turnaround in profitability. Examining in detail the commercial and managerial skills needed, the text provides a stage-by-stage blueprint covering diagnosis, planning and implementation, illustrated by numerous diagrams.
Written by Collinson Grant's consultants, it draws on their experience of restructuring large businesses in Europe, the USA and worldwide, including projects to integrate acquisitions or merge operations, change the organisational structure, reduce costs, improve profit, and manage transition.
Find out more at www.collinsongrant.com or get a hard copy of this book by emailing pmackenzie@collinsongrant.com
Writing an effective business plan for finance needs effort and concentration. If you are new in business writing then here are few easy steps to guide in your writing
Report on Organizational Beahvior of Shifa International Hospital IslamabadSehree Mumtaz
We make a report on Organizational Behavior of the Shifa International Hospital Islamabad. In which we described the complete hierarchy of the Shifa International Hospital. We have written in our report about the CEO and its Authorities and their duties and responsibilities.
Academyhealth 2013 How are Rural Hospitals Using Hospitalists?Peiyin Hung
In this study, we focused on the following research questions: 1) Which rural hospitals use hospitalists, and how do they differ from those that do not?; 2) Why are small rural hospitals using hospitalists and how are they being used?; and 3) What impact is hospitalist use having on rural hospital quality of care, finances, and recruitment and retention of primary care physicians?
The Top 7 Outcomes Measures and 3 Measurement EssentialsHealth Catalyst
Outcomes improvement can’t happen without effective outcomes measurement. Given the healthcare industry’s administrative and regulatory complexities, and the fact that health systems measure and report on hundreds of outcomes annually, this blog adds much-needed clarity by reviewing the top seven outcome measures, including definitions, important nuances, and real-life examples:
Mortality
Readmissions
Safety of care
Effectiveness of care
Patient experience
Timeliness of care
Efficient use of medical imaging
CMS used these exact seven outcome measures to calculate overall hospital quality and arrive at its 2016 hospital star ratings. This blog also reiterates the importance of outcomes measurement, clarifies how outcome measures are defined and prioritized, and recommends three essentials for successful outcomes measurement:
Transparency
Integrated care
Interoperability
Why Process Measures Are Often More Important Than Outcome Measures in Health...Health Catalyst
The healthcare industry is currently obsessed with outcome measures — and for good reason. But tracking outcome measures alone is insufficient to reach the goals of better quality and reduced costs. Instead, health systems must get more granular with their data by tracking process measures. Process measures make it possible to identify the root cause of a health system’s failures. They’re the checklists of systematically guaranteeing that the right care will be delivered to every patient, every time. By using these checklists, organizations will be able to improve quality and cost by reducing the amount of variation in care delivery.
A Value Proposition for Creating Crowdfunding Research Platform for Integrati...Joanne Sienko Ott, CFA, MA
A value proposition exists at the intersection of two innovations - IM clinical practice and a crowdfunding research platform – at this nexus arises the potential solutions to address the U.S. healthcare Triple AIM: better care, better outcomes, lower costs. Crowdfunding is a “socially mediated phenomenon” based on intrinsic trust individuals place on shared connections and a willingness to fund projects or causes based on passion alone. What gets funded is what strikes a chord with funders. The passage of the 2012 JOBS Act has resulted in a flood of crowdfunding platforms that have raised over $5.1 billion. Crowdfunding is being utilized for medical research. Health philanthropists and impact investors are collaborating in new ways to make a bigger impact and build capacity, however they want to see buy-in before taking on risk. Crowdfunding mechanisms provide an automatic feedback loop for concepts and give indication of risk prior to investor venture. At the other side of this nexus a crippling healthcare system has produced lower outcomes/higher costs fast approaching 20% of GDP. Evidence suggests that IM practices is effective and could ease the pain in our healthcare system. Barriers exist for clinical practice of IM, based on lack of sufficient evidence and funded research. NCCIH’s portion of the total NIH budget remains at less than 1% and PCORI is not focused on comparative studies of conventional interventions with IM in seeking better outcomes. Creating a crowdfunding research platform is an intriguing proposition that could engage mindful investment in research methodology for IM clinical practices. At this nexus – a crowdfunding IM/CAM research platform - all those who are passionate about a healthcare system that promotes health creation and treats the whole person through holistic approaches that optimize healing, could be funders such as philanthropists, impact investors, patients, and practitioners alike.
Dr. Pinto's Presentation at HIN AGM: Collecting Data to address the Social De...HINCoordinator
HIN's Key Speaker for our annual general meeting 2014, Dr. Andrew Pinto, presents his research findings on how data collection is used to address the social determinants of health.
