As healthcare organizations become more adept at collaboration, data mining, and understanding the unique populations they serve, they are designing innovative care programs that involve higher risks and rewards.
Workforce management and the pursuit of productivity have formed a consistent pain point for hospitals for several years. The Affordable Care Act has only exacerbated the problem, increasing the demand on providers as the number of insured grows and the bar continues to rise on quality of care. According to a recent HealthLeaders Media Council survey, workforce productivity and acuity-based staffing will continue to be top priorities this year. Karlene Kerfoot, PhD, chief clinical integration officer at API Healthcare, says the survey results indicate a shift taking place as workforce management initiatives are expected to deliver more than reduced labor costs.
An innovative staff scheduling model is reinventing how hospitals leverage their employees for better outcomes; including staff satisfaction, labor costs, and improved quality of care.
View the paper to learn the research behind this new approach!
Some factors commonly used to explain poor operating performance do not prevent many hospitals from being highly profitable. For example, Truven Health AnalyticsTM has found that rates of uncompensated care, drug expense, and other factors do not seem to differ between unprofitable and very profitable hospitals. But factors such as Medicaid utilization rates and poor reimbursement rates do appear to impact the least profitable hospitals. One controllable factor that appears to be significant is labor productivity, with the most profitable hospitals posting the lowest labor expense per patient.
Spending on supplies and pharmaceutical services varies among U.S. hospitals. It is not uncommon for hospitals with similar types of patients, including case mix and severity, to have significant differences in purchasing intensity for certain clinical services. Even small changes in efficiency can make a difference for hospitals and health systems, because supply-chain spending typically accounts for hospitals’ biggest spend after labor costs. Costs totaled about $74 billion in 2012, according to the Healthcare Supply Chain Association.
As the healthcare industry shifts focus from volume to value, standardization is needed to accurately benchmark labor resource utilization. This is the premise of a survey conducted by HealthLeaders Media and sponsored by Kronos.
What constitutes direct patient care? Hands-on patient assessment, administering medications, and performing procedures clearly top the list. But can other activities be considered direct care too—even those not conducted in a patient’s presence?
Download the free report to get statistics and analysis from the survey questions below and much more
- Which of the following actions are considered direct patient care in your organization?
- Which of the following actions are considered indirect patient care in your organization?
- Which of the following actions are considered neither direct nor indirect care but are categorized separately as non-patient care in your organization?
A recent Health Leaders survey sheds light on the top 5 workforce initiatives healthcare executives across the country are using for successful quality of care and labor cost improvements. Learn how these leading strategies can help your hospital.
Savvy healthcare organizations are embracing strategies to simultaneously improve the bottom line and care quality. Sometimes responsible for two separate aspects of the health system, now CFO and CNO collaboration is vital to a hospital’s success.
HealthLeaders' survey on workforce management queried leaders from a cross-section of U.S. healthcare organizations, including hospitals, health systems, physician organizations, and long-term care/skilled nursing facilities. The 150 respondents represent executives across all disciplines — administration, clinical, operations, finance, marketing, and information. In the next three to five years, hospitals, health systems, and other patient service providers expect to augment their time-and-attendance and payroll systems with integrated applications that enable more sophisticated data crunching around labor analytics, acuity management, and staffing assignments. The goal? To convert the workforce from overhead to asset — a flexible, agile asset that will help organizations succeed in an increasingly demanding regulatory and competitive environment.
Published By: TigerText
Published Date: Jun 30, 2015
With clinicians wasting 45 minutes per day playing phone tag, it’s time to retire pagers and migrate to a secure messaging solution, that saves your staff time, is HIPAA compliant and fosters workflow collaboration.
This document outlines how Insurance providers must optimize and scale for policy collaboration in a rapidly changing, omni-channel environment while shifting to providing new types of digital insurance. Additionally, shifting demographics is transforming interaction between insurance providers, reinsurers and customers. To address, Insurance providers must move to the digital edge adjacent to customers, clouds, partners and remote devices.
"Global professional services firm, Arup, moved from Cisco Cloud Web Security (CWS) to Cisco Umbrella. By implementing a secure internet gateway in conjunction with next-gen endpoint security, Arup secured access to the internet wherever users go, reduced its exposure to malware and improved the ability to detect, respond and remediate when necessary.
-Substantially reduced administrative time
-Accelerated response and remediation process
-Increased performance of cloud applications
-Reduced time to investigate"
City leaders around the world are working to improve the quality of life and increase the number of useful services for their citizens, businesses, and visitors. Smart city initiatives are gaining attention in several countries, as administrators, industry, and citizens are working together to enhance their communities, cities, regions, and nations. After more than ten years of smart city hype, innovative projects have emerged, but few have provided a disruptive impact on the city system itself. Because every city is different, few of the existing models apply universally. An effective response requires leaders to consider a series of prerequisites:
• Consider the local culture and the people • Prioritize basic needs and requests • Work at overcoming silos and encourage collaboration across departments • Consider each “smart” initiative as an integral part of an overall city system
A smart city reflects a number of aspirations: efficiency, resiliency, connectedness, innovatio
Fondato nel 1998, IFOM, Istituto FIRC di Oncologia Molecolare è un centro di ricerca dedicato allo studio della formazione e dello sviluppo di tumori a livello molecolare. Nello specifico, il laboratorio di Francesco Ferrari si concentra sull’identificazione e sullo studio di elementi regolatori non codificanti nel genoma e sul modo in cui vengono coinvolti nella regolazione dei processi biologici fisiologici e patologici. Il gruppo utilizza i dati della genomica funzionale (trascrizione, indicatori epigenetici, organizzazione tridimensionale) e altre informazioni genomiche (come il re-sequencing dei pazienti) con metodi di massive sequencing.
