Reaching New Peaks on the Patient Experience Journey

For innovative healthcare organizations, the future of patient experience is evolving. According to the 2016 HealthLeaders Media Patient Experience Survey respondents say the top three patient-focused areas they are improving in an effort to meet patient experience program goals are patient satisfaction, patient safety, and clinical outcomes.

Download this report to discover how healthcare organizations such as SwedishAmerican, Utah Health Care, and Jersey Shore University Medical Center are driving patient experience to the next level by embedding patient experience into the culture, creating new leadership roles, and taking risks with innovative programs and technologies that build staff satisfaction and foster patient engagement.

 

Innovative Approaches to Big Data & Analytics

Healthcare organizations continue to make significant investments in big data and analytics programs. As they seek to standardize care, reduce costs, and build effective programs for high-risk patients, they want access to increasingly granular financial and clinical information buried in IT and EHR systems—data that is often unstructured and previously unavailable. They also want technologies and systems to help them seamlessly integrate this data.

Download this report to learn how leaders from Mercy Health, PeaceHealth, and Sutter Health are applying big data analytics to implement cost savings and and improve patient outcomes.

Creating a New Manifesto: Physician Groups Rewrite the Rules

The rapid changes in healthcare are driving physician groups to continuously innovate and take on risk across all parts of their businesses. This aggressive mindset is leading them to pursue new technologies, advanced data analytics strategies, and new practice frameworks that they hope will pay off financially down the road. In essence, they are rewriting the rules for how the next decade will play out.

Download this free report to learn about how organizations such as St. Joseph Heritage Healthcare, Heartwell Health, and Chinese Community Health Care Association are harnessing new technologies, attacking costs, and establishing different ways to engage the marketplace.

From Finance to Quality: CDI Departments Expanding Their Reach

Touted for their ability to improve case-mix index and ultimately facility finances, clinical documentation improvement (CDI) programs now need to expand reviews for quality indicators related to hospital value-based purchasing and other CMS pay-for-performance programs—not just because it’s the right thing to do but because, with multiple healthcare reform measures in play, such efforts could mean the difference between keeping a facility open or closing its doors.

Download this report to learn:

  • The value of going beyond the traditional scope of CDI programs
  • Which areas are most effective areas to expand for a successful CDI program
  • Key pointers to follow when implementing the expansion program
  • Potential risks to the organization and ways to overcome these challenges
     

Gaining Momentum on the Path to Population Health

Defining and pursuing population health management is still largely an individualized undertaking. Most healthcare organizations say they have a strategy, and indeed they are taking on increased risk and deploying programs aimed at defined populations. According to the 2015 HealthLeaders Media Population Health Survey of 316 healthcare leaders, 41% are fully committed and underway with managing the overall health of a defined population, 28% are starting pilot programs, and 12% said they will pursue population health but haven't yet started. One of the chief challenges organizations face is straddling the worlds of population health and fee-for-service.

Download this free report to learn about the unique paths and experiences in population health management from leaders at USC, Phoenix Children's Hospital, Sentara Healthcare, and University Hospitals.

Making Cost Containment Stick in the New Healthcare Economy

As senior vice president of strategy, business development, and technology at Truman Medical Centers (TMC) in Kansas City, Missouri, Mitzi Cardenas is used to doing a lot with very little. In fact, this experience serves her and her colleagues well as they pursue strategic cost containment initiatives. “It’s challenging, but in some ways it is advantageous,” she says.

Because TMC is a safety net, its leaders have been forced to develop a sophisticated vision around cost reduction, using population health management and targeted metrics as the foundation for growth and change. One of the health system’s key strategies is including costcontainment measures in the annual budgeting process. “I've been in healthcare for a long time, and measures can work really well for a short period of time, but getting them to stick on an ongoing basis is challenging,” Cardenas says. To that end, a powerful group of TMC leaders meet monthly to set and hardwire cost-containment initiatives.

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