The goal of this webinar was to help healthcare professionals improve care coordination for patients with advanced illness and to reduce hospital readmissions and length of stay.
Paper #1 - Due March 8Posted Feb 22, 2018 949 AMPaper #1 - Ad.docxbunyansaturnina
Paper #1 - Due March 8
Posted Feb 22, 2018 9:49 AM
Paper #1 - Advice for Success
Please, use: File Name: HCAD610-Paper1-[Last Name]-Spring-2018
(And it would be nice if each page had your name and a page number...!)
Given how rapidly HIT has evolved over the last decade, HIT references greater than 5 years old need to have a relevant historical context or clear justification for their use. Every assertion that you make needs to have a clear source and be supported by references. EVERY factual statement Must be referenced, individually, from a credible and verifiable source...
No Abstract or Cover Page Needed...
I hope the guidance below helps...!
Dr Freeman
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
You are the director of strategic communication for a non-profit suburban community hospital. The CEO has asked you to prepare a 3-7 page briefing paper that answers the following questions posed by the Board of Directors:
What does the US government mean by the concept “meaningful use?” How do myriad HIT systems support each other? Or do they?
Due End of Week 4.
1. Explain Gov’t term: “meaningful Use”; (15 points)
2. What US HIT systems have Problems and WHY? (25 points)
3. What Changes are needed in US HIT Systems? (25 points)
4. What HIT Strategy Steps are needed BY Hospital? (25 points)
5. Grammar, Referencing, Page Restrictions (10 points)
Evaluate U.S. HIT
Compare with that of other advanced nations? What contributes to this?
U.S HIT is behind when compared to other developed countries in the world. According to Davis, Stremikis, Squires, and Schoen (2014), “other countries have led in the adoption of modern health information systems, but U.S. physicians and hospitals are catching up as they respond to significant financial incentives to adopt and make meaningful use of health information technology systems.” What baffled me the most is that the U.S healthcare system remains the most expensive in the world and there is nothing to show for the high cost when compared to performance rating with other developed nations. The U.S remains at the bottom when it comes to healthcare performance in terms of quality care, access, efficiency, equity, and healthy lives (Davis et al., 2014).
I believe our government is to be blamed for poor HIT advancement in the U.S. This is because the U.S government is ten years late in making HIT a national major concern to support and invest in. I was surprised to find out that the U.S is one of the first nations in the world to fund and use HIT. So the question is how did end on the back bench when it comes to HIT advancement. Sullivan, Watkins, Sweet, and Ramsey (2009) reports that most of the early initiatives such as government funding and policies put in place to foster the growth of HIT have been either changed or stopped as a result of political, financial, and commercial pressures. “A National Center for .
Running head ANALYSIS OF MAYO CLINIC1ANALYSIS OF MAYO CLINI.docxSUBHI7
Running head: ANALYSIS OF MAYO CLINIC 1
ANALYSIS OF MAYO CLINIC 2
Analysis of Mayo Clinic
Kurtis Gray
HA499
07 March 2016
Mayo clinic health system is a non-profit health organization that is based in Rochester, Minnesota and has a large number of employees ranging from 3900 physicians as well as more than 50,000 related health staff. This health care system has qualifications in scientific research and has been able to treat difficult health cases making it be one of the best organizations in the city. In terms of physical settings, Mayo clinic has presence in United States metropolitan areas of Arizona and Florida and also operates associated facilities right through Minnesota and Wisconsin. It has a very large college of medicine which also includes Mayo Medical School and Mayo School of Health Sciences (Ludwig, Viggiano, Mcgill & Oh, 1980).
Mayo clinic provides medical care for thousands of people in the U.S. and around the world; its client's bases are based on appointments as well as referrals by doctors from neighboring clinics. Many of the patients who are treated are serviced on outpatient basis which means that all the evaluations and treatments are done in this clinic. Most patients may return home after treatment while most patients who require inpatient care are always hospitalized in the clinic which is located on different campuses (Laurie, Moertel, Fleming, Wieand, Leigh, Rubin & Malliard, 1989).This medical facility has been able to provide best care to every patient and this is based on thorough clinical practice, research and education which are the secrets to success. Its model of care is defined by quality medical care delivery which includes meeting the needs of the patients. Delivery is based on care provided with compassion and trust among the physicians as well as respect.
According to the level of clinical activity, Mayo clinic is the world's largest multispecialty group medical practice which has been able to combine research, education and clinical practice to realize its activities of providing health care needs to patients and clients. It fosters team-oriented care and accountability hence has promoted absolute clinical excellence which has increased the level of clinical activities in this institution. It has specialized in information continuity as well as care coordination and transitions which have promoted easy access to appropriate care and information at all hours (Berry, 2004).
