Archive for November, 2011

Changing the Business of Healthcare:
Allocating After Hours Services  

FOR IMMEDIATE RELEASE

To maintain and increase revenue in an era of Accountable Care Organizations (ACOs) and bundled payments, healthcare Chief Financial Officers (CFOs) must find new ways of doing business, says Stephen C. Schoenbaum, MD, MPH. Hospitals could arrange after hour services and supports for coordinated care and sell those supports to physicians and practices in the area.

A speaker at the upcoming marcus evans National Healthcare CFO Summit Spring 2012, taking place in Hollywood, Florida, April 26-28, Schoenbaum discusses new business avenues that healthcare organizations could exploit.

With so much focus on lowering costs, how can healthcare CFOs maintain quality of care?

Stephen C. Schoenbaum: There is a continuing pressure in the area of costs and quality of healthcare. The US is not the only country facing the challenge, but the fact of the costs of care is exceeding increases of earnings and GDP. Healthcare providers that have depended on non-essential practices are seeing a drop in volume and revenue, and will eventually have to terminate those practices. 

There is a strong belief among healthcare executives that better care is less expensive care. It seems that more efficient processes, ones that eliminate unnecessary steps, create a platform for better quality at a lower cost.

What can be done to maximize efficiency in healthcare delivery and administration?

Stephen C. Schoenbaum: The existing service payment system in the US encourages more care, not better care. Private insurers are trying to change the way payments are made to encourage better coordinated, more efficient care.

Accountability for the quality of care requires adoption of specific standards and measurements by the US government and others as well as transparency in reporting the results.

What role can hospitals play in assisting ACOs?

Stephen C. Schoenbaum: To increase revenue, healthcare CFOs must find new ways of doing business. There are numerous discussions surrounding the development of medical homes and ACOs. These require a variety of shared services so that they can meet their cost and quality goals.

Hospitals could set up after hours services which could then be provided to a number of practices and physicians. Physicians are not in the office 24 hours a day, seven days a week, but patients need around the clock care.

This will allow for better, less expensive care that decreases visits to the emergency room. While it decreases admissions, it also, assuming they are paid differently, creates a new business opportunity for hospitals. Healthcare executives must open their eyes and realize that they have all the components necessary for this.

How can hospital performance be measured? 

Stephen C. Schoenbaum: Medicare and Medicaid publically report measures online that focus on technical care and patient experience. Both are extremely important. Technical care looks at what is being delivered in accordance with various guidelines and patient experience is an aspect that care givers are not able to determine on their own. 

The overall performance of the US system has actually gotten a bit poorer in recent years. This appears to be related to the increasing number of uninsured people with no or poor access to care. Nevertheless, quality measures are improving, as this is the only area where we have national guidelines. The healthcare system is responding to the existence of guidelines and related measures by working on improving care in those areas. The positive message is that if you set up accountability by having standards and measures in place, you will get results.

Contact: Stacey Melvin, Journalist, marcus evans, Summits Division

Tel: + 357 22 849 400
Email: press@marcusevanscy.com

About the National Healthcare CFO Summit Spring 2012

This unique forum will take place at The Westin Diplomat Resort & Spa, Hollywood, Florida, April 26-28, 2012. Offering much more than any conference, exhibition or trade show, this exclusive meeting will bring together esteemed industry thought leaders and solution providers to a highly focused and interactive networking event. The Summit includes presentations on strategies for improving the revenue cycle, preparing for healthcare reform, and being in a position to be able to take advantage of the impending changes in the healthcare system.

For more information please send an email to info@marcusevanscy.com or visit the event website

marcus evans group – finance/insurance sector portal

Complementing our summit format, the Finance Network – marcus evans Summits group delivers peer-to-peer information on strategic matters, professional trends and breakthrough innovations.

About marcus evans Summits

marcus evans Summits are high level business forums for the world’s leading decision-makers to meet, learn and discuss strategies and solutions. Held at exclusive locations around the world, these events provide attendees with a unique opportunity to individually tailor their schedules of keynote presentations, think tanks, seminars and one-on-one business meetings. For more information, please visit www.marcusevans.com 

All rights reserved. The above content may be republished or reproduced – kindly inform us by sending an email to press@marcusevanscy.com

Compirion Healthcare Solutions:
Targeting Patient Satisfaction and Operational Efficiency

Healthcare has become much more competitive and business oriented in the last 20 years, and part of that is the demand for better quality, service and cost metrics. The Accountable Care Organization (ACO) is really the next step, and will depend heavily on sound performance and clinical information.

Three metrics gathering intense public and healthcare leadership attention are patient satisfaction, infection rates and re-admissions, says Spencer Tepper, President, Compirion Healthcare Solutions LLC. With the advent of Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) and Value Based Purchasing, the Federal Government intends to tie reimbursement to these and other metrics, in addition to Electronic Medical Record (EMR) implementation. This is becoming a challenge for Healthcare Chief Executive Officers (CEOs).

