www.modernhealthcare.com/article/20140512/SPONSORED/305129926/webinar-thriving-in-the-new-healthcare-environment-3-key-strategies
Many CEOs are looking to make cost and revenue improvements between 20 and 40 percent. Attend this webinar to hear success strategies from two leading CEOs.
WEBINAR: Performance Improvement for Children’s Hospitals – Key Steps in Deve...Huron Consulting Group
In a recent webinar hosted by the Children’s Hospital Association, Huron leaders describe strategies that enable children's hospitals to thrive in the new healthcare environment.
Delivering on the Vision: Keys to Achieving Breakthrough Operational Performa...Huron Consulting Group
In this presentation, Daniel May, Huron Healthcare managing director, and Mark Mullarkey, Texas Children’s Hospital Senior Vice President, share: insights into tracking the initiative’s progress, strategies for engaging physicians, and real-world lessons learned from the initiative.
Achieving Asset Optimization: A Strategic Approach To Aligning Assets With Mi...Huron Consulting Group
Huron Healthcare managing director Curt Whelan and Advisory Council member Jamie Orlikoff present new tools, processes, frameworks, and data points to enable healthcare executives to strategically align their assets to their mission and market needs. This resource, from the 2014 ACHE Congress on Healthcare Leadership, utilizes recent statistics and the presenters’ years of experience to advise on how to implement a strategic framework shift, leverage board support, and avoid asset rationalization in favor of asset optimization.
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
WEBINAR: Performance Improvement for Children’s Hospitals – Key Steps in Deve...Huron Consulting Group
In a recent webinar hosted by the Children’s Hospital Association, Huron leaders describe strategies that enable children's hospitals to thrive in the new healthcare environment.
Delivering on the Vision: Keys to Achieving Breakthrough Operational Performa...Huron Consulting Group
In this presentation, Daniel May, Huron Healthcare managing director, and Mark Mullarkey, Texas Children’s Hospital Senior Vice President, share: insights into tracking the initiative’s progress, strategies for engaging physicians, and real-world lessons learned from the initiative.
Achieving Asset Optimization: A Strategic Approach To Aligning Assets With Mi...Huron Consulting Group
Huron Healthcare managing director Curt Whelan and Advisory Council member Jamie Orlikoff present new tools, processes, frameworks, and data points to enable healthcare executives to strategically align their assets to their mission and market needs. This resource, from the 2014 ACHE Congress on Healthcare Leadership, utilizes recent statistics and the presenters’ years of experience to advise on how to implement a strategic framework shift, leverage board support, and avoid asset rationalization in favor of asset optimization.
The University of Kansas, in an effort to find efficiencies and free up money to invest in academic programs, is undertaking 11 different change initiatives simultaneously. See a summary.
A customized, comprehensive approach that delivers strategic solutions to communities, physicians, hospitals & health systems. Each component builds the foundation for the next to create true physician alignment & integration.
We specialize in the successful placement of all physician specialties and sub-specialties in small rural facilities, large medical centers, healthcare systems, and academics. We ensure that your new physician will integrate well into your community as both a true leader and a valuable asset for your facility.
Healthcare leaders share insights at the fifth annual CEO Forum with a focus in three crucial areas: balancing risk and reward, building the foundation for population health and responding to the rise of consumerism.
Presented by:
The Provincial MedRec Team
Ian Creurer, Greg Duchscherer, Meenakshi Kashyap, Christine Lazzer, Dawn McDonald, Dawn Vallet-MacDonald, and Gingie Welsh
Acute Care Hospital Strategic Plan PowerPoint PresentationAndrea Ratz
This project was done for my class “Strategic Planning for Healthcare Organizations”. After creating the five-year strategic plan, my group created a PowerPoint presentation in order to present our final strategic plan to the class and several other instructors. This presentation was meant to summarize our strategic plan and present the main points of our paper. My role was to communicate with the class what part I researched, which was critical strategic issues and response strategies.
The project was to be representative of how real professionals would present a strategic plan to the board of directors of a hospital. This presentation required use of verbal communication skills, planning and developing skills, organizational skills, and persuasion. When our instructors ranked all the projects, my group came in second place out of twelve other groups.
