This document provides information about organizing and managing a Hospital Command Center (HCC) in New York State. It discusses setting up an HCC, including activation criteria and levels. The course objectives are to enhance knowledge of operating an HCC for pre-planned or no-notice events and improve multi-department coordination. Key topics covered include HCC basics, staffing and organization, incident management, multi-agency coordination, and developing job aids for HCC functions. The overall goal is to increase hospital resiliency through enhanced HCC planning and operation.
Leadership through working collaboratively. Chris Fokke, CCIO, Hampshire Hosp...mfolkard
The document discusses the role of the Chief Clinical Information Officer (CCIO) and the importance of collaboration. It provides examples of how the CCIO at Hampshire Hospitals NHS Foundation Trust improved performance through collaboration. This included standardizing clinical documentation through engaging multiple teams, developing alert systems between primary and secondary care through shared access to records, and creating discharge planning systems with community stakeholders. The CCIO role involves improving personal, team and organizational performance through collaborative leadership and developing digital systems to enable new ways of working.
Steve Sobak Implementing BCM In The Healthcare Industry : Singapore ExperienceBCM Institute
Planning a BCM/BCP is a series of strategic plans to be implemented to mitigate or minimize any condition that could potentially close or create a major disruption in service provision. Individual departments may have specific contingency plans in response to certain actions occurring, but it may not be “plugged-in” to an organization wide plan to prepare a response to a disruptive event that potentially threatens operation, or the survival of the organisation. Steve Sobak provides insight into how the Singapore healthcare industry embraces BCM in a holistic manner.
The document discusses various aspects of planning and evaluation for a health care institution. It outlines the steps in planning as establishing goals and objectives, designing alternative courses of action, analyzing consequences, selecting the best course, and implementing with evaluation. It also discusses defining evaluation objectives, methodology, intended audience, and gathering credible evidence including demographic, health status, qualitative, utilization and expenditure indicators. The evaluation then analyzes results to determine meaning, compare to objectives, measure success, and recommend improvements.
Critical Access Hospital Goal Setting Provided By The Nat.docxwillcoxjanay
Critical Access Hospital Goal Setting
Provided By:
The National Learning Consortium (NLC)
Developed By:
Health Information Technology Research Center (HITRC)
Key Health Alliance, Regional Extension Assistance Center for HIT
http://www.HealthIT.gov
National Learning Consortium
• The National Learning Consortium (NLC) is a virtual and evolving body of knowledge and resources designed to
support healthcare providers and health IT professionals working towards the implementation, adoption and
meaningful use of certified EHR systems.
• The NLC represents the collective EHR implementation experiences and knowledge gained directly from the field
of ONC’s outreach programs (REC, Beacon, State HIE) and through the Health Information Technology Research
Center (HITRC) Communities of Practice (CoPs).
• The following resource can be used in support of the EHR Implementation Lifecycle. It is recommended by
“boots-on-the-ground” professionals for use by others who have made the commitment to implement or upgrade to
certified EHR systems.
EHR Implementation Lifecycle
The material in this document was developed by Regional Extension Center staff in the performance of technical support and EHR implementation. The
information in this document is not intended to serve as legal advice nor should it substitute for legal counsel. Users are encouraged to seek additional detailed
technical guidance to supplement the information contained within. The REC staff developed these materials based on the technology and law that were in
place at the time this document was developed. Therefore, advances in technology and/or changes to the law subsequent to that date may not have been
incorporated into this material.
September 30, 2013 • Version 1.0
www.HealthIT.gov
1
http://www.healthit.gov/providers-professionals/regional-extension-centers-recs
http://www.healthit.gov/providers-professionals/beacon-community-centers
http://www.healthit.gov/policy-researchers-implementers/state-health-information-exchange
http://healthit.hhs.gov/portal/server.pt/community/healthit_hhs_gov__rec_program/1495
http://healthit.hhs.gov/portal/server.pt/community/healthit_hhs_gov__rec_program/1495
http://www.healthit.gov/providers-professionals/ehr-implementation-steps
http://www.HealthIT.gov
www.HealthIT.gov
2
Description & Instructions
• The Critical Access Hospital Goal Setting guide is intended to aid providers
and health IT implementers with Planning, Selecting, Implementing, and
Achieving Meaningful Use. It can be used to determine what goals are, how
they should be set, and how they should be measured.
• This resource includes goal setting tools and tips.
September 30, 2013 • Version 1.0
www.HealthIT.gov
Goals
• Goals play an important part of many of the aspects of planning, selecting,
implementing, and realizing benefits of HIT
• Help educate about what is possible with an EHR
• Initiate change management by recognizi.
1) Barbro Thöyrä is the owner of CeBeLOT and has extensive experience and qualifications in business continuity management, ISO standards, disaster recovery, and risk management.
2) She has worked in various IT and management roles and has experience developing business continuity services and manuals.
3) She is an approved trainer for business continuity certification and provides training and consulting services internationally.
90 Days to Bundled Payments: Roadmap and Methodology for Implementing Your Bu...Wellbe
CMS’ recent announcement to “double down” on value-based models including bundled payments demonstrates their commitment to this paradigm. Providers need to respond in kind and launch their programs ASAP.
The complexities and time associated with changing focus, care design, and operations can be daunting and this has caused many organizations to delay or reject implementation. But it doesn’t have to be this way.
This session will describe a structured approach that was successfully used to launch a BPCI Model 2 program in 90 days. This particular case study involved an organization that needed to change conveners making the challenge even more difficult. Nevertheless, the program moved along on schedule.
Key topics to be addressed include:
Organization, planning, project management, and priorities
Selecting (or changing) the convener
Bundle selection (even in the absence of data)
Expediting the CMS application process
Keys to establishing/launching an effective post-acute care network
Organizational alignment and change management
Performance metrics – another approach
Leveraging success to expand the program
Learning Objectives
Learn how to prioritize objectives to simplify the bundled payment project plan
Understand the key drivers in bundle selection to avoid analysis paralysis
Learn how to measure real-time progress of the plan and the bundle
Develop strategies and tactics to create a post-acute partnership
Understand the role of change management in a complex project
About the Speaker:
Sheldon Hamburger serves as a Principal of The Aristone Group, a healthcare consulting group. With focus on helping healthcare enterprise organizations address emerging trends, Aristone provides expertise in strategy, process, and technology. With over 30 years of experience in developing and marketing healthcare technology products and services, Mr. Hamburger’s career includes various “firsts” in medical and pharmaceutical financial processing systems.