Ahead of the marcus evans National Healthcare CXO Summit Spring 2012 in Hollywood, Florida, April 26-28, Tepper discusses the importance of reducing re-admission rates and wait time, while increasing patient satisfaction.
 
How can hospitals reduce re-admission rates?

Spencer Tepper: Healthcare CEOs can spend more time looking at actual patient outcomes, length of stay, re-admission rates and satisfaction with their direct reports, every week. While it may appear these are different, they are symptoms of management and supervision issues that can improve all three almost immediately, and a host of other measures as well.

The CEO can take a greater interest in witnessing the actual work of care. It makes a big difference and that scrutiny will do a world of good in cleaning up metrics. Many hospitals thought things were going just fine because their metrics said so, but when the metrics were audited they revealed that patient satisfaction, infection rates, throughput times, core and Surgical Care Improvement Project (SCIP) measures were not doing as well as previously reported. The people who knew it did not want to rock the boat. In fact the metrics had been systematically changed in stages to give the executives what they wanted to see, not what was actually happening. It seems impossible. It happens all the time. That is why the CEO has to do this, to make it OK to uncover issues and straighten them out.  

Re-admissions happen for many reasons. In an Institute of Medicine (IOM) study written up in Modern Healthcare Magazine, poor implementation of the EMR led to higher mortality rates. Here a great “solution” has, in some cases, made the situation worse. But the IOM study concludes that training, development and management supervision are the keys to making sure a “solution” such as EMR really helps, and does not make things worse. It is not just about getting the latest EMR software, the best Patient Satisfaction training, running Lean programs and making sure everyone washes their hands. When improvements are pasted one on top of the other, you can get the problems identified in the IOM study.

Right now about 15 per cent of a hospital’s admissions need to be re-admitted to the hospital within days of their initial discharge. So, the problem is significant. Did we do everything we were supposed to? Does the patient know what to expect and what they must do to manage their post-hospital care? Do they feel that they were taken care of and that they do not have to return? All of these “fixes” must be coordinated around a priority of patient involvement and understanding.

What can Healthcare CEOs do to increase patient satisfaction? 

Spencer Tepper: CEO rounding, eye-witnessing the relationship of patients and their care-givers and acknowledging what they see is a big first step. It sets the model for everyone else in the organization. It says “I am interested in what patients are going through” and creates that value for the hospital. What the CEO attends to becomes the values within the hospital, regardless of what they say or post on a wall. For many hospitals, doing just this will represent a huge culture change.

When people are sick, they do not want to wait long to see a doctor; if they cannot get into a hospital, they will go elsewhere. We must look at what is making it difficult for patients to get in and get immediate access to care. 

Hospitals are so afraid of un-reimbursed care that they often inadvertently encourage a slow-down of patient processing. So then the whole process becomes inefficient and much more expensive. The dynamics begin with culture.

It’s not complicated, but somehow, seeing it for yourself puts it into perspective.

What would increase efficiency within the hospital environment?

Spencer Tepper: We must keep the focus on patients. 30 minutes of patient delay is 30 more minutes that patient requires care and supervision. Every hospital should have a dashboard that includes a daily reflection of patient satisfaction and quality. Looking at these metrics on a regular basis will encourage brainstorming, action and sensitivity from staff and management at the frontline level.

Hospitals have placed all of their energy on cost management and documentation strategies, and these avenues have been exhausted. As the IOM study alludes to, it can take the focus off the patient with dire consequences. Looking into operational efficiencies and making sure the job is done right the first time, will help us avoid additional work, cost and unhappy patients. There are huge opportunities, not only to grow in volume but to handle that efficiently, simply by eliminating sources of time, energy and capital waste.

What are your projections for the next few years?

Spencer Tepper: In the next few years, we will begin seeing hospitals with larger outpatient facilities, smaller inpatient facilities, more home care and more “Walmart” care competitors, reflecting the new direction of healthcare. This will resolve some long-standing quality and service issues as well as find ways to serve patients with less delay. Furthermore, as with the EMR, these changes will introduce new challenges for coordination, communication and collaboration.

Hospitals are getting much closer to their patients and communities. It is an exciting time to be part of this dynamic environment.

Contact: Stacey Melvin, Journalist, marcus evans, Summits Division

Tel: + 357 22 849 400
Email: press@marcusevanscy.com

About the National Healthcare CXO Summit Spring 2012

This unique forum will take place at The Westin Diplomat Resort & Spa, Hollywood, Florida, April 26-28, 2012. Offering much more than any conference, exhibition or trade show, this exclusive meeting will bring together esteemed industry thought leaders and solution providers to a highly focused and interactive networking event. The Summit includes presentations on continually finding ways to maximize budgets, developing an accountable care organization and ensuring compliance for upcoming transformations of our healthcare system.  