(Berry, 2004) says that Mayo clinic has developed an organizational structure that includes 386 dentists and physicians. It is such as multi-specialty clinic in which doctors share facilities, income, support staff and equipment. This clinic has been designed to serve the needs of patients in a convenient location where physicians are able to consult with each other and provide quality healthcare to the patients. Patients of Mayo clinic have learnt to develop relationships with support and administrative staff that ...
Presentation given by Eric C. Schneider, MD, Senior Vice President for Policy and Research of The Commonwealth Fund at the University of Michigan Institute for Healthcare Policy and Innovation in Ann Arbor, MI on December 7, 2017.
Bobby Milstein, PhD, MPH, director of the ReThink Health and visiting scientist at MIT Sloan School of Management, gave the October 9 Grand Rounds on the Future of Public Health at Columbia's Mailman School of Public Health. Dr. Milstein's talk, "Beyond Reform and Rebound: Frontiers for Rethinking and Redirecting Health System Performance," was part of this year's Grand Rounds series focusing on the decline in the health status of the U.S. population compared to peer nations, as well as the opportunities for public health leadership that are needed to close this gap. While at the Mailman School, Dr. Milstein also met with a group of doctoral students and Prof. Ronald Bayer to discuss approaches to effectively improve health systems in the United States.
Visit the events page to find out more, http://www.mailman.columbia.edu/events/grand-rounds.
The Ohio State University State of the Medical Center presentation: Improving People’s Lives through Personalized Health Care as presented by on Jan. 26, 4 p.m. in 160 Meiling Hall.
Hear directly from Steven G. Gabbe, MD, CEO, OSU Medical Center, about our accomplishments and new opportunities to enhance our growth and improve our performance.
Florida State UniversityCollege of Nursing and Health Sciences.docxAKHIL969626
Florida State University
College of Nursing and Health Sciences
(CNHS)
HSA 526 - “Health Care Economics”
Individual Assignments/Projects
Assigned Readings
(20% of the final grade)
Instructions and Grading Scales
Instructor: Michael Durr, CPA, MHSA, CHFP
Individual projects and presentations are designed to develop competencies in students while exploring and exposing the challenges and importance of what health care professionals need to do to be successful.
Individual projects should reflect your own work, having done research, applied material from the course, and demonstrate critical thinking. Based on the subject matter of the assigned reading, your paper will reflect one or more of the following:
1. Identify and describe the components of the healthcare system in US;
2. Distinguish between the demand for health, healthcare, and health insurance;
3. Use basic cost - benefit analysis;
4. Identify and describe the role of the key players in the supply of healthcare;
5. Describe the role of government in our current health care system;
6. Identify the major economics related research questions and challenges being asked in the areas of health insurance provision, the pharmaceutical industry, the physician services industry and the long term care industry;
7. Compare and contrast the healthcare delivery system of various countries;
8. Use economic analysis to understand and criticize the changes in the healthcare system.
All documents should be prepared using the APA format. Submission subsequent to the due date will result in a reduction of 10 full points for each day or partial day late.
Instructions:
1. Based on the Assigned Reading for the week, you will prepare a two to three page critique of the paper.
2. All papers will include the standard Barry cover letter and follow APA format.
3. Your critique needs to include research based on at least two other acceptable sources (i.e. Wikipedia is not acceptable).
4. Be concise in your writing – do NOT use “fluff” (such as excessive retelling of original material from the reading or a large restatement of the situation).
5. Your grade will depend largely on the application of economic concepts and your critical thinking skills.
6. Your paper needs to have a conclusion one way or another. Do not vacillate or hedge. Your opinion counts and so make it heard!
M. Durr 1
NBER WORKING PAPER SERIES
IS HOSPITAL COMPETITION
SOCIALLY WASTEFUL?
Daniel P. Kessler
Mark B. McClellan
Working Paper 7266
http://www.nber.org/papers/w7266
NATIONAL BUREAU OF ECONOMIC RESEARCH
1050 Massachusetts Avenue
Cambridge, MA 02138
July 1999
We would like to thank David Becker, Kristin Madison, and Abigail Tay for exceptional research assistance.
Participants in the University of Chicago, Econometric Society, National Bureau of Economic Research,
Northwestern University, U.S. Department of Justice/Federal Trade Commission, and Harvard/MIT industrial
organization seminars provided numerous helpful ...