Hospital management and service improvement presentation - low and middle inc...Dr Edward Fitzgerald
Hospital management and service improvement presentation - low and middle income countries:
Discuss the basic principles of health system and hospital management.
Describe how management quality is measured and linked to system performance and outcome.
Outline specific aspects of hospital management relevant to LMIC health systems and hospitals.
Leadership through working collaboratively. Chris Fokke, CCIO, Hampshire Hosp...mfolkard
The document discusses the role of the Chief Clinical Information Officer (CCIO) and the importance of collaboration. It provides examples of how the CCIO at Hampshire Hospitals NHS Foundation Trust improved performance through collaboration. This included standardizing clinical documentation through engaging multiple teams, developing alert systems between primary and secondary care through shared access to records, and creating discharge planning systems with community stakeholders. The CCIO role involves improving personal, team and organizational performance through collaborative leadership and developing digital systems to enable new ways of working.
Steve Sobak Implementing BCM In The Healthcare Industry : Singapore ExperienceBCM Institute
Planning a BCM/BCP is a series of strategic plans to be implemented to mitigate or minimize any condition that could potentially close or create a major disruption in service provision. Individual departments may have specific contingency plans in response to certain actions occurring, but it may not be “plugged-in” to an organization wide plan to prepare a response to a disruptive event that potentially threatens operation, or the survival of the organisation. Steve Sobak provides insight into how the Singapore healthcare industry embraces BCM in a holistic manner.
The document discusses various aspects of planning and evaluation for a health care institution. It outlines the steps in planning as establishing goals and objectives, designing alternative courses of action, analyzing consequences, selecting the best course, and implementing with evaluation. It also discusses defining evaluation objectives, methodology, intended audience, and gathering credible evidence including demographic, health status, qualitative, utilization and expenditure indicators. The evaluation then analyzes results to determine meaning, compare to objectives, measure success, and recommend improvements.
Critical Access Hospital Goal Setting Provided By The Nat.docxwillcoxjanay
Critical Access Hospital Goal Setting
Provided By:
The National Learning Consortium (NLC)
Developed By:
Health Information Technology Research Center (HITRC)
Key Health Alliance, Regional Extension Assistance Center for HIT
http://www.HealthIT.gov
National Learning Consortium
• The National Learning Consortium (NLC) is a virtual and evolving body of knowledge and resources designed to
support healthcare providers and health IT professionals working towards the implementation, adoption and
meaningful use of certified EHR systems.
• The NLC represents the collective EHR implementation experiences and knowledge gained directly from the field
of ONC’s outreach programs (REC, Beacon, State HIE) and through the Health Information Technology Research
Center (HITRC) Communities of Practice (CoPs).
• The following resource can be used in support of the EHR Implementation Lifecycle. It is recommended by
“boots-on-the-ground” professionals for use by others who have made the commitment to implement or upgrade to
certified EHR systems.
EHR Implementation Lifecycle
The material in this document was developed by Regional Extension Center staff in the performance of technical support and EHR implementation. The
information in this document is not intended to serve as legal advice nor should it substitute for legal counsel. Users are encouraged to seek additional detailed
technical guidance to supplement the information contained within. The REC staff developed these materials based on the technology and law that were in
place at the time this document was developed. Therefore, advances in technology and/or changes to the law subsequent to that date may not have been
incorporated into this material.
September 30, 2013 • Version 1.0
www.HealthIT.gov
1
http://www.healthit.gov/providers-professionals/regional-extension-centers-recs
http://www.healthit.gov/providers-professionals/beacon-community-centers
http://www.healthit.gov/policy-researchers-implementers/state-health-information-exchange
http://healthit.hhs.gov/portal/server.pt/community/healthit_hhs_gov__rec_program/1495
http://healthit.hhs.gov/portal/server.pt/community/healthit_hhs_gov__rec_program/1495
http://www.healthit.gov/providers-professionals/ehr-implementation-steps
http://www.HealthIT.gov
www.HealthIT.gov
2
Description & Instructions
• The Critical Access Hospital Goal Setting guide is intended to aid providers
and health IT implementers with Planning, Selecting, Implementing, and
Achieving Meaningful Use. It can be used to determine what goals are, how
they should be set, and how they should be measured.
• This resource includes goal setting tools and tips.
September 30, 2013 • Version 1.0
www.HealthIT.gov
Goals
• Goals play an important part of many of the aspects of planning, selecting,
implementing, and realizing benefits of HIT
• Help educate about what is possible with an EHR
• Initiate change management by recognizi.
1) Barbro Thöyrä is the owner of CeBeLOT and has extensive experience and qualifications in business continuity management, ISO standards, disaster recovery, and risk management.
2) She has worked in various IT and management roles and has experience developing business continuity services and manuals.
3) She is an approved trainer for business continuity certification and provides training and consulting services internationally.
90 Days to Bundled Payments: Roadmap and Methodology for Implementing Your Bu...Wellbe
CMS’ recent announcement to “double down” on value-based models including bundled payments demonstrates their commitment to this paradigm. Providers need to respond in kind and launch their programs ASAP.
The complexities and time associated with changing focus, care design, and operations can be daunting and this has caused many organizations to delay or reject implementation. But it doesn’t have to be this way.
This session will describe a structured approach that was successfully used to launch a BPCI Model 2 program in 90 days. This particular case study involved an organization that needed to change conveners making the challenge even more difficult. Nevertheless, the program moved along on schedule.
Key topics to be addressed include:
Organization, planning, project management, and priorities
Selecting (or changing) the convener
Bundle selection (even in the absence of data)
Expediting the CMS application process
Keys to establishing/launching an effective post-acute care network
Organizational alignment and change management
Performance metrics – another approach
Leveraging success to expand the program
Learning Objectives
Learn how to prioritize objectives to simplify the bundled payment project plan
Understand the key drivers in bundle selection to avoid analysis paralysis
Learn how to measure real-time progress of the plan and the bundle
Develop strategies and tactics to create a post-acute partnership
Understand the role of change management in a complex project
About the Speaker:
Sheldon Hamburger serves as a Principal of The Aristone Group, a healthcare consulting group. With focus on helping healthcare enterprise organizations address emerging trends, Aristone provides expertise in strategy, process, and technology. With over 30 years of experience in developing and marketing healthcare technology products and services, Mr. Hamburger’s career includes various “firsts” in medical and pharmaceutical financial processing systems.