University of Utah Health Exceptional Value Annual Report 2014University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
iHT2 Health IT Summit Atlanta 2013 – Thomas Graf, MD, Chief Medical Officer, Population Health, Geisinger Closing Keynote: Accelerating HealthCare Delivery through EHR Optimization
University of Utah Health Exceptional Value Annual Report 2015University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Case Study "Dignity Health: Implementation of an EHR Alliance Bridging Acute and Ambulatory Care"
This session will provide a unique learning opportunity focusing on the Dignity Health $1.8B implementation program to meet horizon 2020 as we transform healthcare. The initiative encompassed a 42 hospital health IT implementation in the acute care setting. Mr. Lowe will also review the challenges associated with governance and review lessons Learned from the project.
Learning Objectives:
∙ Key implementation points
∙ Integration with Ambulatory strategies for a full market approach
∙ What’s next – business intelligence
A customized, comprehensive approach that delivers strategic solutions to communities, physicians, hospitals & health systems. Each component builds the foundation for the next to create true physician alignment & integration.
We specialize in the successful placement of all physician specialties and sub-specialties in small rural facilities, large medical centers, healthcare systems, and academics. We ensure that your new physician will integrate well into your community as both a true leader and a valuable asset for your facility.
Healthcare leaders share insights at the fifth annual CEO Forum with a focus in three crucial areas: balancing risk and reward, building the foundation for population health and responding to the rise of consumerism.
Presented by:
The Provincial MedRec Team
Ian Creurer, Greg Duchscherer, Meenakshi Kashyap, Christine Lazzer, Dawn McDonald, Dawn Vallet-MacDonald, and Gingie Welsh
Acute Care Hospital Strategic Plan PowerPoint PresentationAndrea Ratz
This project was done for my class “Strategic Planning for Healthcare Organizations”. After creating the five-year strategic plan, my group created a PowerPoint presentation in order to present our final strategic plan to the class and several other instructors. This presentation was meant to summarize our strategic plan and present the main points of our paper. My role was to communicate with the class what part I researched, which was critical strategic issues and response strategies.
The project was to be representative of how real professionals would present a strategic plan to the board of directors of a hospital. This presentation required use of verbal communication skills, planning and developing skills, organizational skills, and persuasion. When our instructors ranked all the projects, my group came in second place out of twelve other groups.
University of Utah Health Exceptional Value Annual Report 2014University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
iHT2 Health IT Summit Atlanta 2013 – Thomas Graf, MD, Chief Medical Officer, Population Health, Geisinger Closing Keynote: Accelerating HealthCare Delivery through EHR Optimization
University of Utah Health Exceptional Value Annual Report 2015University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Case Study "Dignity Health: Implementation of an EHR Alliance Bridging Acute and Ambulatory Care"
This session will provide a unique learning opportunity focusing on the Dignity Health $1.8B implementation program to meet horizon 2020 as we transform healthcare. The initiative encompassed a 42 hospital health IT implementation in the acute care setting. Mr. Lowe will also review the challenges associated with governance and review lessons Learned from the project.
Learning Objectives:
∙ Key implementation points
∙ Integration with Ambulatory strategies for a full market approach
∙ What’s next – business intelligence
How Northwestern Medicine is Leveraging Epic to Enable Value-Based CarePerficient, Inc.
Value-based care and payment reform are prompting hospitals and healthcare providers to more closely manage population health. Hospitals and health systems rely on technology and data to outline the characteristics of their population and identify high-risk patients in order to manage chronic diseases and deliver enhanced preventative care.
Our webinar covered how Cadence Health, now part of Northwestern Medicine, is leveraging the native capabilities of Epic to manage their population health initiatives and value-based care relationships across the continuum of care.
Our speakers:
-Analyzed how Epic’s Healthy Planet and Cogito platforms can be used to manage value-based care initiatives.
-Examined the three steps for effective population health management: Collect data, analyze data and engage with patients.
-Covered how access to analytics allows physicians at Northwestern Medicine to deliver enhanced preventive care and better manage chronic diseases.
-Discussed Northwestern Medicine’s strategy to integrate data from Epic and other data sources.
Health IT Summit Denver 2014 - "Anatomy of a Health System"
This unique discussion series explores behind-the-scenes looks at the most progressive and high performing health systems in the country. Panelists will discuss critical areas such as go-live strategy, vendor management, patient engagement, IT governance and more. Attendees will walk away with a better understanding of how departments can effectively work together, tangible strategies for delivering high quality care while maintaining an efficient and secure health information system.