For more information please send an email to info@marcusevanscy.com or visit the event website

marcus evans group – healthcare sector portal

About Compirion Healthcare Solutions LLC

Compirion Hospital Solutions LLC is truly unique among hospital consulting firms – first, for our behavioral approach, second, for our willingness to put our entire fee on the line by providing a money-back guarantee, and most importantly, for the outstanding rate of improvement at our client-hospitals. Compirion works with hospitals to grow billable volume through exceptional patient satisfaction, improved throughput and core measures, higher labor productivity and staff retention.

www.compirion.com

About marcus evans Summits

marcus evans Summits are high level business forums for the world’s leading decision-makers to meet, learn and discuss strategies and solutions. Held at exclusive locations around the world, these events provide attendees with a unique opportunity to individually tailor their schedules of keynote presentations, think tanks, seminars and one-on-one business meetings. For more information, please visit www.marcusevans.com 

All rights reserved. The above content may be republished or reproduced – kindly inform us by sending an email to press@marcusevanscy.com

Catalyst: Driving Patient Safety through Technology

FOR IMMEDIATE RELEASE

“Patient safety must be at the forefront of healthcare,” says Shane Bishop, President, Catalyst. “Medication errors can cost organizations a lot of money, especially when they lead to patients having to go back to the acute care setting. Driving out preventable medication related incidents should be a top priority.”

From a solution provider company at the marcus evans Long-Term Care CXO Summit Spring 2012, Bishop shares his thoughts on improving patient safety in the long-term care setting. 

What would improve patient safety in the long-term care sector?

Shane Bishop: We are seeing a decrease in overall funding in this sector, making it a challenge to provide quality care focused on outcomes. In particular, medication administration is a time consuming responsibility and a heavy burden on staff; organizations need the proper support, which includes a dedicated pharmacy partner and the right technologies.

Bar-code scanning at the point of care ensures the “7 Rights”: right resident, drug, dose, time, route, reason and documentation. With so much pressure to reduce costs, adopting technologies that integrate the unique needs of both pharmacy and facility in real-time has become essential for decreasing medication errors.

Which of these “7 Rights” are not done right at the moment?

Shane Bishop: Right documentation at the right time is definitely under the spotlight. Caregivers are under a lot of time pressures when administering medication, and that is only part of what is going on in facility-based care. Supporting nurses and caregivers by giving them timely access to the right information significantly increases safety and improves outcomes.

What features should these medication administration technologies have?

Shane Bishop: Bar-code scanning at the point of care for medication safety and to manage inventory is a must. For example, if a prescription is discontinued at the pharmacy it should be instantly reflected in the resident’s medication administration record at the point of care. To support constant and timely communication, pharmacy and long-term care facility systems have to be linked.

Our technology, Catalyst oneMAR^TM, provides real-time connectivity between the pharmacy and facility, allowing caregivers to scan a bar-code to confirm the “7 Rights” and safely and efficiently administer medication. Communication with the pharmacy can take up a lot of the nurse’s time and this is automated with oneMAR.

How can facilities ensure they remain patient-centered?

Shane Bishop: It is important for long-term care facility operators to partner with pharmacies that offer technology as part of their service and that have a deep understanding of medication management. Many pharmacies are adopting these types of technologies as it helps them control costs and improve quality both internally and for the facilities they serve. Through technology initiatives that support nursing practice, facilities are able to keep the focus on the patient.

What outcome would the short cycle dispensing model, as in Canada, have on the US healthcare system?

Shane Bishop: Short cycle dispensing, a seven to 14 day cycle fill, has been working well in Canada for the last ten years. The adoption of technology drives efficiencies throughout the spectrum of care, from pharmacy to facility, to patient, to payor. Short cycle dispensing decreases waste, and through the adoption of technology, both pharmacies and facilities are empowered to take a more active role in patient outcomes. 

It is possible to drive down costs while improving the quality of care, and all facility operators should be investigating the opportunities made possible by technology.

Contact: Sarin Kouyoumdjian-Gurunlian, Press Manager, marcus evans, Summits Division

Tel: + 357 22 849 313
Email: press@marcusevanscy.com

About the Long-Term Care CXO Summit Spring 2012

Offering much more than any conference, exhibition or trade show, this exclusive meeting will bring together esteemed industry thought leaders and solution providers to a highly focused and interactive networking event. The Summit includes presentations on the Health Care Reform, innovative quality improvement, and staff recruitment and retention strategies.

For more information please send an email to info@marcusevanscy.com or visit the event website

marcus evans group – healthcare sector portal 

Please note that the summit is a closed business event and the number of participants strictly limited.