Hospital management and service improvement presentation - low and middle inc...Dr Edward Fitzgerald
Hospital management and service improvement presentation - low and middle income countries:
Discuss the basic principles of health system and hospital management.
Describe how management quality is measured and linked to system performance and outcome.
Outline specific aspects of hospital management relevant to LMIC health systems and hospitals.
This lecture discusses the latest in EMS Best practices and industry technological innovations and is an updated version from the Best Practices in EMS presentation from 2009 OAMTA conference.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
Network physicians, hospitals, and other care continuum providers work collaboratively in active clinical process improvement programs across service lines and specialties to define, establish, implement, monitor, evaluate and periodically update the processes of:
- Evidence-based medicine
- Beneficiary engagement
- Care coordination
- Conservation of healthcare resources
- Clinical data reporting
The document provides an update on a transformation programme aimed at making a healthcare provider more mobile. The summary includes:
[1] The programme will transform the provider into a more streamlined, locally-focused mobile healthcare organization through changes like consolidating emergency control centers, establishing vehicle preparation hubs, and realigning central services.
[2] Key goals of the transformation include improving clinical outcomes, increasing the number of patients who can be treated without transport, and enhancing staff career progression and satisfaction.
[3] The transformation is already underway with pilots of initiatives like community paramedic teams and a new leadership structure, while future plans include fully implementing operating units and targets.
Great training tool and resource available through the Justice Institute of British Columbia. They can customize it with your own logo and emergency plan specifications. Contact Darren Blackburn through LInkedIn.
This document provides an agenda and overview for a presentation on coordinating patient services to improve satisfaction. The presentation discusses WellSpan Health's efforts to coordinate scheduling across different departments and systems. It outlines challenges in coordinating imaging, registration, and other services across 11 different scheduling systems. WellSpan implemented a new coordinated scheduling system to integrate these systems and resolve conflicts. This improved patient satisfaction by reducing wait times and allowing physicians to schedule from their offices. The presentation discusses expanding this coordinated approach to other areas and creating complete patient itineraries.
Webinar: Integrating Physician Practices into Your NetworkModern Healthcare
As the federal government and private payers move swiftly toward value-based care, hospitals and health systems are increasingly looking to clinical integration strategies as a way to coordinate care more easily across settings, manage the health of populations and take advantage of emerging payment models. Join us as we explore strategies for integrating physician practices and ambulatory care facilities. Our panel of experts will outline proven practices—and pitfalls to avoid—when it comes to growing your network and bringing new docs into the fold.
This lecture discusses the initial planning process for migrating to an electronic health record system. It covers identifying key stakeholders and forming committees to guide the selection and implementation process. Important initial steps include conducting assessments of needs and workflows, determining the scope and desired functionality of the EHR system, and establishing timelines and goals. The lecture emphasizes developing a strategic plan to effectively manage the implementation process and ensure organizational buy-in at all levels.
Daniel Jones outlines how lean thinking can help healthcare based on his experience helping other industries. He conducted experiments in healthcare to develop lean methods, focusing on eliminating waste and delays for patients. Key aspects include mapping patient flows, synchronizing activities between departments, and establishing stability through visual management boards. This requires an "end-to-end perspective" and appointing a value stream manager to resolve conflicts and ensure continuous process improvement. With the right lean management system in place, healthcare can realize significant benefits like reduced lengths of stay and costs.
The document provides a grading rubric and template for a Career and Company Research assignment. The assignment requires students to identify one, two, and five-year career goals and match them to potential employers. Students must provide details on the potential employers. Additionally, students must outline their personal marketing strategy for achieving their career goals by conducting an active job search.
Beacon Partners / BridgeFront ICD-10 Webinar: Building the Bridge as You Walk...Bridge Front
Date: 8/7/2013
Title: The Transition to ICD-10: Building the Bridge as You Walk on It
Presented By: Christine Kalish, MBA, CMPE, National Practice Director, Strategic Advisory Group of Beacon Partners
Description: With the transition to ICD-10 only 15 months away, organizations will have to find inventive ways to create their roadmap and execute on their plans. Rather than taking valuable time to complete a gap analysis and then create the plan, organizations should consider how to do these tasks concurrently.
West Midlands Safeguarding Conference – 1 March 2018NHS England
The document analyzes themes from 23 mental health homicide investigations, finding the most common recommendations related to failure to follow policies/guidance, lack of risk assessments, and lack of organizational learning and change. Contributing factors most often included issues with staff training, information gathering, communication, and documentation. While few cases were found to be both predictable and preventable, many noted predictability of future violence if not the specific homicide.
Karen Bell, MD, MMS
Director, Center for Sustainable Health and Care
JBS International, Inc.
Former Chair
Certification Commission for Health Information Technology
The document discusses key concepts in healthcare operations management. It defines operations management as coordinating processes to deliver quality healthcare services in a cost-effective manner. Core functions include planning, scheduling, purchasing, quality control, and inventory control. Decision areas encompass designing services, managing quality, planning processes and capacity, setting locations and layouts, managing human resources, and scheduling maintenance. Metrics measure performance from financial, customer, and operational perspectives to continuously improve the healthcare system.
Dignity Health is one of the largest health systems in the US, founded in 1986. It operates 39 hospitals and has over 56,000 employees. The presentation discusses Dignity Health's population health management strategy and supporting data and technologies. It outlines their clinical integrated networks and the key pillars of their population health approach. It also describes the challenges of accessing and integrating data from multiple sources to support population health management goals.
Sameer Badlani, MD, FACP
Chief Medical Information Officer
Assistant Professor, Section of Hospital Medicine
The University of Chicago Medicine and Biological Sciences
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.