Moderator: Cynthia Burghard, Research Director, IDC Health Insights
Marc Lassaux, CTO, Technical Director Beacon Project, Quality Health Network
Justin Aubert, Chief Financial Officer, Quality Health Network
Kevin Fitzgerald, MD, CMO, Rocky Mountain Health
In January 2013, Catholic Health Initiatives began a multi-phase journey to develop a population health management solution across all of its regions. This presentation will describe the strategies the health system pursued for: creating a clinically integrated network as a first step in managing the health of populations and integrating care across the patient experience; aligning hospitals and physician groups to create successful clinical models; creating a data platform to share clinical measures and benchmarks; and ultimately becoming a risk-bearing shared savings ACO. Participants will hear real-world examples of best practices for how to meet FTC regulations, create an effective governance structure to manage performance, and align financial incentives. Learn how one of the nation's largest hospital systems developed a system-wide population health management solution in order to achieve the necessary transformation from fee-for-service to fee-for-value.
Three Keys to a Successful Margin: Charges, Costs, and LaborHealth Catalyst
How can cost management and complete charge capture protect and enhance the margin?
In this webinar, we will look at 2024 margin pressures likely to impact your organization’s financial resiliency. This presentation will also share how organizations can move from Fee-for-Service to Value; bringing Cost to the forefront.
Bundled Payment Changes: Learn What’s New and How to SucceedHealth Catalyst
In January, CMS announced the Bundled Payment for Care Improvement Advanced “BPCI Advanced” program, initiating renewed interest in a total cost of care payment model for specific episodes of care. Regardless of your organization’s current decision to participate, it’s important to understand how bundled payment programs have the ability to significantly decrease your internal costs, broaden your revenue opportunities, and improve patient outcomes across specific populations. The Center for Medicare and Medicaid Innovation’s newest iteration of bundled payments provides another tightly-defined program that allows organizations to scale Population Health Management. Best practice suggests that tactical interventions to assess clinical variation, implement strategic care redesign programs, and to adjust care management-facilitated patient stratification models are important to be successful with bundled payments – so knowing how to implement them is crucial. One organization’s savings is another’s income and without making overhead allocation changes, bundled payments may reduce revenue that has been critically important to maintain hospital profitability. Join this webinar to learn:
* What is new with bundled payments.
* The ramifications bundles can have across organizations.
* Leveraging data and strategic analysis to identify opportunities for bundled payment success.
* Operationalizing successful care program tactics to be successful in bundled payment contracts.
The healthcare transformation from fee for service to fee for outcomes just got an adrenaline shot in the arm April 27th when the Department of Health and Human Services surprised many in the market by announcing a Quality Payment Program, a proposed set of new rules to take effect in 2019 based on key provisions of the Medicare Access and CHIP Reauthorization Act of 2015 (MACRA).
In this webinar, you will learn:
How we approach intervention campaigns: a framework
The science of behavior change and how it can be applied to increase the probability of desired outcomes
How Altarum’s ACE Measure can help predict consumer behaviors and design successful intervention campaigns
Speakers:
Ryan Rossier, Medullan
Chris Duke, Altarum
Josh Klapow, ChipRewards
Webinar: Transforming Operational Throughput – The Journey Toward Value-Based...Huron Consulting Group
At the 2014 Children’s Hospital Association Annual Leadership Conference, Huron Healthcare and Texas Children’s Hospital (TCH) presented an educational session on the journey toward value-based care.
In the presentation, Huron Healthcare managing director, Larry Burnett, TCH Senior Vice President, Tabitha Rice, and TCH Assistant Vice President of nursing, Jackie Ward, shared valuable insights from their work together at TCH. Focusing on insights and results from TCH’s engagement with Huron Healthcare, the presentation includes:
• Opportunities and results at TCH in areas including care management, care progression, patient placement, and care variation.
• Keys to driving results, successful change, and integrated care delivery
• Steps for a sustainable approach
DATA-DRIVEN CARE: THE KEY TO ACCOUNTABLE CARE DELIVERY FROM A PHYSICIAN GROUP...Health Catalyst
Hospitals, payers and physician groups alike are facing changes in healthcare that require their attention. These changes are a result of financial forces that are changing the ways healthcare services are paid, cost of care pressures, ever-changing patient population behaviors, improvements in the science of health care and federal regulations tied to incentives that are soon turning to penalties. Anyone in health care is grappling to understand these changes and chart their strategies to be prepared for the future.
