The Critical Role of Rehab in COVID-19 Recovery

Sponsored by
Kindred Hospital Rehabilitation Services

As the number of COVID-19 patients in recovery increases, so will the need for rehabilitation. Twenty percent of patients recovering from COVID-19 will require facility-based rehab, according to a recent study in the Journal of Rehabilitation Management. Further, the study underscored that inpatient rehab plays a unique and positive role in treating patients recovering from COVID-19. This guide provides research findings and key strategies hospitals can utilize to improve outcomes through rehabilitation for the care of patients recovering from COVID-19.

Future-Proof Your Health System: Navigating Size, Scale and Systemness

Sponsored by

As the COVID-19 pandemic has spread across the globe, it has never been clearer that health systems must be equipped to respond to unpredictable and disruptive threats.

This means not only managing an immediate crisis but also planning for both near- and longer-term impacts. As the initial wave of COVID-19 infections ebbs, new challenges are on the horizon: a severely damaged economy increased unemployment and additional waves of the virus. The health care marketplace is evolving rapidly. Patients have adapted to new care modalities, especially telehealth and digital options, and regulations have been relaxed, at least temporarily. We face an uncertain imperative around what it will take to keep our patients and staff safe.

These new developments only further heighten the pre-existing urgency to improve health care affordability, reduce complexity, and transform our business model. Change is afoot, and it is coming more quickly than before.

These forces are upending the rules of engagement for players across the health care ecosystem. Now is the time to ensure your health system can adapt and remain relevant in an uncertain, challenging, and rapidly changing landscape. Do you have what it takes to meet the urgent needs of today’s operating environment? Do you have a strategy for leveraging the full resources of your health system to take on future disruptions?

This e-book offers fresh perspectives on navigating size, scale, and systemness to further clarify your vision and strategic approach.

Healthcare Rebuilds: Financial Foundations - The New Access Economy

Sponsored by

Hospitals and health systems around the country made a quick pivot to telehealth services in mid-March as a safe means of providing nonessential primary and specialty patient care during the COVID-19 crisis. Relaxed HIPAA and payment regulations made it possible for providers to dramatically expand their existing telehealth operations or to build a new platform to reach and treat patients remotely. A sudden willingness among physicians and patients to participate in virtual care appointments helped to accelerate the growth trend.

Years of telehealth adoption happened in just a few weeks. Adoption rose exponentially to levels that may not be realistic long term. In the final report of a three-part series, healthcare finance executives from Luminis Health, The MetroHealth System, Jupiter Medical Center, and Mount Sinai South Nassau address a crucial question: Do they go all-in on telehealth, or wait for a new telehealth equilibrium in customer expectations, payer reimbursement, and clinical operations?

Nurses Have Stepped Up, Now It’s Time to Support Them: 3-Point Strategy to Help Strengthen Nurses’ Resiliency

Sponsored by
Vocera, now part of Stryker

Around the world, we’re sorting through the lessons to be learned from the COVID-19 crisis. Now is the time to make plans for supporting healthcare team members who are trauma survivors and will experience PTSD for a while to come.

Using a scenario exercise framework, this whitepaper guides leadership teams in exploring practical initiatives to embrace the “Three As:” ambiguity, agility, and adaptability. Pandemic response and recovery represent exactly the sort of scenario teams would examine using this model.

My 2020 CNO Perspective looks at the foundation cognitive science provides for devising a strategy to build nurses’ resiliency. It outlines a three-point strategy that includes:

  • Lightening clinicians’ cognitive load by addressing the strategic delta between documentation and communication
  • Relieving the burden of adapting to multiple preferences and systems by giving clinicians control over how they communicate
  • Providing clinicians with clear, contextual, just-in-time information – using software to enhance workflow, not distract from it

This is a report about looking forward as we care for those who have cared so tirelessly for patients and families.

The Value of Vigilance: Safeguard Your Hospital Using Data Security & Compliance Best Practices

Sponsored by

PHI exposure is spiking due to vulnerabilities from the rise of credit card use, patients using internet-connected devices and the use of remote workforces. To avoid potential threats, hospitals must create a culture of continuous compliance within their organizations, take steps to mitigate adverse events and preserve the integrity of PHI.

This data security e-book will detail the dangers of noncompliance and data insecurity for hospitals and healthcare systems, and describe some of the strategies and best practices to use to mitigate the threat of noncompliance and ensure privacy protection.

Healthcare Rebuilds: Financial Foundations-Staff Reset

Sponsored by

When hospitals and health systems began preparing for an influx of COVID-19 patients in the early spring, they experienced an immediate shift in staffing needs. Clinical teams were trained for high patient volumes on COVID-19 floors and in intensive care units. Elective surgeries and procedures were canceled. Nonessential primary and specialty care appointments were postponed or shifted to telehealth modalities.

In the second report of a three-part series, healthcare finance executives from Orlando Health, The MetroHealth System, and Catholic Medical Center explore how they are rethinking their organization’s strategic growth plans and determining what short- and long-term workforce adjustments are needed to achieve them.