Strategic Planning: Future of an organization-A critical review
Dr. Rangappa. S. Ashi
Associate Professor
Department of Child Health Nursing
SDM Institute of Nursing Sciences,
Shri Dharmasthala manjunatheshwara University, Sattur, Dharwad-580009, Karnataka, India.
Corresponding author E-mail: rangappa.ashi@gmail.com
Assignment ObjectivesSummarize the purpose of a performance impro.pdfrohit219406
Assignment Objectives:
Summarize the purpose of a performance improvement plan.
Summarize and organize the steps needed in the creation of a performance improvement plan.
Purpose: It is important to understand the performance improvement plan and how it works. You
will all work in a setting, whether it be a hospital or a physician’s office managed by a hospital,
where you will get audited and have certain standards to meet. It is important to be prepared and
understand this information now.
Assignment Description: When dealing with a performance improvement plan, there are many
things to consider. I would like for you to write a report detailing how a performance
improvement plan is written. Start with what the criteria is and how it is determined. Move on to
the action plans and then end with the formal report.
Parameters: This paper needs to be at least 1,000 words in length. You need to have at least 3
sources. This paper needs to be in APA format.
The paper will be graded by the following rubric:
Essay contains correct subject matter and covers the objectives, 50
Proper format – introduction, body, and conclusion, 15
Length – 1,000 words at least, 5
APA Style and format, 5
Used proper number of resources, 15
Grammar, spelling, and punctuation, 10
Solution
Performance Improvement Plan :
Following structure will be followed for developing performance Improvement Plan .
Mission Statement:
To offer the best in patient care and to endorse community health.
Vision:
To be a leading hospital provider in the located area.
Service superiority:
Expecting and exceeding expectations of all we dish up: our patients and their folks, providers,
staff, students, volunteers and other partners.
Dynamic work surroundings
Fostering an setting where all are valued and respected, and fervor and opportunities for expert
growth are encouraged.
Building on centers of medical and organizational superiority Doing the right thing by centering
on evidence based patient- and family -centered mind, a commitment to security, the importance
of knowledge and our mission, vision and values.
Innovation and teamwork Building/fostering corporation to enhance care, meet society need and
foresee the demands of a active healthcare environment.
Financial and resource stewardship :
Keeping clinic strong through the accountable use of financial and human resource.
PURPOSE
The principle of the Hospital performance Improvement Plan is to provide a structure for a
collaboratively planned, systematic and company -wide approach to improving organizational
routine. It is designed to provide an included and comprehensive program that will scrutinize,
assess and improve the superiority of patient care delivered at this flair.
Promise to performance :
The core of the hospital performance Improvement Program is that it tackle quality in all areas
and at all levels all through the organization.
For Hospital to succeed in the swiftly changing and increasingly spirited healthcare atmosphere
in t.
The presentation provided guidance on developing emergency action plans (EAPs) and continuity of operations plans (COOPs) for libraries. It covered why such plans are important, key principles for writing them, and basic elements that should be included. Templates were provided for EAP and COOP worksheets to help document essential information like emergency contacts, procedures, and identifying alternate facilities and vital operations.
Learn How ProHealth Care is Innovating Population Health Management with Clin...Perficient, Inc.
Christine Bessler, CIO at ProHealth Care,demonstrates how ProHealth Care became the first healthcare system to produce reports and data out of Epic's Cogito data warehouse in a production environment. In this slideshare, you'll learn:
How they delivered clinically integrated insights to 460 physicians
How access to analytics allows their physicians to easily see which patients need important health screenings or care interventions, setting the stage for enhanced preventive care and better management of chronic diseases
ProHealth Care's strategy to integrate data from Epic with information from other EMRs and data sources to deliver clinically integrated business intelligence
How the organization is positioning itself to deliver against an advanced self-service BI capability in the future
These lecture slides, by Dr Sidra Arshad, offer a simplified look into the mechanisms involved in the regulation of respiration:
Learning objectives:
1. Describe the organisation of respiratory center
2. Describe the nervous control of inspiration and respiratory rhythm
3. Describe the functions of the dorsal and respiratory groups of neurons
4. Describe the influences of the Pneumotaxic and Apneustic centers
5. Explain the role of Hering-Breur inflation reflex in regulation of inspiration
6. Explain the role of central chemoreceptors in regulation of respiration
7. Explain the role of peripheral chemoreceptors in regulation of respiration
8. Explain the regulation of respiration during exercise
9. Integrate the respiratory regulatory mechanisms
10. Describe the Cheyne-Stokes breathing
Study Resources:
1. Chapter 42, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 36, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 13, Human Physiology by Lauralee Sherwood, 9th edition
More Related Content
Similar to Organizing-Managing-HCC-June2015_V4-7_1.ppt
This lecture discusses the latest in EMS Best practices and industry technological innovations and is an updated version from the Best Practices in EMS presentation from 2009 OAMTA conference.
Presentation by Rich Pollack, VP and Chief Information Officer, VCU Health, at the marcus evans National Healthcare CIO Summit held in Pasadena, CA March 13-14 2017
Network physicians, hospitals, and other care continuum providers work collaboratively in active clinical process improvement programs across service lines and specialties to define, establish, implement, monitor, evaluate and periodically update the processes of:
- Evidence-based medicine
- Beneficiary engagement
- Care coordination
- Conservation of healthcare resources
- Clinical data reporting
The document provides an update on a transformation programme aimed at making a healthcare provider more mobile. The summary includes:
[1] The programme will transform the provider into a more streamlined, locally-focused mobile healthcare organization through changes like consolidating emergency control centers, establishing vehicle preparation hubs, and realigning central services.
[2] Key goals of the transformation include improving clinical outcomes, increasing the number of patients who can be treated without transport, and enhancing staff career progression and satisfaction.
[3] The transformation is already underway with pilots of initiatives like community paramedic teams and a new leadership structure, while future plans include fully implementing operating units and targets.
Great training tool and resource available through the Justice Institute of British Columbia. They can customize it with your own logo and emergency plan specifications. Contact Darren Blackburn through LInkedIn.
This document provides an agenda and overview for a presentation on coordinating patient services to improve satisfaction. The presentation discusses WellSpan Health's efforts to coordinate scheduling across different departments and systems. It outlines challenges in coordinating imaging, registration, and other services across 11 different scheduling systems. WellSpan implemented a new coordinated scheduling system to integrate these systems and resolve conflicts. This improved patient satisfaction by reducing wait times and allowing physicians to schedule from their offices. The presentation discusses expanding this coordinated approach to other areas and creating complete patient itineraries.