The presenters have proven expertise developing their strategies to care for patients in an accountable care model using data to drive their strategies. The presenting organizations will talk through their strategy including their future expectations and early results using data to identify improvement opportunities and to shift the clinical approach to health care. In addition to strategy, they will share solutions and analytic applications critical to the current and future expected results of their strategy.
A CEO's Keys to Continuous Quality ImprovementHealth Catalyst
Healthcare organizations will not survive this unstable environment without a vision and a plan. Even with rapidly declining reimbursement that makes resource allocation tight, a CEO must address what it will cost to sustain a commitment to quality and then move forward in building capacity into the organization to provide that quality.
Join Greg Stock, chief executive officer of Thibodaux Regional Medical Center, as he shares how Thibodaux strives for the Triple Aim using the following keys to successful continuous quality improvement:
Engaging physicians and other influencers to bring together the right people for effective collaboration
Leveraging a data warehouse to identify opportunities for improvement, have a single source of truth to support decisions, and rapidly implement change
Spreading expertise across the organization, or ensuring individuals take the knowledge and skills they have acquired and apply them to other problem areas throughout the organization
Don’t miss hearing this CEO’s experiences with a methodology that The Joint Commission calls “best practice in how to use data and get physicians engaged.”
Shifting landscapes: Establishing and maintaining brand identity in an era of...Modern Healthcare
As the healthcare system continues its unprecedented trend of consolidation, driven by factors such as the rapid move to value-based care, many hospitals and health systems wonder how a merger or acquisition might affect their hard-earned brand identity and reputation. This session will explore that question in depth as speakers from Baylor Scott & White Health, the largest not-for-profit health system in Texas formed in 2013 after an $8.3 billion merger of two well-known healthcare organizations, share lessons learned and offer practical marketing and branding strategies.
The power of the story: Using patient testimonials and stories to drive marke...Modern Healthcare
Nothing drives a message home like a well-told story. And an increasing number of healthcare organizations are making patient testimonials a central part of their marketing strategy, harnessing the power of a compelling story to build loyalty, highlight compelling cases and showcase their best work. In this session, experts will share best practices—and common pitfalls—to keep in mind when using patient testimonials.
The tools for success: Leveraging content marketing to engage and inspirefor ...Modern Healthcare
Developing an insightful content marketing strategy that anticipates consumers’ need for meaningful health information can go a long way toward helping healthcare organizations reach their target audiences and build relationships. But many marketers, wary of navigating this heavily regulated area, have made scant progress. This plenary session will dive deep into the ins and outs of content marketing, including tips for choosing the right channels and effective techniques for measuring your efforts.
Webinar: Information Governance - Where is the Healthcare Industry and Where ...Modern Healthcare
Led by Deborah Green, MBA, RHIA EVP/Chief Innovation and Global Services Officer of AHIMA, who has had key responsibility for AHIMA's IG initiative, and featuring Katherine Lusk, MHSM, RHIA is the Chief Health Information Management and Exchange Officer for Children's Medical Health System of Texas, who has been instrumental in promoting and shepherding information governance (IG) at her organization, this webinar will provide insights on key findings of the second survey of IG adoption in Healthcare. The webinar will feature:
- Specific findings on progress in IG adoption
- A discussion of the evolving disciplines of IG
- Perspectives on the readiness and needs of professionals working in IG and related roles
The Leadership Pipeline: Cultivating Your Organization’s High Potential Emplo...Modern Healthcare
The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees – Joseph Cabral at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
Workplace Wellness in Flux – Nicolaas Pronk at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
Opening Keynote Presentation – George Foyo at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
Closing Keynote Presentation – Craig Deao at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
Workplace Wellness in Flux – Daniel Timblin at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
EHR Safety - Identifying and Mitigating Health IT-related Risks (Webinar Slides)Modern Healthcare
About the Webinar
The federal government has spent tens of billions of dollars getting providers to install EHR systems-all in the hopes of making care more efficient, safe and cost-effective. But EHRs can introduce their own safety risks, whether from confusing displays, excessive alerts or a range of other factors. This hourlong webinar will explore where we are now on health IT-related safety and what you can do to mitigate hazards in your own organization.