About Catalyst Healthcare

Catalyst is a leading provider of medication safety and workflow solutions. Through the use of time sensitive bar-coding, oneMARTM ensures that the right medication is given to the right resident at the right time, increasing safety and efficiency. oneMAR’s inventory tracking simplifies short-cycle prescription delivery and pharmacies and facilities benefit from improved communication, extensive reporting, and safe, standardized medication practices.

For more information: www.catalystrms.com

About marcus evans Summits

marcus evans Summits are high level business forums for the world’s leading decision-makers to meet, learn and discuss strategies and solutions. Held at exclusive locations around the world, these events provide attendees with a unique opportunity to individually tailor their schedules of keynote presentations, think tanks, seminars and one-on-one business meetings. For more information, please visit www.marcusevans.com 

All rights reserved. The above content may be republished or reproduced – kindly inform us by sending an email to press@marcusevanscy.com

Enhancing the Patient Experience:
Best Practices for Chief Nursing Officers

FOR IMMEDIATE RELEASE

“We often fail to remember that patients are customers in a very compromised and frightened position,” says Cherie C. Whiting, PhD, RN, Professor, Professional Speaker, Author and Coach. Chief Nursing Officers (CNOs) must work closely with their team to ensure that patients feel comfortable and in safe hands during their stay at a hospital and that they are treated as the customers that they are.

The Chairperson at the marcus evans National Healthcare CNO Summit Spring 2012, taking place in Hollywood, Florida, April 26-27, Whiting discusses best practices in patient care and satisfaction.

How can CNOs enhance the patient experience?

Cherie C. Whiting: Too many healthcare organizations today believe that customer service is about having a restaurant menu on demand and a concierge service. If you do not have compassionate concern within your team for the customer, then the rest of it is a waste of time and money.

We often fail to remember that patients are customers in a very compromised and frightened position. Nurses get stuck in a routine, forgetting the vulnerability of the sick patient lying in bed. By simply being kind and empathetic, we can make a difference in the patient’s life and make their stay more pleasant. As a result, patient satisfaction scores can not only increase, but skyrocket. 

CNOs should instill a cause into their teams to work for something bigger and better than themselves. What is bigger than caring for someone who is sick? Whether the patient recovers successfully or not, this attitude will improve the time they spend in the hospital, and make their hospital experience a better one. 

What are the faults in the current healthcare system?

Cherie C. Whiting: The US has the most expensive healthcare system in the world but is far from the best when it comes to outcomes. We spend two to three times more than any other industrialized country but have higher mortality rates. We have so much to do to make it right and the CNO can play a large part in this.

We see more and more patients being discharged from hospital and coming back in. This is due in part to a lack of continuity of care at home, so people are leaving sick and getting sicker. This hampers the wellbeing of patients and increases healthcare costs. It is a vicious circle.

What role does education play here?

Cherie C. Whiting: We have not educated ourselves to the level we should.

If you look at the healthcare professions today, most except nursing are increasing the level of education that is necessary. We must raise nursing to at least a Bachelor’s degree. This will give a minimum standard level of education across the board and provide an improved knowledge base.

What long-term strategies would you recommend to CNOs?

Cherie C. Whiting: CNOs have a huge opportunity and responsibility ahead of them. Chief Financial Officers and Chief Executive Officers are currently dealing with a myriad of other issues, so the nursing team must take up the responsibility of creating a better patient experience and customer service while they have the chance.

If CNOs create a patient experience that is exemplary, that alone would catapult them to stardom in their profession because it is not happening out there. They must get out of the office, talk with staff, create the expectation and live the example. It is a very simple formula, but it will not be easy, especially in regard to the follow through needed. It will, however, be worth it.

As the healthcare system changes with legislation and the shortage of nurses increases, CNOs will play a pivotal role in the success of the healthcare system, even more than they do today.

Contact: Stacey Melvin, Journalist, marcus evans, Summits Division

Tel: + 357 22 849 400
Email: press@marcusevanscy.com

About the National Healthcare CNO Summit Spring 2012

This unique forum will take place at The Westin Diplomat Resort & Spa, Hollywood, Florida, April 26-27, 2012. Offering much more than any conference, exhibition or trade show, this exclusive meeting will bring together esteemed industry thought leaders and solution providers to a highly focused and interactive networking event. The Summit includes presentations on the healthcare reform, nursing in the era of meaningful use and improving patient care. 

For more information please send an email to info@marcusevanscy.com or visit the event website

marcus evans group – healthcare sector portal

About marcus evans Summits

marcus evans Summits are high level business forums for the world’s leading decision-makers to meet, learn and discuss strategies and solutions. Held at exclusive locations around the world, these events provide attendees with a unique opportunity to individually tailor their schedules of keynote presentations, think tanks, seminars and one-on-one business meetings. For more information, please visit www.marcusevans.com

All rights reserved. The above content may be republished or reproduced – kindly inform us by sending an email to press@marcusevanscy.com