After a move, ED patient satisfaction and throughput measures "tanked" at Sharp Memorial Hospital in San Diego. By eliminating duplication, leaders not only improved operational efficiency, but patient experience as well.
By redesigning the care model using uniform best practices borrowed from surgical procedure, leaders at Geisinger Health System reduced perinatal variability.
Not knowing a patient's wishes for end-of-life care can lead to expensive and sometimes unwanted medical interventions. Gundersen Health System is trying to change that, by embracing a conversation around end-of-life care that is not about dying.
Madison, WI-based Dean Clinic flipped its primary model from sick care to wellness and prevention. The first step was to concentrate on six primary care pilot sites in a patient-centered medical home pilot project. The next was to implement a new physician compensation...
The first step toward curbing hospital readmissions is to identify, upon admission, patients who might be at risk for congestive heart failure, diabetes, or pneumonia.
The shift away from fee-for-service reimbursement models toward risk-bearing contracts is described by one healthcare finance leader as "the most unpredictable opportunity I've ever seen."
Yes, healthcare is facing significant cuts in coming years. But often the best time for organizations to make a significant leap in market position is when the underlying dynamics of an industry shift. Here are three things healthcare organizations must keep in mind.
Baylor Health has invested more than $275 million in improving oncology facilities in the past year. To position Baylor's cancer services as a destination center, service and coordination have to be at the forefront. So it has brought in cancer navigators.
Hospital and health system financial executives recognize that the strategic choice facing their organizations is whether they will evolve their focus from sick care to health care. Many are looking to the example set by Kaiser Permanente.