8. Mission “We strive to heal, to comfort, to teach, to learn, and to seek the knowledge to promote health and prevent disease. Our patients and their families are at the center of everything we do. We dedicate ourselves to furthering our rich tradition of health care innovation, leadership, charity and the highest standard of care and service to all in our community.” Tufts New England Medical Center 8
41. Hospitalists 1997 Study at Tufts Reimbursement structures Impact on patient care Financial effects Operating Margin 13 Gregory, Baigelman, and Wilson 2003.
42. $1.62 million added profits $185,000 plus benefits $90,000 added profit per hospitalist Hospitalist Impact 14 Gregory, Baigelman, and Wilson 2003. Laury and Wacher 1999. Merritt Hawkins 2005.
43. Marketing Current marketing efforts Strengthen brand identity Positive association with Tufts Medical School Leverage marketing and differentiate Annual Costs of $475,000 over 2 years 15 Anonymous 2009
44. Implementation Plan Responsible parties: Administration, NEMC and Tufts University Marketing & Public Relations Departments, Human Resources, Physician Board, NEQCA, & Quality Reporting
53. References Tufts Medical Center Website (2010). Our mission. Retrieved February 20, 2010 from http://www.tuftsmedicalce nter.org/AboutUs/OurMission Patrick, D., Murray, T., Bigby, J., & Auerbach, J. (2007). Regional Health Status Indicators Boston Massachusetts. The Commonwealth of Massachusetts Department of Public Health. Retrieved February 24, 2010 from http://www.mass.gov/?pageID=eohhs2searchlanding&sidEeohhs2&q=Regional+Health+Status+Indicators+Boston+Massachusetts&collectorName=EOHHSx Pearson Education, Inc. (2008). Per Capita Personal Income by State. Retrieved February 23, 2010 from http://www.infoplease.com/ipa/A0104652.html U.S. Department of Labor. (2006). Bureau of Labor Statistics: States with highest unemployment rates in 2005. Retrieved February 23, 2010 from http://www.bls.gov/opub/ted/2006/mar/wk1/art01.htm Division of Health Care Finance and Policy (2005). Massachusetts Uncompensated Care Pool. Retrieved February 24, 2010 from http://www.umassmed.edu/uploadedFiles/ocp/MTF/12-01-05_ucp_101.pdf Moseley, G. (2009). Managing Health Care Business Strategy. Jones and Bartlett Publishers. Sudbury, MA Patrick, D., Murray, T., Bigby, J., & Iselin, S. (2008). Health Care in Massachusetts Key Indicators. Retrieved February 24, 2010 from http://www.mass.gov/?pageID=eohhs2searchlanding&sidEeohhs2&q=Regional+Health+ Status+Indicators+Boston+Massachusetts&collectorName=EOHHSx National Conference of State Legislatures [NCSL]. (2010). Certificate of Need: State Laws and Programs. State Certificate of Need Laws 2006. Retrieved February 24, 2010 from http://www.ncsl.org/IssuesResearch/Health/ CONCertificateofNeedStateLaws/tabid/14373/Default.aspx
54. References Delmarva Foundation (2003) “Healthcare Quality Improvement and Organizational Culture” Retrieved February 23, 2010 from http://www.delmarvafoundation.org/newsAnd Publications/reports/documents/Organizational Culture. Shortell, S.M., Kaluzny, A.D.(2006) ‘Health Care Management Organizational’ Design and Behavior (5thed) Thomas Delmore learning, 5 Maxwell Drive, Clifton Park, NY. Nissan, J. (2007). NEMC, NEBH will build joint suburban facility. The Tufts Daily. Retrieved February 27, 2010 from http://www.tuftsdaily.com/2.5511/nemc-nebh-will-build-joint-suburban-facility-1.593827 Anonymous. (2006). Boston Teaching Hospitals Expand Reach into Surrounding Areas Prompting Concerns About Competition, Costs. Medical News Today. Retrieved February 21, 2010 from http://www.medicalnews today.com/articles/52798.php Rowland, C. (2006). 