Webinar: Integrating Physician Practices into Your NetworkModern Healthcare
As the federal government and private payers move swiftly toward value-based care, hospitals and health systems are increasingly looking to clinical integration strategies as a way to coordinate care more easily across settings, manage the health of populations and take advantage of emerging payment models. Join us as we explore strategies for integrating physician practices and ambulatory care facilities. Our panel of experts will outline proven practices—and pitfalls to avoid—when it comes to growing your network and bringing new docs into the fold.
This lecture discusses the initial planning process for migrating to an electronic health record system. It covers identifying key stakeholders and forming committees to guide the selection and implementation process. Important initial steps include conducting assessments of needs and workflows, determining the scope and desired functionality of the EHR system, and establishing timelines and goals. The lecture emphasizes developing a strategic plan to effectively manage the implementation process and ensure organizational buy-in at all levels.
Daniel Jones outlines how lean thinking can help healthcare based on his experience helping other industries. He conducted experiments in healthcare to develop lean methods, focusing on eliminating waste and delays for patients. Key aspects include mapping patient flows, synchronizing activities between departments, and establishing stability through visual management boards. This requires an "end-to-end perspective" and appointing a value stream manager to resolve conflicts and ensure continuous process improvement. With the right lean management system in place, healthcare can realize significant benefits like reduced lengths of stay and costs.
The document provides a grading rubric and template for a Career and Company Research assignment. The assignment requires students to identify one, two, and five-year career goals and match them to potential employers. Students must provide details on the potential employers. Additionally, students must outline their personal marketing strategy for achieving their career goals by conducting an active job search.
Beacon Partners / BridgeFront ICD-10 Webinar: Building the Bridge as You Walk...Bridge Front
Date: 8/7/2013
Title: The Transition to ICD-10: Building the Bridge as You Walk on It
Presented By: Christine Kalish, MBA, CMPE, National Practice Director, Strategic Advisory Group of Beacon Partners
Description: With the transition to ICD-10 only 15 months away, organizations will have to find inventive ways to create their roadmap and execute on their plans. Rather than taking valuable time to complete a gap analysis and then create the plan, organizations should consider how to do these tasks concurrently.
West Midlands Safeguarding Conference – 1 March 2018NHS England
The document analyzes themes from 23 mental health homicide investigations, finding the most common recommendations related to failure to follow policies/guidance, lack of risk assessments, and lack of organizational learning and change. Contributing factors most often included issues with staff training, information gathering, communication, and documentation. While few cases were found to be both predictable and preventable, many noted predictability of future violence if not the specific homicide.
Karen Bell, MD, MMS
Director, Center for Sustainable Health and Care
JBS International, Inc.
Former Chair
Certification Commission for Health Information Technology
The document discusses key concepts in healthcare operations management. It defines operations management as coordinating processes to deliver quality healthcare services in a cost-effective manner. Core functions include planning, scheduling, purchasing, quality control, and inventory control. Decision areas encompass designing services, managing quality, planning processes and capacity, setting locations and layouts, managing human resources, and scheduling maintenance. Metrics measure performance from financial, customer, and operational perspectives to continuously improve the healthcare system.
Dignity Health is one of the largest health systems in the US, founded in 1986. It operates 39 hospitals and has over 56,000 employees. The presentation discusses Dignity Health's population health management strategy and supporting data and technologies. It outlines their clinical integrated networks and the key pillars of their population health approach. It also describes the challenges of accessing and integrating data from multiple sources to support population health management goals.
Sameer Badlani, MD, FACP
Chief Medical Information Officer
Assistant Professor, Section of Hospital Medicine
The University of Chicago Medicine and Biological Sciences
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.
Strategic Planning: Future of an organization-A critical review
Dr. Rangappa. S. Ashi
Associate Professor
Department of Child Health Nursing
SDM Institute of Nursing Sciences,
Shri Dharmasthala manjunatheshwara University, Sattur, Dharwad-580009, Karnataka, India.
Corresponding author E-mail: rangappa.ashi@gmail.com
Assignment ObjectivesSummarize the purpose of a performance impro.pdfrohit219406
Assignment Objectives:
Summarize the purpose of a performance improvement plan.
Summarize and organize the steps needed in the creation of a performance improvement plan.
Purpose: It is important to understand the performance improvement plan and how it works. You
will all work in a setting, whether it be a hospital or a physician’s office managed by a hospital,
where you will get audited and have certain standards to meet. It is important to be prepared and
understand this information now.
Assignment Description: When dealing with a performance improvement plan, there are many
things to consider. I would like for you to write a report detailing how a performance
improvement plan is written. Start with what the criteria is and how it is determined. Move on to
the action plans and then end with the formal report.
Parameters: This paper needs to be at least 1,000 words in length. You need to have at least 3
sources. This paper needs to be in APA format.
The paper will be graded by the following rubric:
Essay contains correct subject matter and covers the objectives, 50
Proper format – introduction, body, and conclusion, 15
Length – 1,000 words at least, 5
APA Style and format, 5
Used proper number of resources, 15
Grammar, spelling, and punctuation, 10
Solution
Performance Improvement Plan :
Following structure will be followed for developing performance Improvement Plan .
Mission Statement:
To offer the best in patient care and to endorse community health.
Vision:
To be a leading hospital provider in the located area.
Service superiority:
Expecting and exceeding expectations of all we dish up: our patients and their folks, providers,
staff, students, volunteers and other partners.
Dynamic work surroundings
Fostering an setting where all are valued and respected, and fervor and opportunities for expert
growth are encouraged.
Building on centers of medical and organizational superiority Doing the right thing by centering
on evidence based patient- and family -centered mind, a commitment to security, the importance
of knowledge and our mission, vision and values.
Innovation and teamwork Building/fostering corporation to enhance care, meet society need and
foresee the demands of a active healthcare environment.
Financial and resource stewardship :
Keeping clinic strong through the accountable use of financial and human resource.