You can learn more about this event:
http://www.modernhealthcare.com/article/20150908/WEBINAR/309099998/webinar-ehr-safety-identifying-and-mitigating-health-it-related-risks
Custom webinar slides: Improve operations through standardizationModern Healthcare
Listen to operational leaders from Baptist Health South Florida and Ochsner Health System describe the growth and optimization strategies that generated results for their organizations. Hear lessons learned and insights that led to increased operational performance and innovative culture. Learn about the journey of driving cultural and systemic change that breaks down silos and builds an efficient integrated system. Topics that will be addressed by the panel include:
- Establish and strengthen strategic partnerships and alliances to drive growth
- Foster a collaborative and innovative culture
- Increase productivity and cost savings
- Create vendor score cards that maximize value and performance
More information can be found here:
http://www.modernhealthcare.com/article/20150715/SPONSORED/307169999
Achieving Sustainable Savings in Purchased Services Through Best PracticesModern Healthcare
Purchased-service agreements present an area of potential savings for operational budgets if hospitals have the right data, research and tools to control and reprioritize their purchased-services spending.
Join us as we learn how SSM Health, a four-state non-profit health care system, implemented a best-practices approach to purchased services to secure large-dollar savings across its entire purchased-services spend. During this webinar Cris O'Neal-Gavin, System Contract manager for Purchased Services at SSM Health, will share how they drove savings in large national purchased-services categories, and achieved even larger savings in more strategic regional services. Also get exclusive access to MD Buyline's most recent research showcasing how the nation's most innovative hospitals are implementing common strategies to reduce the cost and complexity of purchased-services contracts.
From Burnout to Engagement: Strategies to Promote Physician Wellness and Work...Modern Healthcare
Slides from a Modern Healthcare presentation.
http://www.modernhealthcare.com/article/20150225/INFO/302259999/webinar-from-burnout-to-engagement-strategies-to-promote-physician
Faced with long hours, unrelenting administrative burdens and the pressure to treat patients quickly, a growing number of physicians are experiencing burnout, a condition characterized by loss of empathy, exhaustion, and a low sense of accomplishment. According to a Mayo Clinic survey from 2012, nearly one in two U.S physicians reported at least one symptom of burnout, up from 22% in 2001. For hospitals with stressed caregivers, the stakes are high. Burned out, dissatisfied physicians are far more likely to make medical errors and are less able to communicate effectively with patients and co-workers. They're also at a higher risk for substance abuse and are more likely to leave clinical practice altogether.
Webinar: Leading the Journey - Cultivating Success in HealthcareModern Healthcare
The fifth annual Huron Healthcare CEO Forum brought together dozens of the most experienced executives in hospitals and health systems across the country to address challenges, share experiences and assess high-level strategies to achieve success in the year ahead. The Forum also featured executives from leading brands outside healthcare, such as The Home Depot and Coca-Cola, who shared valuable and applicable advice for navigating the rapidly changing healthcare environment.
Two of the three largest data breaches in healthcare industry history have occurred in the past six months – exposing personally identifiable patient and health plan membership records on 84.5 million individuals – a number equal to the populations of California, Texas, New York and Nevada combined. Both breaches were attributed to hackers from China. These, and other massive hacks in financial services and retail, prompted President Obama to sign an executive order in February calling on government and the private sector to step up the nation's defenses against cybersecurity threats.
As pressure mounts on hospitals to improve quality and reduce costs, they have turned to medicine's fastest growing physician specialty—hospital medicine---to improve clinical performance and operational efficiency. How this new role for hospitalists plays out varies according to the type, location and creativity of individual healthcare organizations and the resources available to them. This editorial webinar will explore the steps health care organizations should take to prepare and position their hospitalists for quality-improvement responsibilities. Our panel of experts will share their insights, experiences and proven strategies for success.
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.
Telehealth Psychology Building Trust with Clients.pptxThe Harvest Clinic
Telehealth psychology is a digital approach that offers psychological services and mental health care to clients remotely, using technologies like video conferencing, phone calls, text messaging, and mobile apps for communication.
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.
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
Explore our infographic on 'Essential Metrics for Palliative Care Management' which highlights key performance indicators crucial for enhancing the quality and efficiency of palliative care services.
This visual guide breaks down important metrics across four categories: Patient-Centered Metrics, Care Efficiency Metrics, Quality of Life Metrics, and Staff Metrics. Each section is designed to help healthcare professionals monitor and improve care delivery for patients facing serious illnesses. Understand how to implement these metrics in your palliative care practices for better outcomes and higher satisfaction levels.
