Case Studies In Health Care Management

Case Studies In Health Care Management-70
To learn what opportunities exist for all hospitals to achieve greater efficiency, we conducted case studies of four of the 13 Leapfrog Group-designated "Highest Value Hospitals." These included Fairview Southdale Hospital in Edina, Minn., North Mississippi Medical Center in Tupelo, Miss., Park Nicollet Methodist Hospital in St. Brigham and Women's Hospital is a 777-bed nonprofit, teaching hospital located in Boston, Massachusetts.Scores on the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) survey show that it is a leading hospital nationally on measures of patient satisfaction.Members of The Commonwealth Fund Commission on a High Performance Health System observed Denver Health during a site visit in March 2006, to assess its operation and determine whether it might serve as a model for other public and private health care systems around the country.

To learn what opportunities exist for all hospitals to achieve greater efficiency, we conducted case studies of four of the 13 Leapfrog Group-designated "Highest Value Hospitals." These included Fairview Southdale Hospital in Edina, Minn., North Mississippi Medical Center in Tupelo, Miss., Park Nicollet Methodist Hospital in St. Brigham and Women's Hospital is a 777-bed nonprofit, teaching hospital located in Boston, Massachusetts.Scores on the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) survey show that it is a leading hospital nationally on measures of patient satisfaction.Members of The Commonwealth Fund Commission on a High Performance Health System observed Denver Health during a site visit in March 2006, to assess its operation and determine whether it might serve as a model for other public and private health care systems around the country.

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Gundersen Lutheran Health System is a physician-led, not-for-profit integrated delivery system serving more than 550,000 people in Wisconsin, Iowa, and Minnesota.

Gundersen Lutheran has increased efficiency, improved patient care, and achieved the high performance associated with large urban institutions by: 1) using clinical and financial outcomes to set benchmarks and targets for improvement, to increase transparency, and to drive improvement among physicians; 2) investing in primary care and disease management programs; and 3) hiring engineers to improve operations.

Duke University Hospital leaders say that ensuring patient satisfaction requires both organizational and tactical strategies.

Particular strategies include: commitment to improving customer service and work culture, and to leadership training; use of a Balanced Scorecard management tool; use of Six Sigma improvement methodology to address underperformance; and recognition of staff members and units demonstrating outstanding customer service.

Carolinas Medical Center was established by the Charlotte-Mecklenberg County Public Authority in 1939 to meet the health care needs of Mecklenberg County residents, and opened its first hospital in 1940.

Keeping pace with population growth, multiple facilities now continue the original mission to "care for all who come." High scores on process-of-care, or "core," measures distinguish the Carolinas Medical Center network hospitals as a group, and Carolinas Medical Center–University as the top performer among them.

There are, however, changes under way within leading organizations that suggest significant improvements in quality and value can be achieved.

In 2008, the Leapfrog Group's Hospital Recognition Program began identifying hospitals that have made "big leaps in health care safety, quality, and customer value." Thirteen hospitals out of nearly 1,300 who voluntarily submitted data in 2008 achieved top scores in quality of care while keeping resource use low. This paper offers a synthesis of lessons from their experiences.

It offers leadership training programs that encourage cross-training and partnership within the institution and uses external collaborations to improve community health and extend its models of care and service to outlying communities.

Gundersen Lutheran’s physician compact outlines the organization’s expectations of physicians and ensures that its medical staff remains committed to the organization’s mission: to distinguish itself in patient care, education, research, and community health Health Partners is the nation's largest nonprofit, consumer-governed health care organization, providing health and dental care and coverage to more than 1 million individuals in Minnesota and surrounding states.

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