PURPOSE
The principle of the Hospital performance Improvement Plan is to provide a structure for a
collaboratively planned, systematic and company -wide approach to improving organizational
routine. It is designed to provide an included and comprehensive program that will scrutinize,
assess and improve the superiority of patient care delivered at this flair.
Promise to performance :
The core of the hospital performance Improvement Program is that it tackle quality in all areas
and at all levels all through the organization.
For Hospital to succeed in the swiftly changing and increasingly spirited healthcare atmosphere
in t.
The presentation provided guidance on developing emergency action plans (EAPs) and continuity of operations plans (COOPs) for libraries. It covered why such plans are important, key principles for writing them, and basic elements that should be included. Templates were provided for EAP and COOP worksheets to help document essential information like emergency contacts, procedures, and identifying alternate facilities and vital operations.
Learn How ProHealth Care is Innovating Population Health Management with Clin...Perficient, Inc.
Christine Bessler, CIO at ProHealth Care,demonstrates how ProHealth Care became the first healthcare system to produce reports and data out of Epic's Cogito data warehouse in a production environment. In this slideshare, you'll learn:
How they delivered clinically integrated insights to 460 physicians
How access to analytics allows their physicians to easily see which patients need important health screenings or care interventions, setting the stage for enhanced preventive care and better management of chronic diseases
ProHealth Care's strategy to integrate data from Epic with information from other EMRs and data sources to deliver clinically integrated business intelligence
How the organization is positioning itself to deliver against an advanced self-service BI capability in the future
Similar to Organizing-Managing-HCC-June2015_V4-7_1.ppt (20)
These lecture slides, by Dr Sidra Arshad, offer a simplified look into the mechanisms involved in the regulation of respiration:
Learning objectives:
1. Describe the organisation of respiratory center
2. Describe the nervous control of inspiration and respiratory rhythm
3. Describe the functions of the dorsal and respiratory groups of neurons
4. Describe the influences of the Pneumotaxic and Apneustic centers
5. Explain the role of Hering-Breur inflation reflex in regulation of inspiration
6. Explain the role of central chemoreceptors in regulation of respiration
7. Explain the role of peripheral chemoreceptors in regulation of respiration
8. Explain the regulation of respiration during exercise
9. Integrate the respiratory regulatory mechanisms
10. Describe the Cheyne-Stokes breathing
Study Resources:
1. Chapter 42, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 36, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 13, Human Physiology by Lauralee Sherwood, 9th edition
- Video recording of this lecture in English language: https://youtu.be/Pt1nA32sdHQ
- Video recording of this lecture in Arabic language: https://youtu.be/uFdc9F0rlP0
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
- Link to NephroTube social media accounts: https://nephrotube.blogspot.com/p/join-nephrotube-on-social-media.html
Travel vaccination in Manchester offers comprehensive immunization services for individuals planning international trips. Expert healthcare providers administer vaccines tailored to your destination, ensuring you stay protected against various diseases. Conveniently located clinics and flexible appointment options make it easy to get the necessary shots before your journey. Stay healthy and travel with confidence by getting vaccinated in Manchester. Visit us: www.nxhealthcare.co.uk
Muktapishti is a traditional Ayurvedic preparation made from Shoditha Mukta (Purified Pearl), is believed to help regulate thyroid function and reduce symptoms of hyperthyroidism due to its cooling and balancing properties. Clinical evidence on its efficacy remains limited, necessitating further research to validate its therapeutic benefits.
One health condition that is becoming more common day by day is diabetes.
According to research conducted by the National Family Health Survey of India, diabetic cases show a projection which might increase to 10.4% by 2030.
Integrating Ayurveda into Parkinson’s Management: A Holistic ApproachAyurveda ForAll
Explore the benefits of combining Ayurveda with conventional Parkinson's treatments. Learn how a holistic approach can manage symptoms, enhance well-being, and balance body energies. Discover the steps to safely integrate Ayurvedic practices into your Parkinson’s care plan, including expert guidance on diet, herbal remedies, and lifestyle modifications.
Does Over-Masturbation Contribute to Chronic Prostatitis.pptxwalterHu5
In some case, your chronic prostatitis may be related to over-masturbation. Generally, natural medicine Diuretic and Anti-inflammatory Pill can help mee get a cure.
Adhd Medication Shortage Uk - trinexpharmacy.comreignlana06
The UK is currently facing a Adhd Medication Shortage Uk, which has left many patients and their families grappling with uncertainty and frustration. ADHD, or Attention Deficit Hyperactivity Disorder, is a chronic condition that requires consistent medication to manage effectively. This shortage has highlighted the critical role these medications play in the daily lives of those affected by ADHD. Contact : +1 (747) 209 – 3649 E-mail : sales@trinexpharmacy.com
Our backs are like superheroes, holding us up and helping us move around. But sometimes, even superheroes can get hurt. That’s where slip discs come in.
3. Introductions
• Name
• Agency
• Position
• ICS & HCC Experience
• Course Expectations
• How does your department
support the event/incident?
4. Course Goal
Increase hospital resiliency and
sustainability by enhancing the
participants’ overall knowledge and
awareness for the planning and operation
of the Hospital Command Center
This goal reflects the capability definition provided by the
DHS Core Capabilities
5. Course Objectives
• Discuss incident management, activation and operation of the
Hospital Command Center (HCC) for a pre-planned or no-
notice event
• Enhance the participants’ overall knowledge to provide multi-
department coordination
• Review the hospital’s role in the regional Healthcare
Emergency Preparedness Coalition (HEPC) and/or a multi-
agency coordination (MAC) system
• Participate in a group activity to develop an activation and/or
planning job aid for the Hospital Command Center
6. Course Topics
• HCC Basics
• HCC Staffing and Organization
– HCC Activation
– Command Structure
– Internal/External Participation
– Flow of Information
• HCC & Incident Management
– Incident Action Planning
– Meetings and Briefings
– Emergency Declarations and Orders
• Coordination
– Healthcare Emergency Preparedness Coalitions
– Multi-Agency Coordination System
• Job Action Aids for the HCC
7. Organizing & Managing the Hospital
Command Center in New York State
Module 1 – Introduction
HCC Basics
Emergency Operations Sensitive
8. Knowledge Check
Can you answer the following questions:
• When is the last time you exercised or activated your HCC?