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
Health Education on prevention of hypertensionRadhika kulvi
Hypertension is a chronic condition of concern due to its role in the causation of coronary heart diseases. Hypertension is a worldwide epidemic and important risk factor for coronary artery disease, stroke and renal diseases. Blood pressure is the force exerted by the blood against the walls of the blood vessels and is sufficient to maintain tissue perfusion during activity and rest. Hypertension is sustained elevation of BP. In adults, HTN exists when systolic blood pressure is equal to or greater than 140mmHg or diastolic BP is equal to or greater than 90mmHg. The
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.
Medical Technology Tackles New Health Care Demand - Research Report - March 2...
Webinar: Thriving in the New Healthcare Environment: 3 Key Strategies
1. Thriving in the New Healthcare Environment:
Three Key Strategies
David Bernd, CEO,Sentara Healthcare
David Feinberg, MD, MBA,President, UCLAHealth System
Jeff Jones, Managing Director, Huron Healthcare
Broughtto you by ModernHealthcare
June 17, 2014
4. Unprecedented Market Pressures
Reimbursementcompression
– Organizations face the imperative of operating on/thriving on rates that are
at or near Medicare/Medicaid levels
Volumecompression
– Reliance on volume growth no longer feasible. Many organizations forecast
flat volume levels
Increasedportionof revenue at risk
Major IT and capital costs for managingacross the continuum
4Modern Healthcare Webinar |
9. 9
The Patient Experience
• Our overarching focus is on the patient experience
• Safety, quality, and cost are all components of the patient
experience
• It’s the type of care I would want for my mom if she were sick
• Access, safety, quality, comfort, cost effective, timely, and seamless
• Achieving this comes from listening to patients and taking really good
care of them
10. UCLA’s ValU Initiative
• The ValU Initiative focuses on the quality and cost
components of the patient experience
• UCLA sees 45,000 inpatients a year and treats over
2 million throughout the UCLA Health System
• ValU is a way of improving the patient experience by
redesigning clinical service practices
10
11. Primary Care Redesign
• We began with primary care innovation
• Primary care redesign includes multiple service lines
• We then moved to specific service lines
• We prioritize service redesign by looking at four criteria
11
12. Prioritizing Service Lines – Four Criteria
• Are patients engaged in their care?
• Is there strong physician leadership and engagement?
• Is the service line important to UCLA’s long-term growth
strategy?
• Is the service line meeting financial benchmarks?
12
13. Service Line Redesign
• Requires a partnership including:
• Patients, Performance Excellence team, physician leaders, nurse
leaders, administrators
• Reduce medically unnecessary clinical practice variation
• Daily interdisciplinary meetings for care coordination
13
14. Potential Barriers
• Physician resistance to change
• Departmental or silo model
• Lack of robust cost accounting or financial data
14
15. Beginning of Our Journey
• We are early in this journey
• Learning from models outside the organization
• A year from now we will have data and trends showing where
we have succeeded and what we need to refocus on
15
19. 6/16/2014 196/16/2014 19www.sentara.com 19
Sentara Healthcare
• Mission: We improve health everyday
• 126-year not-for-profit mission
• 12 hospitals; 2,727 beds; 3,799 physicians on staff
• 11 long term care/assisted living centers
• Extended stay hospital
• 4 Medical Groups (900+ Providers)
• 440,000 - member health plan
• Sentara College of Health Sciences
• $4.3B total operating revenues
• $5.9B total assets
• 27,000+ members of the team
• AA/Aa2 bond ratings
Virginia
North Carolina
21. 6/16/2014 216/16/2014 21www.sentara.com 21
Operational Excellence
1. Strategy of Integration; Execution of Strategy
2. Uniform Goals Across System
3. Transparency of Performance – External Benchmarks
4. Balanced Scorecard: Quality, Safety, Customer Satisfaction,
Members of Team Engagement; Financial (both revenue
& cost)
5. Keep operations and finances well disciplined –
gives you time to strategize, plan
and execute
22. Quality
Developed and implemented 3 System Cardiac
Score Cards:
Strategic
Operational
Reputation
Achieved 90% yellow or green on Operational
Score Card
Systemized CCEC
Policies and procedures (Compliance 360)
Outcomes report analysis
Nurse Stress Testing
Telemetry Pilot
LOS(AMI, Arrhythmia,Intervention)
Identified opportunities for improvement and
developed process to improve LOS
Strategic Imperative I
22
I. Be the Leader in Value as measured by quality,satisfaction, and cost for Heart Services
Cardiac Operational Scorecard (90% yellow orgreen)
Length of StayOpportunities
Example of System-Wide Cardiac Strategy Execution
22
23. Strategic Imperative I
23
I. Be the Leader in Value as measured by quality, satisfaction, and cost for Heart Services
Patient Satisfaction Initiatives
Discharge Planning
•Begins on admission
•Whiteboard utilization
•Multidisciplinary rounds daily
Quiet at Night
•Posters
•Complimentary ear plugs and sleeping
masks
•Preferences on whiteboard
Education about Medication
•Detailed, consistent education to all
patients and family
•Tiger Videos
Create “Best Practice” Forum
•Cardiac nursing leadership participation
•Share tactics, initiatives, etc.
