Some diseases have a fairly standard progression. For instance, patients with more advanced Alzheimer’s disease may experience changes in their ability to ambulate, to speak, or to swallow. Other illnesses, however, have less well-documented stages. Additionally, sometimes a patient’s diagnosis is not clear-cut.
Some diseases have a fairly standard progression. For instance, patients with more advanced Alzheimer’s disease may experience changes in their ability to ambulate, to speak, or to swallow. Other illnesses, however, have less well-documented stages. Additionally, sometimes a patient’s diagnosis is not clear-cut.
3 Ways to Improve Health System ProfitabilityDavid McKanna
A study recently published in Health Affairs showed that more than half – 55 percent – of U.S. hospitals lose money on each patient they serve. Why? Too often healthcare organizations cling to outdated operations that actually create barriers for patients and referring providers, which eats away at profit margins.
Relieve Emergency Department Crowding by Increasing ThroughputMDsyncNET
Hospitals can implement a number of strategies to decrease emergency department crowding and boost emergency department throughput. Here are the top six.
https://mdsyncnet.com/emergency-department-crowding/
Cardiac surgery for $800 - future nhs stage, 11am, 2 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Take a walk down memory lane with the Q-Centrix Readmission Timeline. Our infographic is a snapshot of the events that created a few troubling trends in hospital readmissions.
ORIGINAL RESEARCHDemographic Factors and Hospital Size Pre.docxgerardkortney
ORIGINAL RESEARCH
Demographic Factors and Hospital Size Predict Patient Satisfaction
Variance—Implications for Hospital Value-Based Purchasing
Daniel C. McFarland, DO1*, Katherine A. Ornstein, PhD2, Randall F. Holcombe, MD1
1Division of Hematology/Oncology, Tisch Cancer Institute, Icahn School of Medicine at Mount Sinai, Mount Sinai Medical Center, New York, New
York; 2Department of Geriatrics and Palliative Medicine, Icahn School of Medicine at Mount Sinai, Mount Sinai Medical Center, New York, New York.
BACKGROUND: Hospital Value-Based Purchasing (HVBP)
incentivizes quality performance-based healthcare by link-
ing payments directly to patient satisfaction scores
obtained from Hospital Consumer Assessment of Health-
care Providers and Systems (HCAHPS) surveys. Lower
HCAHPS scores appear to cluster in heterogeneous
population-dense areas and could bias Centers for Medi-
care & Medicaid Services (CMS) reimbursement.
OBJECTIVE: Assess nonrandom variation in patient satis-
faction as determined by HCAHPS.
DESIGN: Multivariate regression modeling was performed
for individual dimensions of HCAHPS and aggregate
scores. Standardized partial regression coefficients
assessed strengths of predictors. Weighted Individual (hos-
pital) Patient Satisfaction Adjusted Score (WIPSAS) utilized
4 highly predictive variables, and hospitals were reranked
accordingly.
SETTING: A total of 3907 HVBP-participating hospitals.
PATIENTS: There were 934,800 patient surveys by the
most conservative estimate.
MEASUREMENTS: A total of 3144 county demographics
(US Census) and HCAHPS surveys.
RESULTS: Hospital size and primary language (non–English
speaking) most strongly predicted unfavorable HCAHPS
scores, whereas education and white ethnicity most strongly
predicted favorable HCAHPS scores. The average adjusted
patient satisfaction scores calculated by WIPSAS approxi-
mated the national average of HCAHPS scores. However,
WIPSAS changed hospital rankings by variable amounts
depending on the strength of the predictive variables in the
hospitals’ locations. Structural and demographic characteris-
tics that predict lower scores were accounted for by WIPSAS
that also improved rankings of many safety-net hospitals and
academic medical centers in diverse areas.
CONCLUSIONS: Demographic and structural factors (eg,
hospital beds) predict patient satisfaction scores even after
CMS adjustments. CMS should consider WIPSAS or a simi-
lar adjustment to account for the severity of patient satisfac-
tion inequities that hospitals could strive to correct. Journal
of Hospital Medicine 2015;10:503–509. VC 2015 Society of
Hospital Medicine
The Affordable Care Act of 2010 mandates that gov-
ernment payments to hospitals and physicians must
depend, in part, on metrics that assess the quality and
efficiency of healthcare being provided to encourage
value-based healthcare.1 Value in healthcare is defined
by the delivery of high-quality care at low cost.2,3 To
this end, Hospital Value.
3 Ways to Improve Health System ProfitabilityDavid McKanna
A study recently published in Health Affairs showed that more than half – 55 percent – of U.S. hospitals lose money on each patient they serve. Why? Too often healthcare organizations cling to outdated operations that actually create barriers for patients and referring providers, which eats away at profit margins.