• Who are the key players in your organization and how can they
be contacted?
• How is coordination and information exchange accomplished?
– Within your HCC, Health System?
– Externally with the County EOC and other partners?
• Where is your alternate HCC located?
9. What is a
Hospital Command Center?
An HCC is a designated location to convene
and coordinate response activities, resources
and information during a complex incident,
emergency or disaster
12. MISSION of the HCC
To coordinate information and resources
for incident and event management
• The HCC must receive, analyze, display, and
disseminate information about the incident to
enable executive decision-making
• The HCC must find, prioritize, deploy, and track
critical resources
• The HCC must enhance decision making using
C4I (communication, cooperation, coordination,
collaboration, and intelligence)
13. Why an HCC?
• Increased demands on the organization
• Higher volume of patients
• Resource prioritization and allocation
• Legal considerations
• Interoperability
• Proactive posture by hospital
• Financial elements
14. Establishing HCC Priorities
Fundamental Priorities
1. Life Safety
2. Incident Stabilization
3. Property Conservation
4. Business Continuity (COOP)
HCC manages by objectives:
• Critical when resources are limited
• Accomplish the most good with available
resources
15. Responsibilities of an HCC
Monitors the management of:
• Communications
• Resources and Assets
• Safety and Security
• Staff Responsibilities
• Utilities
• Clinical Support
(The Joint Commission Critical Components)
16. HCC Information Management
• Internal and External Situational Awareness
• Common Operating Picture
• Collect, evaluate, disseminate relevant
information to all HCC staff, stakeholders
and partners
17. HCC Coordination
• A Multi-department verses a single
department approach can accomplish more
• Use of department resources beyond
normal scope of business
• Direction & Support
– Strategic within the facility/system
– Tactical within the facility/system
– Fiscal awareness
– Continuity of Operations
18. MUTUAL AID
• Agreements Developed:
– Before an incident occurs
– Among all parties providing or
requesting resources
• Ensures:
– Standardization
– Interoperability
• NIMS resource
management requirement
19. Summary
Can you now….
1. Describe the purpose and core
responsibilities of an HCC?
2. Identify value in activating an HCC
for a pre-planned or no notice events?
20. Organizing and Managing
the Hospital Command Center
in New York State
Module 2 – HCC Staffing &
Organization
21. Module Objectives
• Identify and discuss key components of your HCC
activation plan
• Identify features of the Hospital Incident Command
System found in the management and organization
of your HCC
• Discuss what departments are or should be
identified in the HCC activation plan
• Discuss what management and support staff would
be needed in the HCC for a given scenario
22. HCC Activation Criteria
The activation of the HCC is determined by the
emergency or event. Considerations include:
• Resources beyond capabilities are required
• Need to coordinate activities of several departments
• The emergency/event is of long duration/recovery
• Major policy decisions may be needed
• A local or state emergency is declared
• Hospital policy/thresholds are met
• As specified in the EOP
23. HCC Activation Levels
Triggered by incident complexity
• Normal Operations
• Monitoring
• Partial Activation
• Full Activation
26. HCC Organization
Command Staff and General Staff
Incident Commander
Public Information
Medical/Technical
Specialist
Liaison
Safety
Planning Section
Operations Section Logistics Section
Finance & Admin
Section
Command Staff
General Staff
27. HCC Organization
General Staff - Operations
Operations Section
Chief
Planning Section Logistics Section
Finance & Admin
Section
Incident Commander
Staging Manager
Security Branch
Director
Medical Care Branch
Director
Hazmat Branch
Director
Infrastructure Branch
Director
Business Continuity
Branch Director
Patient Family
Assistance Branch
Director
28. HCC Organization
General Staff - Planning
Operations Section
Planning Section
Chief
Logistics Section
Finance & Admin
Section
Incident Commander
Resource Unit Leader Demobilization Unit
Situation Unit Leader
Documentation Unit
Leader
29. HCC Organization
General Staff - Logistics
Operations Section Planning Section Logistics Section
Finance & Admin
Section
Incident Commander
Service Branch
Director
Support Branch
Director
30. HCC Organization
General Staff- Finance/Admin
Incident Commander
Operations Section
Finance & Admin
Section Chief
Logistics Section
Planning Section
Procurement Unit
Leader
Cost Unit Leader
Compensation &
Claim Unit Leader
Time Unit Leader
33. Internal (Departmental)
Representative Staffing
• Hospital should be prepared to staff the
HCC 24/7 during activations
• Consider overlapping for debriefing
personnel
• Relief must be briefed in detail before
you leave
34. Check In HCC
Check in provides for:
• Name
• Credentials
• Department/Agency
• Receive Assignment
• Receive Resources &
Equipment
35. Incoming Personnel Briefing
• Incident Briefing
• Job responsibilities / Job Action Sheet
• Reporting Structure
• Location of work area
• Instructions on obtaining any/all support
• Operational period work shifts
36. Managing Communications
• Call Center/Message Center
• Social Media
• Websites (Internal/External)
• Public Information Officer (PIO)
• Joint Information Center
Message Consistency
37. HCC Demobilization
• Demobilize according to plan
• Complete all assignments
• Brief team members and direct reports
• Complete and file forms and reports
• Follow check-out procedures
• Provide follow-up contact information (individual and agency)
• Conduct Incident Hotwash/Debrief and AAR Development
HICS-221
38. Summary
Can you now…
1. Identify and discuss key components
of your HCC activation plan?
2. Identify features of the HICS found in
the management and organization of
your HCC?
3. Identify the key roles that are part of
the HCC activation plan?
