topic: Change Management
Many questions arise with a merger or affiliation: Will departments and staffs be combined, will there be a consolidation of the systems used, and will there be opportunities to create a shared services model? Ultimately, how do you ensure merger or affiliation success? Here are seven detail-oriented steps to consider.
Is Your Health Care Project Headed the Wrong Way? By Zaida S. Aronovsky & Chet Stagnaro
Just because a major project is treading new ground does not mean it is destined for failure. By knowing the warning signs of a troubled project, you can intervene more quickly and effectively. Based on our more than 45 combined years of experience rescuing faltering projects, here are five of the most common red flags – and what you can do about them.
While most health care organizations do well updating policies and processes to support cultural transformation, they often struggle with encouraging corresponding staff behaviors to support it. Organizations seeking successful changes to support strategic goals and cultural transformation need behaviors that align with their efforts.
Once an insurer or hospital has acquired a medical practice, what is next? Acquirers should proactively ensure a seamless integration of services within their new practices. The success of a major medical foundation in acquiring and integrating a pair of specialty physician practices offers six rich lessons other organizations should consider with their integration implementations.
A new workflow automation tool was burdened with a difficult-to-learn user interface and workflows which didn’t fully match users’ jobs, resulting in employees who didn’t use the tool or did so incorrectly. Because managers didn’t believe the tool facilitated their employees’ work, they didn’t recommend it or use the tool’s reporting features to drive decision-making.
More providers and health care organizations are forming clinical integration networks (CIN) to collaborate on improving the quality and efficiency of care, while allowing themselves to continue to operate independently.
Many health care organizations’ business intelligence teams lack the experience, bandwidth and/or big-picture strategic and analytical skills needed to adequately respond to their organizations’ heightened needs.
A well-thought and skillfully delivered training plan can help health organizations realize a return on their investments, reduce operational risks, heighten the skills, engagement and productivity of employees and improve the quality of care and services.
It is a challenging dichotomy. Just as demand for health services continues to rise, health care payers and providers face difficult decisions around potentially changing their organizational structures to meet the health care industry’s upheaval.
Four Vital Health Care Leadership Lessons By Carly D. Dunham and Ellen S. Montague
As seen in HFMA Northern CA Chapter Newsletter. It’s a challenge to stay healthy while working in health care, especially given the typical demands of most health care roles. Long hours, stress, limited access to healthy foods and sedentary jobs all conspire to rob health care employees of optimal opportunities to take better care of themselves. Clinicians face an additional level of personal health challenges as they care for those who are ill and injured. That’s why it’s...
Determining PAC Networks with Medicare's New CJR Program By Debra Mathias
As seen in Healthcare Informatics. Hospitals participating in Medicare’s mandatory new Comprehensive Care for Joint Replacement (CJR) reimbursement model need to develop a high-quality preferred post-acute care (PAC) network to which they can discharge high-risk CJR patients. Hospitals can do so either independently or by using an external consultant. The PAC must, per CMS, have a minimum 3-star rating or reimbursement will be negatively impacted. By developing a PAC preferred provider network based on objective criteria and supported...