The goal of automation is not to eliminate or replace human labor, but to increase productivity and quality beyond what is possible with your existing team, so as to realize economies of scale and predictable quality levels. With automation, your team is able to manage more endpoints, because automation eliminates routine and mundane responsibilities or efforts, giving your technicians the time to focus on higher priority and more complex tasks. In addition, as a managed service provider (MSP), you receive a fixed fee for your services. As a result, you need to provide service in the most efficient way possible while delivering the highest levels of consistency and quality. Building automation into your IT services business will enable you to do so. In this eBook, you’ll learn tips and best practices to successfully incorporate automation into your IT services business, including:
With trends such as big data, artificial intelligence and IoT dominating
today’s business technology headlines, the buzz around enterprise
mobility (now considered known and familiar) may have lessened, but
its importance has not. Consider its key role in today’s top tech trends,
and then also consider this. According to an Oxford Economics survey
of 500 senior IT executives, CEOs, and other senior managers, 80%
say workers cannot do their jobs effectively without a mobile
device. The same survey shows:
82% say mobile devices are critical to employee productivity
82% say mobile devices are critical to agility and the speed of decision making
76% say mobile devices are critical to customer service and satisfaction
75% say mobile devices are critical to innovation and collaboration
70% say mobile devices are critical to employee satisfaction
and 70% say mobile devices are critical to revenue growth.
The known and familiar now demands a fresh look and focus from
enterprise organizations a
The future of work means a new IT balancing act
No matter what the work of your organization, today it’s likely done…
…As much out of the office as in it
…As much on mobile devices as traditional computers
…And much more through cloud applications for core business activities and collaboration with
customers and partners.
The future of work has arrived, and with it comes a complex new balancing act for IT.
On one side of the scale are high expectations for how IT can enable digital transformation
and innovation in the business. On the other side is more accountability for mitigating risk,
even as growing adoption of new technologies means more apps, more devices, and more
mobile employees. This balancing act is driven by current challenges and trends in four areas.
Published By: Anaplan
Published Date: Sep 10, 2019
As the digital revolution continues, a linear approach to supply chain planning is gradually giving way to ecosystem thinking. Consumers buy in an entirely new way. Goodbye Sears catalog, hello one-click checkout. To keep up, companies need the ability to plan accurately in real-time. Introducing digital demand management with the Anaplan platform: a collaborative approach that can keep up with omnichannel demand.
What’s inside this paper from Supply Chain Brain:
What digital demand management means in today’s market
The benefits of a connected approach to demand management
Collaboration in the enterprise requires a triumvirate of people, process and technology to be successful. With the plethora of collaboration applications available today, both IT professionals and collaboration business users alike need to take a holistic approach to be successful with
collaboration. This paper lets you know about some of the common pitfalls and how to avoid them.
This white paper is a business briefing for C-Level Executives on how integrating a range of technologies - including unified communications, service oriented architecture, virtualization and cloud computing - can transform the productivity and profitability of large enterprises.
Published By: Genesys
Published Date: Jun 19, 2019
Successfully managing a contact center requires a collaborative, multidisciplinary approach to handle a broad range of operational and tactical tasks. Planning, day-to-day operations and quality management must be seamlessly orchestrated, along with human resources functions like recruitment, learning and development, and employee scheduling.
Read this executive brief to learn how to transition to an AI strategy that can take your team – and business results – to the next level. See how you can:
Create an AI strategy with a single data model that includes routing, interaction analytics, forecasting/scheduling and predictive engagement
Harness the power of your data to align customers with the best resource
Drive employee effectiveness by ensuring you hire the right people and manage their performance to drive their success over the long term
With the current state of the economy, IT executives are being asked to stretch their budgets in order to keep their businesses profitable. In 2008, Median IT spending per user fell to $6,667 from the previous year's $7,397, according to Computer Economics. This represents a 6.2% reduction, consistent with the fact that IT managers were supporting an increasing number of users without corresponding increases in IT spending. IT spend continued to decline in 2009 and uncertainty and caution is still prevalent in 2010.
Email is the primary communication system and file transport mechanism used in organizations of all sizes. Email systems generate enormous amounts of content that must be preserved for a variety of reasons, including:
-Compliance with local, state, federal and international statutory requirements
- Electronic discovery requirements and best practices
- Knowledge management applications
- Disaster recovery and business continuity