Relieve Emergency Department Crowding by Increasing ThroughputMDsyncNET
Hospitals can implement a number of strategies to decrease emergency department crowding and boost emergency department throughput. Here are the top six.
https://mdsyncnet.com/emergency-department-crowding/
Cardiac surgery for $800 - future nhs stage, 11am, 2 september 2015NHS England
Expo is the most significant annual health and social care event in the calendar, uniting more NHS and care leaders, commissioners, clinicians, voluntary sector partners, innovators and media than any other health and care event.
Expo 15 returned to Manchester and was hosted once again by NHS England. Around 5000 people a day from health and care, the voluntary sector, local government, and industry joined together at Manchester Central Convention Centre for two packed days of speakers, workshops, exhibitions and professional development.
This year, Expo was more relevant and engaging than ever before, happening within the first 100 days of the new Government, and almost 12 months after the publication of the NHS Five Year Forward View. It was also a great opportunity to check on and learn from the progress of Greater Manchester as the area prepares to take over a £6 billion devolved health and social care budget, pledging to integrate hospital, community, primary and social care and vastly improve health and well-being.
More information is available online: www.expo.nhs.uk
Take a walk down memory lane with the Q-Centrix Readmission Timeline. Our infographic is a snapshot of the events that created a few troubling trends in hospital readmissions.
ORIGINAL RESEARCHDemographic Factors and Hospital Size Pre.docxgerardkortney
ORIGINAL RESEARCH
Demographic Factors and Hospital Size Predict Patient Satisfaction
Variance—Implications for Hospital Value-Based Purchasing
Daniel C. McFarland, DO1*, Katherine A. Ornstein, PhD2, Randall F. Holcombe, MD1
1Division of Hematology/Oncology, Tisch Cancer Institute, Icahn School of Medicine at Mount Sinai, Mount Sinai Medical Center, New York, New
York; 2Department of Geriatrics and Palliative Medicine, Icahn School of Medicine at Mount Sinai, Mount Sinai Medical Center, New York, New York.
BACKGROUND: Hospital Value-Based Purchasing (HVBP)
incentivizes quality performance-based healthcare by link-
ing payments directly to patient satisfaction scores
obtained from Hospital Consumer Assessment of Health-
care Providers and Systems (HCAHPS) surveys. Lower
HCAHPS scores appear to cluster in heterogeneous
population-dense areas and could bias Centers for Medi-
care & Medicaid Services (CMS) reimbursement.
OBJECTIVE: Assess nonrandom variation in patient satis-
faction as determined by HCAHPS.
DESIGN: Multivariate regression modeling was performed
for individual dimensions of HCAHPS and aggregate
scores. Standardized partial regression coefficients
assessed strengths of predictors. Weighted Individual (hos-
pital) Patient Satisfaction Adjusted Score (WIPSAS) utilized
4 highly predictive variables, and hospitals were reranked
accordingly.
SETTING: A total of 3907 HVBP-participating hospitals.
PATIENTS: There were 934,800 patient surveys by the
most conservative estimate.
MEASUREMENTS: A total of 3144 county demographics
(US Census) and HCAHPS surveys.
RESULTS: Hospital size and primary language (non–English
speaking) most strongly predicted unfavorable HCAHPS
scores, whereas education and white ethnicity most strongly
predicted favorable HCAHPS scores. The average adjusted
patient satisfaction scores calculated by WIPSAS approxi-
mated the national average of HCAHPS scores. However,
WIPSAS changed hospital rankings by variable amounts
depending on the strength of the predictive variables in the
hospitals’ locations. Structural and demographic characteris-
tics that predict lower scores were accounted for by WIPSAS
that also improved rankings of many safety-net hospitals and
academic medical centers in diverse areas.
CONCLUSIONS: Demographic and structural factors (eg,
hospital beds) predict patient satisfaction scores even after
CMS adjustments. CMS should consider WIPSAS or a simi-
lar adjustment to account for the severity of patient satisfac-
tion inequities that hospitals could strive to correct. Journal
of Hospital Medicine 2015;10:503–509. VC 2015 Society of
Hospital Medicine
The Affordable Care Act of 2010 mandates that gov-
ernment payments to hospitals and physicians must
depend, in part, on metrics that assess the quality and
efficiency of healthcare being provided to encourage
value-based healthcare.1 Value in healthcare is defined
by the delivery of high-quality care at low cost.2,3 To
this end, Hospital Value.
Hospitals expand to attract well insured patients despite pressures of health...Medical Billers and Coders
Several hospitals are looking for well-insured patients beyond traditional market boundaries, both in prosperous suburbs and in nearby areas with growing, well-insured populations. According to a study by the Center for Studying Health System Change (HSC) hospitals seeking a competitive edge in the marketplace are targeting geographic expansion into new markets which are well-insured.