40. Module Objectives
• Discuss the incident action planning
process relative to an HCC
• Identify key meetings and briefings that
may take place in the HCC
• Identify the types of emergency waivers
that could be requested in a local
emergency declaration
41. HCC Action Planning Process
1. Understand the situation (priorities)
2. Determine objectives and strategies
3. Determine tasks and assignments
4. Prepare the plan
5. Implement the plan
6. Evaluate the plan
42. Criteria for Determining
Incident Priorities
• General Community
– Threat to life
– Real property
threatened
– High damage potential
– Incident complexity
– Environmental impact
– Politics
• Healthcare
- Patient Safety
- Staff Safety
- Threat to facility
- Supply/Staff
Resource Access
- Disease Control
- Reputation
44. Incident Action Planning in the HCC
• Planned response more productive than
reactive response
• HCC Incident Action Plan provides
guidance for all staff in the HCC
• Delineates priorities and planned
responses of the organization for a defined
operational period
• Identifies needs, organizes resources, and
assigns tasks
45. HCC IAP Elements
• Objectives for the HCC based upon
established priorities (201 handout)
• Objectives and strategies for departments
• Weather Forecast and other technical info
• Organization
• Assignments
• Communications/Directories
• Situation
49. Meetings and Briefings
Keys to success
• Have an agenda, start and end on time
• Document minutes
• Only invited key personnel speak
• Allow preparation time (as possible)
• Communication devices turned off
50.
51. Situation Status Reports
(Sit/Stat Reps)
During an HCC activation, each department is
responsible for submitting a Status Report to
the Planning Section, at least once per
operational period.
• Status Reports are used by HCC Management
to gather:
– current internal and external situation summaries
– current mission and resource capabilities
– future concerns or objectives that need to be
addressed
52. Stat Reps – Critical Information
• Department Name
• Your Name
• Date & Time/Operational Period of Report
• Ongoing Actions and Results, Ongoing/Previous
Actions Not Yet Reported
• New Actions Taken Since Last Report
• Summary of Resources Committed to Incident
(give location and primary activities)
• Planned & Anticipated Activities
53. Emergency Waiver Request Process
• Identify barrier regulation or statute
• Request to county and state public health
with justification
• Request is forwarded to DOH
Commissioner or Governor
54. Summary
1. Discuss the incident action planning
process relative to an HCC
2. Maintain situational awareness
3. Identify key meetings and briefings that
may take place in the HCC
4. Process to request waivers
56. Module Objectives
• Discuss differences between command
and multiagency coordination
• Discuss the responsibilities of
multiagency coordination groups
• Provide examples of the different levels
at which multiagency coordination is
commonly accomplished
58. Command vs. Coordination
Command
• Providing Direction
• Implementation
• Tactical
Coordination
• Providing Support
• Decision Making
• Strategic
59. Multiagency Coordination System (MACS)
MAC (system) is . . .
. . . a combination of facilities, equipment,
personnel, procedures, mutual aid plans,
and communications integrated into a
common system with responsibility for
coordinating and supporting incident
management activities.
60. Multiagency Coordination:
Simple to Complex
A coordination system:
– May be as simple as a
teleconference, or
– May require an assembled
group and associated support
systems.
61. Emergency Support Functions
A mechanism that consolidates departments
who have similar responsibilities, needs,
functions, and/or resources to:
1. Implement policy decisions with resource support
2. Conduct strategic planning within the scope of the
functional group
3. Resolve conflicts and solve problems
4. Coordinate and complete missions
62. Emergency Support Functions
EXAMPLES
• Law Enforcement and Security
• Emergency Services
• Critical Facilities and Infrastructure
• Transportation Infrastructure
• Public Health and Medical Services
• Human Services
• Animal Protection
63. ESF-8: Hospital Representative Role
(HCC Rep to County EOC/MACS)
• Represent hospital in local County EOC
regarding
– hospital issues, needs, resources
– hospital policy in response to incident
• Serve as conduit of information to and
from your hospital
– Channel information to and from the hospital
executive staff
64. Prior to reporting to the County EOC
• Have a clear understanding of your
decision-making authority
• Verify what communications procedures
will be followed
• Ensure proper route to EOC
• Identification needed to enter EOC
65. Local State of Emergency
• Multi-agency coordination groups/EOC
should be advising chief executives
relative to the need for emergency
declarations and emergency orders.
• Authority for emergency declarations and
emergency orders comes from NYS
Executive Law Article 2-b Section 24.
66. Chief Executives in Government
Who is
considered
a chief
executive?
Chief Executive means:
County Executive or Manager
Chairman of the County Legislature
Mayor or Manager of a City or Village
Town Supervisor or Manager
68. Discussion Question
How long are
emergency orders
valid for?
What is the filing
process?
5 Days and should be filed in local newspaper, record
within 24 hours with county clerk, NYS DOS and SOEM
69. Section 25 Use of Local Government
Resources in a Disaster
Upon threat or occurrence of a disaster the
Chief Executive is empowered to:
• Use all resources of the political subdivision to cope
with the disaster.
• May request and accept assistance, coordinated
and directed by the County Chief Executive.
• May request and accept assistance from any other
political subdivision on terms agreed to between the
subdivisions. The assistance may be used only to
remediate the effects of the disaster
70. Section 25 (cont.)
• A political subdivision shall not be liable for
any claim based upon the exercise or
performance or failure to exercise or
perform a discretionary duty or function on
the part of any officer or employee in
carrying out the provisions of this section.
• The Chief Executive may request mutual
aid only if his own forces have already
been activated.
71. Discussion Question
What can the policy
makers within a multi-
agency coordination
group do to facilitate
their decision making
process?
Establish Incident Priorities
72. Summary
1. Discuss differences between command and
multiagency coordination
2. Discuss the responsibilities of multi-coordination
groups
3. Provide examples of the different levels at which
multiagency coordination is commonly
accomplished
4. Discuss what is needed to send a hospital rep to
EOC/MACS
5. Basic understanding of Article 2b
74. Objectives
• Identify Job Aids that may be used for
various functions in the HCC
• Familiarize participants with the standard
operating procedures/guidelines typically
used in an HCC
75. Define Job Aid
Devices or tools that allows an individual to
quickly access the information he or she
needs to perform a task.
76.
77. Job Aids
• Checklist – A position checklist
• Procedures list – An ordering procedure
• Decision guide – HCC activation algorithm
• Form or worksheet – Many HICS forms
• Reference source – Telephone contact list
78. Steps in Creating a Job Aid
1. Analyze the task and associated
information
2. Determine the kind of job aid to use
3. Develop the job aid
4. Test and revise if necessary
5. Evaluate and exercise in intended
environment
79. Common Job Aids used in HCC
• HCC Activation Algorithm
• Notification Algorithm
• Job Action Sheets for HCC Staff
– Command, Support
• Incident Specific