2 Tufts affiliates plan hospital in suburbs. Retrieved February 23, 2010 from http://www. boston.com/yourlife/health/diseases/articles/2006/09/08/2_tufts_affiliates_plan_hospital_in_the_suburbs/ Mass.gov. (2005) FY05 filing based on hospital's audited financial statements. Mass.govpdf. Retrieved February 14, 2010. MedPharma Partners, LLC. (2008). Impact of Tertiary Hospital Growth and Expansion. Massachusetts Medical Society. Retrieved on February 20, 2010 from http://www.massmed.org/AM/ Template.cfm?Section=Home6& TEMPLATE=/CM/ContentDisplay.cfm&CONTENTID=21922 MerrittHawkins(2005). Modern Healthcare Physician Compensation Review 2005 PDF. Retrieved from http://www.merritthawkins.com/pdf/2005_Modern_Healthcare_Physician_Compensation_Review.pdf ECG (2009) “AMC Financial Arrangements and Affiliations” Retrieved February 20, 2010 from http://www. ecgmc.com/services/financial_arrangements.asp Tuft University, School of medicine (2007) Retrieved on February 22, 2010 from http://www.tufts.edu/med U.S. News and World Report (2007) Retrieved on February 22, 2010 from http://gradschools.usnews.rankings andreviews.com/best-graduate-schools/top-medicalschools/items/04048 Hamilton, M. Samuel, O. (2005) “Why have AMC’s Survived?” JAMA. 2005; 293:1495-1500. Retrieved February 22, 2010 from http://jama.amaassn.org/cgi/content/abstract/293/12/1495
55. References Gregory, D., Baigelman, W., & Wilson, I. (2003). Hospital economics of the hospitalist. Health Services Research; 38(3): 905-918. Retrieved February 22, 2010 from http://www.ncbi.nlm.nih.gov/pmc/articles /PMC1360922/ Wachter, R. (1999). An Introduction to the Hospitalist Model. Annals of Internal Medicine; 130(4): 338-342. Retrieved February 20, 2010 from http://www.ncbi.nlm.nih.gov/pubmed/10068402 Hauer, K., Wachter, R., McCulloch, C., Woo, G., & Auerbach, A. (2004). Effects of hospitalist attending physicians on trainee satisfaction with teaching and with internal medicine rotations. Archives of Internal Medicine; 164(17): 1866-71. Retrieved February 21, 2010 from http://www.ncbi.nlm.nih.gov/pubmed/15451761 KruResearch. (2010). Social Media ROI for Hospitals and Health Marketers. Retrieved February 27, 2010 from http://blog.kruresearch.com/category/hospital-marketing/ Maguire, P. (2009). What's the ideal number of patients to see? Today's Hospitalist. Retrieved February 26, 2010 from http://www.todayshospitalist.com/index.php?b=articles_read&cnt=824 Tufts Medical Center. (2008). Tufts Medical Center Department of Medicine Annual Report 2008. Retrieved February 26, 2010 from http://www.tuftsmedicalcenter.org/ForHealthCareProfessionals/GraduateMedical Education/InternalMedicineResidency/DeptofMedicine/default/Tufts_Medical_Center_Dept_of_Medicine_2008_Annual_Report.pdf Lurie, J. & Wachter, R. (1999). Hospitalist Staffing Requirements. Retrieved February 26, 2010 from http://www.ncbi.nlm.nih.gov/pubmed/10538261
60. Appendix V: Hospitalist to Patient Ratio & Salary Calculations Hospitalist to Patient Ratio Average Daily Census = Annual admissions x LOS / 365= 17,000 x 5.79/365 = 269.67 Number of hospitalists = Average Daily Census / Patients per Hospitalist + 1 to cover night shift = 269.67/10 + (1) = 28 or =269.67/15 + (1) = 18 A low estimate of 10 patients per hospitalist is used to account for the extra manpower needed for coverage during vacations and other time off. The initial recommendation for Tufts-NEMC is to average 15 patients per hospitalist. As the program progresses, Tufts-NEMC can move toward a ratio of 1:10. Therefore, Tufts-NEMC would need 18 hospitalists to cover all admissions, however, the initial recommendation is to pilot this in the Department of Medicine, which has roughly 6000 inpatient admissions, and therefore, yields the need for 7 hospitalists. Number of hospitalists = 6000 X 5.79/365 = 95.18 = 95.18/10 +1 = 10.5 = 95.18/15 + 1 = 7 Hospitalist Salary Industry research indicates the hospitalist salary at $185,000. With this as the base salary plus 20% for benefits, Tufts-NEMC will make the following investments: Year 2 – 3 hospitalist FTEs - $185,000 x 3 + ($185,000 x .20) x 3 = $666,000 Year 3 – using same formula with 4 additional hospitals FTEs = $1.5 million Year 4-5 – if disseminated throughout organization, using same formula for 18 total hospitalist FTEs = $3.9 million Data derived from xxiv, xxiii, xxv
Editor's Notes
A combined approach of focusing on our clinical programs as well as our image will lead tufts into financial profitability.InnovationPatient Centered CareEfficiencyQuality Outcomes