PSCI is an innovative, health care analytics company on a mission to transform health care provider economics with advanced patient and population analytics.PSCI uses a transformational approach for predicting risk of hospitalization that takes in to account of 6 dimensions - patent state - of – health, compliance, utilization , socioeconomics, access to care and perceived well –being.
Reaching Out, Inviting In: How Medical Call Centers Can Give Hospitals an Edg...TinaMinnick
Certainly the advent of value‐based purchasing attaches a persuasive incentive for improved core measures and HCAHPS performance, but as any hospital that has experienced a negative letter to the editor or defaming remark on a website will attest, the hard and soft costs of patient satisfaction can impact more than just the bottom line. Forward‐thinking organizations not only seek to understand the relationship between patient communications and satisfaction,they are forging it.
Medicaid 1115 Waiver Program
Catherine Gibson, Chief Waiver Officer
University Medical Center of El Paso
Anchor Hospital -- Region 15
Mano y Corazón Binational Conference of Multicultural Health Care Solutions, El Paso, Texas, September 27-28, 2013
James I. Merlino is acolorectal surgeon and thechief exper.docxvrickens
James I. Merlino is a
colorectal surgeon and the
chief experience officer at
the Cleveland Clinic.
Ananth Raman is the UPS
Foundation Professor of
Business Logistics at Harvard
Business School.
HEALTH CARE'S
SERVICE FANATICS
How the Cleveland Clinic leaped to
the top of patient-satisfaction surveys
by James I. Merlino and Ananth Raman
THE CLEVELAND CLINIC has long had a reputation for medical excel-
lence and for holding dov în costs. But in 2009 Delos "Toby" Cos-
grove, the CEO, examined its performance relative to that of other
hospitals and admitted to himself that inpatients did not think
much of their experience at its flagship medical center or its eight
community hospitals—and decided something had to be done.
Over the next three years the Clinic transformed itself. Its overall
ranking in the Centers for Medicare & Medicaid Services (CMS) sur-
vey of patient satisfaction jumped from about average to among the
top 8% of the roughly 4,600 hospitals included. Hospital executives
from all over the world now flock to Cleveland to study the Clinic's
practices and to leam how it changed.
The Clinic's journey also holds lessons for organizations outside
health care—ones that until now have not had to compete by cre-
ating a superior experience for customers. Such enterprises often
have workforces that were not hired with customer satisfaction in
mind. Can they improve the customer experience without jeopar-
dizing their traditional strengths? The Clinic's success suggests that
they can.
The Cleveland Clinic's transformation involved actions any
organization can take. Cosgrove made improving the patient ex-
perience a strategic priority, ultimately appointing James Merlino,
a prominent colorectal surgeon (and a coauthor of this piece), to
io8 Harvard Business Review May 2013
n
HEALTH CARE'S SERVICE FANATICS
lead the efiFort. By spelling out the problems in a sys-
tematic, sustained fashion. Merlino got everyone in
the enterprise—including physicians who thought
that only medical outcomes mattered—to recognize
that patient dissatisfaction was a significant issue
and that all employees, even administrators and
janitors, were "caregivers" who should play a role in
fixing it. By conducting surveys and studies and so-
liciting patients' input, the Clinic developed a deep
understanding of patients' needs. It gave MerUno a
dedicated staff and an ample budget with which to
change mind-sets, develop and implement processes,
create metrics, aind monitor performance so that the
organization could continually improve. And it com-
municated intensively with prospective patients to
set realistic expectations for what their time in the
hospital would be like.
These steps were not rocket science, but they
changed the organization very quickly. What's more,
fears expressed by some physicians that the initia-
tive might conflict with efforts to maintain high qual-
ity and safety standards and to further reduce costs
turned out to be unfounded. Du ...
Health & Medicine Policy Research Group hosted a forum, “Health Reform and the Health Care Safety Net: Challenges and Opportunities,” on July 9 to explore the potential impact of health reform on the health care safety net nationally and in Illinois specifically.
The forum explored challenges and opportunities presented by health reform in Illinois, and examined the impact on community health centers, safety net hospitals, the health workforce, and vulnerable populations. Speakers included
*Michael McRaith, Director, Illinois Department of Insurance
*Julie Hamos, Director, Illinois Department of Healthcare and Family Services
*Claudine Swartz, Assistant Vice President for Policy, National Association of Public Hospitals and Health Systems (NAPH)
*Bill Foley, CEO, Cook County Health & Hospitals System
*Philippe Largent, VP for Government Affairs, IL Primary Healthcare Association
*Linda Murray, Chief Medical Officer, Cook County Department of Public Health, President-Elect, APHA
*Roberta Rakove, Senior Vice President, Government Affairs, Sinai Health System
Empowering ACOs: Leveraging Quality Management Tools for MIPS and BeyondHealth Catalyst
Join us as we delve into the crucial realm of quality reporting for MSSP (Medicare Shared Savings Program) Accountable Care Organizations (ACOs).