Example of System-Wide Cardiac Strategy Execution
24. In the Weeds
Homeostasis Patches
• Switched from Svek Patch to
QuickClot
• Annualized savings for 2014 will
be over $175,000
Strategic Imperative I
24
Cardiac PerformanceImprovement Plan(PIP)
Cardiac Service Line identified $6.2m in cost
savings opportunityin 2014
Key measuresuccessis improvedoperationsand
collaborationwithSMG and Hospitals
•Efficiency (scheduling/staffing) $2.65m
•Access (Rehab, EP, AIC, Clinics) $555k
•Quality (improve LOS) $510k
•Supply Savings (Physician scorecards,CVAC,
CCAP) $2.5m
•Productivity (102% is the new 100%)
SavingsYTD
Cardiac OR supplysavings
$125kytd, estimate$760k
RevenueGrowth
Ablations exceeding
budget by41 cases=
$200k net rev
Cardiac OP CTA
exceedingbudget
I. Be the Leader in Value as measured by quality, satisfaction, andcost for Heart Services
Example of System-Wide Cardiac Strategy Execution
25. Strategic Imperative I
25
Physician Resource Utilization Report Card
John Doe, M.D.
AVG COST - ALL SUPPLIES Baseline Actual (SHH)
DIAGCATH $1,520 $801.98
INTERVENTION $3,000 $2,562.10
CATH W/INTERVENTION $2,800 $2,856.84
# OF CASES 700 658
FLUORO - MEDIAN MINS
DIAGCATH 7.20 5.60
INTERVENTION 9.5 10.51
CATH W/INTERVENTION 17.7 14.60
# OF CASES 540 651
MD On Time Start - First Case
% On Time 42% 64%
# On Time 50 72
# Late 70 40
TOTAL FIRST CASES 120 112
MD GlovedTime - MEDIAN MINS
DIAGCATH 42.1 33.86
INTERVENTION 45 47.17
CATH W/INTERVENTION 60.2 58.12
# OF CASES 540 659
Example of System-Wide Cardiac Strategy Execution
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Sentara Strategic Plan
Create Growth
Organic Growth
Product Re-design
Strategic Affiliations
New Care Models
Innovation
Unique Technologies
InnovationSentara
Hospitals
& Services
Physicians Optima
Health
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Sentara Five-Year Outlook
1. Sentara will be a larger integrated health system
2. Transformation of care and shared learning across the system will allow
Sentara to compete by demonstrating value through outcomes,
informatics and innovations;this is made possible by enhanced system
scale and integration – Health Plan, Hospitals, Physicians,Ambulatory
Care and Post-Acute Care
3. Positioned well for major system consolidationas the market continues
to aggregate
4. Provider and health plan diversification from a geographic position will
continue to offset inherent risk issues e.g. Tricare; Anthem
5. Leverage of infrastructure over large base of services will yield
efficiencies across the system
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Lessons Learned
1. Be Strategically Driven to Execute Your Strategy
2. Designated Strategic Capital– Innovate – Safe to Fail/Great to
Succeed
3. Focus on Quality, Patient Safety, Satisfaction and Members of
the Team – Finances Will Follow
4. Flexible Organization Structure –Change is Part of Culture
5. What Gets Measured and Reported Gets Done
6. REPEAT - Keep operations and finances well disciplined
– gives you time to strategize, plan and execute
7. Merger/Affiliations – Culture Fit – we do 1 in 4 opportunities
8. Enjoy the ride – our best days are in front of us