In this session, we will explore how a robust quality management solution can empower your organization to meet regulatory requirements and improve processes for MIPS reporting and internal quality programs. Learn how our MeasureAble application enables compliance and fosters continuous improvement.
Navigating Challenges: Mental Health, Legislation, and the Prison System in B...Guillermo Rivera
This conference will delve into the intricate intersections between mental health, legal frameworks, and the prison system in Bolivia. It aims to provide a comprehensive overview of the current challenges faced by mental health professionals working within the legislative and correctional landscapes. Topics of discussion will include the prevalence and impact of mental health issues among the incarcerated population, the effectiveness of existing mental health policies and legislation, and potential reforms to enhance the mental health support system within prisons.
The dimensions of healthcare quality refer to various attributes or aspects that define the standard of healthcare services. These dimensions are used to evaluate, measure, and improve the quality of care provided to patients. A comprehensive understanding of these dimensions ensures that healthcare systems can address various aspects of patient care effectively and holistically. Dimensions of Healthcare Quality and Performance of care include the following; Appropriateness, Availability, Competence, Continuity, Effectiveness, Efficiency, Efficacy, Prevention, Respect and Care, Safety as well as Timeliness.
This document is designed as an introductory to medical students,nursing students,midwives or other healthcare trainees to improve their understanding about how health system in Sri Lanka cares children health.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
PET CT beginners Guide covers some of the underrepresented topics in PET CTMiadAlsulami
This lecture briefly covers some of the underrepresented topics in Molecular imaging with cases , such as:
- Primary pleural tumors and pleural metastases.
- Distinguishing between MPM and Talc Pleurodesis.
- Urological tumors.
- The role of FDG PET in NET.
CHAPTER 1 SEMESTER V PREVENTIVE-PEDIATRICS.pdfSachin Sharma
This content provides an overview of preventive pediatrics. It defines preventive pediatrics as preventing disease and promoting children's physical, mental, and social well-being to achieve positive health. It discusses antenatal, postnatal, and social preventive pediatrics. It also covers various child health programs like immunization, breastfeeding, ICDS, and the roles of organizations like WHO, UNICEF, and nurses in preventive pediatrics.
The Importance of Community Nursing Care.pdfAD Healthcare
NDIS and Community 24/7 Nursing Care is a specific type of support that may be provided under the NDIS for individuals with complex medical needs who require ongoing nursing care in a community setting, such as their home or a supported accommodation facility.
ICH Guidelines for Pharmacovigilance.pdfNEHA GUPTA
The "ICH Guidelines for Pharmacovigilance" PDF provides a comprehensive overview of the International Council for Harmonisation of Technical Requirements for Pharmaceuticals for Human Use (ICH) guidelines related to pharmacovigilance. These guidelines aim to ensure that drugs are safe and effective for patients by monitoring and assessing adverse effects, ensuring proper reporting systems, and improving risk management practices. The document is essential for professionals in the pharmaceutical industry, regulatory authorities, and healthcare providers, offering detailed procedures and standards for pharmacovigilance activities to enhance drug safety and protect public health.
the IUA Administrative Board and General Assembly meeting
Hospital Readmissions - Top 10 - Michigan
1. Hospital Readmissions – Top 10 Performing - Michigan
Hospital Readmissions Reduction
Program
• In October 2012, CMS began reducing Medicare payments for
Inpatient Prospective Payment System hospitals with excess
readmissions.
• Excess readmissions are measured by a ratio, by dividing a
hospital’s number of “predicted” 30-day readmissions for heart
attack, heart failure, pneumonia, chronic obstructive pulmonary
disease, hip/knee replacement, and coronary artery bypass graft
surgery by the number that would be “expected,” based on an
average hospital with similar patients.
• A ratio greater than 1.0000 indicates excess readmissions.
• Average Readmission Ratio 2013 to 2016
9/24/2018 Jim Basch, MBA, Executive Consultant. Email: jcbasch@yahoo.com Cell: 408.425.4410
Hospital-Top 10 Performing Readmission Ratio
UP HEALTH SYSTEM - MARQUETTE 0.87
TAWAS ST JOSEPH HOSPITAL 0.88
LAKELAND HOSPITAL, ST JOSEPH 0.91
BRONSON METHODIST HOSPITAL 0.91
PROMEDICA BIXBY HOSPITAL 0.91
METRO HEALTH HOSPITAL 0.92
HOLLAND COMMUNITY HOSPITAL 0.92
NORTH OTTAWA COMMUNITY
HEALTH SYSTEM 0.92
HILLSDALE HOSPITAL 0.92
MERCY HEALTH MUSKEGON 0.92